Recruitment in a Career Banded World

1. Recruitment in a Career Banded World Angela Miller, Recruitment Services Manager Andrea Clinkscales, Recruitment Specialist 919-733-2940

2. Angela HQ definition included in G.S. � the Law! T&E in policy/administrative rules Introduce Executive Order 30 and changes to DHHS Merit Based Employment PlanAngela HQ definition included in G.S. � the Law! T&E in policy/administrative rules Introduce Executive Order 30 and changes to DHHS Merit Based Employment Plan

3. Objectives(Continued) Understanding the impact on promotional priority Introduce behavioral-based interviewing as an effective technique for assessing applicant competency levels Setting salaries in a career banding environment Promotional Priority: if eligible employee and outside applicant have substantially equal qualifications Tools to link the vacancy announcement to the application screening and selection processes: -Job description -Competency profile -Competency assessmentPromotional Priority: if eligible employee and outside applicant have substantially equal qualifications Tools to link the vacancy announcement to the application screening and selection processes: -Job description -Competency profile -Competency assessment

4. Review of Merit-Based Employment Policy Applies to all positions subject to State Personnel Act Positions filled from the pool of �Most Qualified� individuals Selections based solely on job related criteria Compliance with all state and federal employment laws, regulations, and policies No hiring on basis of political affiliation or influence (impartial in recruitment and selection decisions) MBE has not changed. Shift away from years of experience as primary indicator of qualifications. Instead competency driven. MBE has not changed. Shift away from years of experience as primary indicator of qualifications. Instead competency driven.

5. Competency Defined Competencies: Are the observable and measurable set of knowledge, skills, and abilities that are necessary to perform the job

6. Definitions

7. Competency Levels Defined Competency levels are assigned to the position and the employee Use their examples: what would you expect at C level? J level (for Research Asst). Refer to competency profile/role summary Benefit: Creates career advance w/in the banded class Progression-Acquire (demonstrate) competencies-advance to next level (C to J, J to A) Competency levels are assigned to the position and the employee Use their examples: what would you expect at C level? J level (for Research Asst). Refer to competency profile/role summary Benefit: Creates career advance w/in the banded class Progression-Acquire (demonstrate) competencies-advance to next level (C to J, J to A)

8. Posting Jobs

9. Developing a Posting Define the business need Describe the job responsibilities Identify the competencies Establish the hiring range Consider EEO goals/targeted recruitment sources Internal or external posting DHHS Practice: Internal Posting- RARELY DONE, critical/usual circumstances Philosophy: Open Process/Cast Net Broadly! Decision to limit posting should be considered only when it is expected that the recruitment process will provide a sufficient # of Q applicants and will attract a diverse pool of applicants) Internal or external posting DHHS Practice: Internal Posting- RARELY DONE, critical/usual circumstances Philosophy: Open Process/Cast Net Broadly! Decision to limit posting should be considered only when it is expected that the recruitment process will provide a sufficient # of Q applicants and will attract a diverse pool of applicants)

10. How is �Business Need� Defined? Departmental goals and objectives Workforce planning needs Availability of workers Funds available Things to consider as you develop your posting. What competency level do you need to recruit for? What are work unit/organization needs Has job changed? Do I still need the same level/types of knowledge/skill sets? What are current/future workforce need (retirees, scarce skills in labor market, high turnover-difficult to recruit class) Things to consider as you develop your posting. What competency level do you need to recruit for? What are work unit/organization needs Has job changed? Do I still need the same level/types of knowledge/skill sets? What are current/future workforce need (retirees, scarce skills in labor market, high turnover-difficult to recruit class)

11. Describing Job Responsibilities Main or primary responsibilities of the position Range of duties based on the business need May include description of facility, unit, reporting lines, work schedules Sell the job! Ask Class � What attracted you to your jobs? Ask Class � What attracted you to your jobs?

