Hiring Strategies that will get you Moving in the Right Direction

1. Hiring Strategies that will get you Moving in the Right Direction by Lisa Goodpasture & Caroline Pierce OML Municipal League September 26, 2012

2. There is no perfect interviewing technique, no ideal hiring method; even the best executives make hiring mistakes. You can only know for certain about a person by working with that person. “View employees as an investment and anticipate an excellence return over time.” Forbes Magazine Alan Hall

3. Staffing Cost of Replacing an Employee Total estimated cost per new Clerical employee: $ 20,905 Total estimated cost per new Field Worker: $ 40,950 Total estimated cost per new Communications employee: $ 39,260

4. The most important decision a company makes is who to hire. • Don’t hire out of desperation. • Watch the “fit” between culture and candidate.

5. Determine the need for a new or replacement position • Think creatively about how to accomplish the work without adding staff. • Improve processes • Eliminate unnecessary tasks • Distribute work differently • Shift responsibilities • Work across departmental lines

6. JOB DESCRIPTIONS One of the most important documents a supervisor can use in a job interview. IF - • If it is accurate • If it is up-to-date • If it is well written

7. Develop the job description or review the existing job description before posting • Define the duties or check and make sure the duties have not changed • Define the skills, knowledge and abilities that are required for the position or make sure the skills have not changed • Define the educational requirements • Make sure you don’t over define education • Define the physical/mental demands of the job • Review the classification of the position • Review the salary

8. JOB DESCRIPTIONS –“ESSENTIAL FUNCTIONS” “Essential functions are all of the job duties that an employee must be able to perform, ‘with or without reasonable accommodation’ in order to carry out the purpose and functions of the job. “

9. How To DetermineESSENTIAL FUNCTIONS • Is the function a primary reason for which the position was established? • Would removing the function fundamentally change the position, or eliminate the need for the position? • Is transferring the function not possible?

10. Essential Functions (continued) • Are there severe consequences if the person in this position is not required to perform the function? • Does the function require specialized expertise? • Does percentage of time spent on a function determine whether or not it is essential?

11. One More Word About Essential Functions Who is responsible to demonstrate that a function is essential? MANAGEMENT!

12. INTERVIEW OBJECTIVES • To obtain detailed information on the candidates’ experience in order to better evaluate his/her qualifications and suitability for the desired position • To obtain information from the candidate which will help to appraise his/her character and motivation, and to judge his/her appearance and personal characteristics face-to-face.

13. INTERVIEW OBJECTIVES • To clarify data in the resume • To obtain additional information not presented in the resume • To determine, to a degree, the candidates, truthfulness regarding information in the resume

15. PREPARING FOR THE INTERVIEW • Carefully review the job description, qualification requirements, and all materials submitted by the applicant. • Allocate sufficient time for each interview • Arrange for an appropriate interview site • Select and/or develop interview questions that are related to the position being filled.

16. Look for RED flags • Review the candidate’s resume(app) before the interview • Applicant does not sign the application • Applicant does not sign consent on background screening • Applicant leaves criminal questions blank • Applicant fails to explain why he or she left past jobs • Applicant fails to explain gaps in employment history • Applicant gives an explanation of an employment gap or the reason for leavingprevious job that does not make sense • Excessive cross-outs and changes to the application • Applicant fails to give complete information • Applicant failed to indicate or cannot recall the name of a former supervisor • Look at work history

17. INTERVIEWING TIPS - DO • Conduct yourself in a business like manner • Stick to the subject. No war stories • Listen to the candidate • Remove distractions. • Close the door. • Hold phone calls (turn off cell phone)

18. Interviewing: • Ask behavior type questions for example: • Tell me about a time when you had to meet a tough deadline • Tell me about a time when your supervisor gave you feedback that surprised you • Tell me about a customer situation that you found challenging. How did you handle it? Were you pleased with the outcome? • Listen attentively and ask follow up questions • Write down your opinions as you progress through the hiring process • Answer the candidates questions • Discuss the next step • Reject candidates promptly

19. INTERVIEWING TIPS – DO NOT! • Ask questions about candidate’s personal life or appearance. • Discuss physical characteristics unless directly related to duties of the position • Ask questions related to military service unless experience is related to position • Use trick or gimmick questions * • Argue with candidates

20. INTERVIEWING TIPS – DO NOT! • Make promises that are not within your authority • Talk to or treat male applicants differently from female applicants. • Allude to or make direct comments about reference checks of a candidate. Do not divulge information obtained from references; treat this as privileged information.

21. INTERVIEWING TIPS – Be Careful of Stereotyping • The person is too small to do this job. • Bias against females in maintenance and crew-type jobs. • “One-handed field service worker”

22. INTERVIEW LIMITATIONS • Artificial setting • Interviews where you fail to establish rapport with the candidate. • Failure to have a strategy due to lack of planning • Briefness of interview • Over emphasis on initial impression • Unconscious biases or preferences • Excessive talking by the interviewer • Reliance on intuition – plus • ALL THOSE QUESTIONS YOU CAN’T ASK! – (more on this in a minute)

23. OTHER LEGAL PITFALLS Members of the EEOC Commission believe that organizations are more susceptible to discrimination charges stemming from the selection process than from any other area of employment practice.

