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Interviewing and Hiring The Right Person for the Right Job

Interviewing and Hiring The Right Person for the Right Job. Housekeeping. Sign roster in training room at end of class Break Restrooms Cell phones or pagers Today’s workshop: Core course in the Supervisory Challenge certificate program

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Interviewing and Hiring The Right Person for the Right Job

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  1. Interviewing and Hiring The Right Person for the Right Job

  2. Housekeeping • Sign roster in training room at end of class • Break • Restrooms • Cell phones or pagers • Today’s workshop: • Core course in the Supervisory Challenge certificate program • Also counts toward Pro3 certification for HR/Payroll track • You’ll receive an evaluation via e-mail

  3. Today’s Objectives • Learn how to hire the best candidate • Improve your interviewing skills • Asking behavioral-based questions • Keeping it fair and legal • Conducting the interview • Discuss UF’s process • Today’s workshop also supports “Talent Selection” as a key UF management/ leadership competency www.hr.ufl.edu/training/leadership/competencies.asp

  4. Who Wins When You Hire the Right Candidate?

  5. The High Cost of Turnover • What percentage of the salary of an exiting employee do you think it costs to replace him or her? • Roughly 35 percent • Lost productivity while position is vacant; recruiting, screening and interviewing costs; training costs of new person; the cost of reduced efficiency as new person learns job

  6. *Chief Learning Officer, 10/2005 The High Cost of Turnover • 46 percent of all newly hired employees will fail within 18 months* • Performance breakdowns are more often interpersonal rather than technical • 26 percent fail because they can’t accept feedback • 23 percent don’t last because they’re unable to understand, manage emotions • 17 percent lack necessary motivation to excel

  7. 2007, Leadership IQ Leadership IQ Survey • In its study of 20,000 new hires, the number one reason why new hires failed was that they were not “coach-able” • Could not accept and implement feedback from supervisor, colleagues, customers, and other key players

  8. So, You Have a Vacancy

  9. So You Have a Vacancy • Most critical preparation is to understand job • Minimum requirements are established by class specification

  10. So You Have a Vacancy • Then: • Review existing job description • Talk with other employees who are in similar position or who’ve been in the job in the past • Identify technical and performance skills as well as other qualities needed by the successful candidate

  11. Improve Your Interview Skills

  12. Preparing Questions • The single best predictor of a candidate’s future job performance is his or her past job behavior • Selection NOT based on: • Your assumptions or intuition • “I’m dependable” or “I’m hardworking” or even “You can count on me”

  13. Three Guidelines • Avoid asking questions that can be answered by a single word, usually “yes” or “no” NOT • Do you like working with people? • Did you like your last job? • Do you like working with computers?

  14. Three Guidelines 2. Use open-ended questions that ask for specific examples of past job behavior NOT: • Can you work under the pressure of deadlines? • Do you organize your time well? • Also avoid hypothetical questions about how the candidate might handle some future tasks

  15. Three Guidelines • Keep your questions aligned with job skills and employee characteristics you are seeking • Ask broadly: • Tell me about your experience in training • Or specifically: • Think back to when you trained a new employee—tell me what you did to train that employee and bring the person up to the job’s performance standards

  16. Consider Asking … Probing questions • Ask when you need more specific or focused information • Use when the candidate: • Is too nervous to think of the exact detail you want to hear • Doesn’t understand the kind of information you want • Only partially answers your question

  17. No Work Experience • When the applicant has no work experience • Seek life experiences that reveal job related skills • Interpret the answers in light of the behaviors it represents

  18. Let’s Take a Moment to Practice

  19. Keep It Fair and Legal • By law, you are not allowed to make your hiring decisions based on anything other than bona fide occupational qualifications • You cannot discriminate based on: • Race, color, religion, sex, national origin, age, pregnancy, veteran status, disability, marital status, genetic information

  20. General Legal Considerations--Federal • Title VII of the Civil Rights Act of 1964, as amended, and CRA of 1991 • Age Discrimination in Employment Act (ADEA) of 1967, as amended • Vocational Rehabilitation Act of 1973 • Americans with Disabilities Act (ADA) • Equal Pay Act of 1963, as amended • Veterans Readjustment Act of 1974

  21. General Legal Considerations--Federal • Pregnancy Discrimination Act • Immigration Reform and Control Act • Title II of the Genetic Information Nondiscrimination Act of 2008 • State Statutes • Patterned After Federal Statutes • UF Policy • Adds sexual orientation and gender identity

  22. Use This as a Check:If It’s Not Job-Related, Don’t Ask It

  23. Exercise: Don’t Go to Court

  24. Let’s Watch “Actions Speak”

  25. What Do You Think? • What are the benefits of preparing questions in advance? • What is reverse information and why is it important?