12. Sell the job! Career Development/Learning Opportunities Professional Development (work with experts in field) Employee Benefits Flexible Schedule Wellness programs, Work Environment (Collegiate, Collaborative, etc.) Accolades of Work Unit/Division/Agency (recognition & rewards) Employee Recognition Programs What�s attractive about your opening? Market the position/work unit/organization� (Accolades-Rewards/Recognition/Benefits) What�s attractive about your opening? Market the position/work unit/organization� (Accolades-Rewards/Recognition/Benefits)

13. Identifying the Competencies: Factors that make an employee successful in a particular job Knowledge Skills Abilities Training Education JVA - guides & under girds the entire recruitment & hiring process KSA/B = Selection Criteria Essential minimum (�competency�) requirements - Essential Functions � the fundamental duties of the position or the primary reasons the position exists. Critical Competencies needed at onset of employment � provides candidate w/best opportunity for success. Imperative to perform key job functions-critical job tasks/responsibilities. Required competencies should match job description/competency level/recruitment standards for band And should bear a �logical and job related relationship� to the minimum standard. Rule: List it & applicant must have it. Ask yourself : �If I hired an employee with this competency profile � good chance for success� Know The Job! Know the Market (Recruitment History)! Know Your Objectives: Build recruitment to address them Broaden or narrow applicant pool (open it up or restrict it)? Preferences are not requirements � Ideal- nice to have Avoid �Duties� statements � Instead use : Ability to; understanding of, skills in etc. Avoid Acronyms (ie. �PMIS� or NCAS) or Exclusionary references (i.e. �must have state government experience�) JVA - guides & under girds the entire recruitment & hiring process KSA/B = Selection Criteria Essential minimum (�competency�) requirements - Essential Functions � the fundamental duties of the position or the primary reasons the position exists. Critical Competencies needed at onset of employment � provides candidate w/best opportunity for success. Imperative to perform key job functions-critical job tasks/responsibilities. Required competencies should match job description/competency level/recruitment standards for band And should bear a �logical and job related relationship� to the minimum standard. Rule: List it & applicant must have it. Ask yourself : �If I hired an employee with this competency profile � good chance for success� Know The Job! Know the Market (Recruitment History)! Know Your Objectives: Build recruitment to address them Broaden or narrow applicant pool (open it up or restrict it)? Preferences are not requirements � Ideal- nice to have Avoid �Duties� statements � Instead use : Ability to; understanding of, skills in etc. Avoid Acronyms (ie. �PMIS� or NCAS) or Exclusionary references (i.e. �must have state government experience�)

14. Knowledge, Skills, & Abilities To develop the KSAs: Review the Position Description and Competency Profile for essential competencies Review previous Work Plans Think about what dimensions are essential to success in the job � i.e. attention to detail, minimal supervision. Again, all factors must be job related. Should be found in job description and work plan. The competency assessment is also a helpful too to identify key competencies These items should be in the vacancy announcement. Contributing, Journey, Advanced Perhaps, talk to the incumbent to help identify competencies The training and experience is automatically generated from BEACON and it generally applies to all competency levels Think about what dimensions are essential to success in the job � i.e. attention to detail, minimal supervision. Again, all factors must be job related. Should be found in job description and work plan. The competency assessment is also a helpful too to identify key competencies These items should be in the vacancy announcement. Contributing, Journey, Advanced Perhaps, talk to the incumbent to help identify competencies The training and experience is automatically generated from BEACON and it generally applies to all competency levels

15. Establish the Hiring Range Market Budget & Equity Align with competency level If willing to accept entry level candidate, drop to the minimum of the class Remember to think F.A.I.R. (Pay Factors) Pay Factors (FAIR): Financial Resources, Appropriate Market Rate, Internal Pay Alignment, Required Competencies Hiring Range = BINDINGPay Factors (FAIR): Financial Resources, Appropriate Market Rate, Internal Pay Alignment, Required Competencies Hiring Range = BINDING