24. EQUAL EMPLOYMENT OPPORTUNITY CONCERNS • Disparate treatment • Adverse impact • Perpetuating past discrimination • Lack of reasonable accommodation

25. LEGITIMATE & PROHIBITED QUESTIONS Selection Procedures must be job related! That means, questions must be based upon the official required duties as described in the position description for the position being filled.

26. Interview Question that Must Not Be Asked • Race/Color • National Origin - Ancestry • Age • Religion • Sex • Disability • Military/Reserve Status • Sexual Orientation

27. Interview Question About – RACE/COLOR Do NOT: • Ask an applicant how he/she would feel about working with people of different races. • Ask if applicant would have a problem working for a supervisor of a different race. • Ask or comment on the applicant’s complexion or skin color.

28. Interview Question About – NATIONAL ORIGIN Do NOT: • Ask if English is the applicant’s second language. • Ask, or comment on, any applicant’s unusual name • Ask about, or comment on, an applicant’s place of birth • Ask whether or not an applicant is a native-born or naturalized citizen

29. Interview Questions About –AGE Do NOT: • Ask an applicant his/her date of birth or age. • Make age-related comments like “at your age,” or “you can’t teach an old dog new tricks,”, etc. • Ask an applicant questions regarding pension, retirement, social security or Medicare benefits. • Ask the date of high-school graduation

30. Interview Questions About - RELIGION Do NOT: • Ask or comment on an applicant’s religious denomination or affiliation: • Do you attend church? If so, which church do you attend? • Can I get a reference from your pastor or …. • Ask an applicant what religious holidays observed • Make religious-related comments (“This is a Christian company….”) • Ask about the religious affiliation of a school attended.

31. Interview Questions about - Sex Do NOT: • Ask questions regarding marital status or maiden name • What does your husband/wife do for a living? • Why is your name hyphenated? • Ask questions regarding family • The existence of children, how many or their age • Plans to have children • What will you do if your child gets sick? • Questions regarding childcare issues.

32. Interview Questions About –DISABILITY Do NOT: • Ask about, or comment on whether or not an applicant has a disability • Ask an applicant questions regarding medical, psychiatric or substance abuse treatment history • Ask questions about workers’ compensation history

33. Interview Questions About –DISABILITIES Great Resource: EEOC Enforcement Guidance: Pre-employment Disability-Related Questions and Medical Examinations http:www.eeoc.gov/policy/docs/preemp.html

34. Interview Questions About –MILITARY/ RESERVE STATUS Do NOT: • Ask questions about an applicant’s current military status • Ask questions about an applicant’s discharge from the military

35. Just for kicks If you should slip up - How should you respond if you ask a question and the applicant says they will not answer the question – or that that is a question that is not allowed to be asked.

36. OTHER PROBLEMATIC QUESTIONS • Tell me about yourself? • What do you like to do when you are not at work? • Social Clubs or related activities • Social Networking Sites!!!!

37. What Questions Can We Ask?!!! “I don’t know why we bother with interviews anymore. It’s gotten to the point that we can’t ask an applicant anything!!” (*#@*&) (See additional handout)

38. BASIC COMMON GUIDES • Questions must be directly related to the job. • Whenever possible, stay away from questions that can be answered with one or two words. Ask open ended questions. • Ask questions that clarify any discrepancies on the resume/application. • Ask questions about unexplained periods of time on the resume/application.

39. OTHER INTERVIEW RELATED POINTS • Who should be included in the interview? • What about a panel? • Structured Interviews – Can you vary from the prepared list of questions? • Using an outside agency – pros & cons • Skype Interviews • Note-taking during the interview?

40. NOW – You’re done. You’ve got everything you need to make a decision. You’re ready to make your selection and to make a job offer. Right? WRONG!!!!!

41. BEFORE YOU ARE READY TO MAKE A DECISION!!!! • Reasonable Accommodation (refer back to the essential job function) • Federal “Fair Credit Reporting Act” • Criminal Background Check • Reference Check • Pre-Employment Testing • Polygraph

42. Why does the Employer Conduct a Background Check? • Current emphasis is on security and safety for employers, employees and citizens • Negligent hiring lawsuits are on the rise • Current events have caused an increase in employment screening • Child abuse and child abductions in the news in recent years have resulted in criminal background checks for anyone who works with children • Terrorist acts of September 11, 2001 • Enron and other corporate scandals of 2002 • Federal and state laws require that background checks be conducted for some positions • False or inflated information supplied by applicants • The information age

43. What is in a Background Check? • Driving Records • Credit records • Criminal records • Social Security Verification • Education records • Court records • Character reference • Military records • State licensing records • Drug test records • Past employers • Look for unexplained employment gaps • Personal references • Incarceration records • Sex offender lists

44. Some Memorable Job Interview Answers and Questions