  26. What Do You Think? • What is the “like-me” syndrome and why should it be avoided? • What was the most important idea you learned from the video?

  27. Selecting Candidates to Interview

  28. Reviewing Applications or Resumes • Match to your job requirements • Look for the following red flags • A history of job hopping • Unexplained gaps in employment • Reasons for leaving current or former positions • No dates of employment • Too many generalities or qualifiers

  29. Preparing for the Interview • Schedule time for interviews when you won’t be interrupted • Be prepared to turn off your cell phone • When contacting the applicant: • Confirm for which job the applicant will be interviewing • Give information about directions, location of interview, and parking • Ask whether any accommodations are needed

  30. Preparing for the Interview • When contacting the applicant: • Tell applicant who will be interviewing him or her, including number of interviewers (just you, a group, etc.) • Inform what time the interview will start as well as how long it will take (one hour, ½ day, etc.)

  31. Preparing for the Interview • Additionally, consider sending applicant a current position description in advance • At a minimum, be sure to have a copy to give applicant during scheduled interview

  32. Conducting the Interview

  33. Seven Steps for Conducting a Successful Interview • Establish rapport with the candidate • Take a moment to explain why you will be taking notes • Briefly explain job/ask if candidate has any questions regarding vacancy • Ask questions about past job performance • Using a consistent set of questions prepared in advance • Probe to clarify understanding

  34. Seven Steps for Conducting a Successful Interview • Seek reverse information • Allow the candidate to ask questions • Close the interview • Summarize the next action steps—including time line for making a decision • Review your notes

  35. Take the Final Steps • Identify your best candidate • Check references • Contact Human Resource Services’ recruiter • Offer the job to the candidate of choice • Notify other applicants

  36. Reference Checking • Reference checks: • Give insight into past performance • Help you find a better “fit” • Protect the significant investment you make in any new hire

  37. Reference Checking • Ask, for example: • What is your relationship to this person and how long have you known her? • What are this person’s strengths? • What is one skill this person needs to work on? • Did he have any trouble meeting his established work schedule? • Is this person eligible for rehire? Consider asking someof the interview questionsto compare answers given bythe applicant with how his or her supervisor answers them

  38. Background Checks • Recommended for all hires • Required for Teams and Faculty positions • Paid for by Human Resources: • Alachua County Check (results in 24 hours) • Searches for criminal records in Alachua County only • FDLE Background Check (results in 72 hours) • Searches for criminal records in FL

  39. Background Checks • LiveScan (results in 24 hours) • Provides national criminal records search, which requires fingerprinting at UPD • 435 LiveScan (results in 7-10 business days) • For specific positions required under F.S. 435 or certain positions contracted with Department of Children and Families • Requires fingerprinting at UPD • HireRight • Provides national & international (includes six continents) criminal records search

  40. The Process

  41. The Process

  42. The Process

  43. The Process

  44. Additional Training Consider attending: • Introducing GatorStart (PST093) • Posting GatorJobs 2012 (PST094) • Managing ePAF 9.1 (PST920) • www.hr.ufl.edu/toolkits • Simulations • Instructional guides

  45. Putting Our Skills to the Test

  46. Today, We Discussed • How to hire the best candidate • How to improve your interviewing skills by: • Asking behavioral-based questions • Keeping it fair and legal • Conducting the interview • UF’s process

  47. For Continuing Development • Visit our UF Leadership Development Toolkit: • Podcasts • Job Aids • Reading Recommendations • These tools are designed to provide ongoing support for your leadership development when and where you really need them! http://www.hr.ufl.edu/training/leadership/default.asp

  48. Thank You for Attending Today’s Workshop!You will receive the class evaluation via e-mail; please complete!Did you sign the roster?

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