16. Ask audience to give recruiting range options at C, J, & A Ask audience to give recruiting range options at C, J, & A

17. Competency Level  Example: Accountant Full range is $35,585 - $94,675 Contributing Range $35,585 - $57,649 Journey Range $57,650 � $76,155 Advanced Range $76,156 � $94,675 Option: May use the �Minimum� of the class salary range for any competency level Contributing Range $27,310 - $37,999 (can start above Min, but must be below JMR) Journey Range $38,000 � $44,079 (up to bottom of advanced level) Advanced Range $44,080 � $51,750 (up to Max)Contributing Range $27,310 - $37,999 (can start above Min, but must be below JMR) Journey Range $38,000 � $44,079 (up to bottom of advanced level) Advanced Range $44,080 � $51,750 (up to Max)

18. An Effective Posting SHOULD: Provide accurate information of required qualifications/competencies. Give applicant a clear and realistic picture of the position duties and responsibilities. Assist the applicant in conveying their relevant experience and qualifications Enable applicant to determine if their skills, values and interests are suited to the position (self nominate & self eliminate). No Acronyms, User Friendly Language, No exclusionary referencesNo Acronyms, User Friendly Language, No exclusionary references

19. Sample PostingAccountant � Journey Level Required Competencies (KSAs): The ability to manage and supervise the work of accounting personnel including the ability to institute/manage adequate internal control systems. Considerable knowledge of and the ability to apply GAAP, theories and practices to effectively prepare, monitor and analyze financial statements and reports. The ability to convey complex financial issues in a clear, concise manner through reports, statements, and other documentation. Note: Pay range listed as $57,650-$75,000 GAAP=Generally Accepted Accounting Principles GAAP=Generally Accepted Accounting Principles

20. Request for Posting Form Banded Classification Title Working Title (strongly recommended for banded classes) Recruitment Hiring Range (binding) Salary Grade Equivalent (required) Refer to Notebook: Blank Request for Posting Form (participants can read while you discuss points); Salary grade equiv � used to determine RIF priority, but not used to set pay (pay based on market references at C,J,A). Targeted Recruitment: Mention Recruitment Strategies web resources for hiring mgrs, Minority Recruitment Guide, DHR consultation, etc. Again, mgr. reviews competencies of current employees for potential work reassignment or advancement Refer to Notebook: Blank Request for Posting Form (participants can read while you discuss points); Salary grade equiv � used to determine RIF priority, but not used to set pay (pay based on market references at C,J,A). Targeted Recruitment: Mention Recruitment Strategies web resources for hiring mgrs, Minority Recruitment Guide, DHR consultation, etc. Again, mgr. reviews competencies of current employees for potential work reassignment or advancement

21. Request to Post Form (cont.) Competency Level (C,J,A) ADA Requirements Targeted recruitment/EEO goals Manager and EEO designee signatures Point out other additions to Form; and important reminders., and remind of EEO designee signature (Form On Web site) Targeted Recruitment: Mention Recruitment Strategies web resources for hiring mgrs, Minority Recruitment Guide, DHR consultation, etc Point out other additions to Form; and important reminders., and remind of EEO designee signature (Form On Web site) Targeted Recruitment: Mention Recruitment Strategies web resources for hiring mgrs, Minority Recruitment Guide, DHR consultation, etc

22. Hard to Fill Positions "If there are no applicants who have the required _______ level competencies listed in the Knowledge, Skills, Abilities, and Competencies section, management may consider other applicants who have lower _______ level competencies at a salary range of [ xxxxx - zzzzz].� Part of Pre-recruitment/Recruitment Planning Process: Not to be used arbitrarily, or discriminately. If this type of position has been difficult to fill in the past, the hiring manager may want to consider applicants with lower level competencies or less training and experience.Part of Pre-recruitment/Recruitment Planning Process: Not to be used arbitrarily, or discriminately. If this type of position has been difficult to fill in the past, the hiring manager may want to consider applicants with lower level competencies or less training and experience.

23. SKILL PRACTICECreating A Vacancy Posting Full Group Discussion: Refer to Hand-outs: Social/Clinical Research Assistant JVA and Career Banded Job Description Have participants create competency based statement for vacancy announcement FLIP Chart & Report Out Full Group Discussion: Refer to Hand-outs: Social/Clinical Research Assistant JVA and Career Banded Job Description Have participants create competency based statement for vacancy announcement FLIP Chart & Report Out

24. Vacancy Posting Is the primary purpose and scope of job captured? Do the competencies accurately reflect the most important job functions? Will it allow you to include applicants? Does it attract applicants? Are requirements appropriate to the level? Give Participants: SAMPLE Vacancy Announcements Have participants review quickly Show see parallels b/t Class Profile, JVA and JD (similarities/congruent). Objectives Meets as indicated on Slide: Is the primary purpose and scope of job captured? Do the KSA/B (competency) accurately reflect the most essential (important) job functions? Will it allow you to �include� applicants? Are requirements appropriate to the level? Is it written to �attract� candidates to job? Give Participants: SAMPLE Vacancy Announcements Have participants review quickly Show see parallels b/t Class Profile, JVA and JD (similarities/congruent). Objectives Meets as indicated on Slide: Is the primary purpose and scope of job captured? Do the KSA/B (competency) accurately reflect the most essential (important) job functions? Will it allow you to �include� applicants? Are requirements appropriate to the level? Is it written to �attract� candidates to job?

25. Screening ApplicationsReminders� HR will screen for minimally qualified Do not use preferences to screen for minimally qualified Hiring Manager may determine highly qualified or opt to let HR screen for HQ Must document HQ on the selection log May consider preferences when making selection decisions (e.g. interview) HQ applicant may have: Higher level of program or technical knowledge, or, More years of directly related experience, or, More relevant education or training than �qualified� applicants Preferences should not be used exclusively to screen for HQ applicant Note: A candidate may be HQ without possessing preferences HQ applicant may have: Higher level of program or technical knowledge, or, More years of directly related experience, or, More relevant education or training than �qualified� applicants Preferences should not be used exclusively to screen for HQ applicant Note: A candidate may be HQ without possessing preferences

26. Impact of Promotional Priority on Banded Positions Promotional Priority � depends on salary grade equivalency for banded class Note: Career Banding provides more opportunity to progress within the banded class Set by OSP, used for Promotional Priority and RIF policy administrationSet by OSP, used for Promotional Priority and RIF policy administration

27. Promotion JMR for Acctg Tech= $37,200; JMR for Accountant=$57,650 SG Equivalent for Accountant (J) is 75JMR for Acctg Tech= $37,200; JMR for Accountant=$57,650 SG Equivalent for Accountant (J) is 75

28. Competency-BasedInterviewing ANGELAANGELA

29. Interviewing Approaches TRADITIONAL Focuses on: Educational background Applicant�s personality Years of experience Salary history and requirements COMPETENCY-BASED Focuses on: Questions developed to obtain job specific data (not vague or theoretical) Job-related behaviors Collecting measurable applicant information Discuss concept of valid and reliable, legally defensibleDiscuss concept of valid and reliable, legally defensible

30. Competency-Based Interviewing  Uses past behavior to predict future behavior Evaluates competencies against target job requirements Uses planned questions Can be used with the S.T.A.R. method Most important assessment tool: Critical step in the applicant evaluation process: Manager must: Fully grasp and understand the scope and level of job responsibilities Use good interviewing techniques (Remember: data is being collected to measure/assess competency level) �structured� process Ask same questions of all applicantsMost important assessment tool: Critical step in the applicant evaluation process: Manager must: Fully grasp and understand the scope and level of job responsibilities Use good interviewing techniques (Remember: data is being collected to measure/assess competency level) �structured� process Ask same questions of all applicants

31. Competency Based  Interviewing-Developing Questions Ask questions that are: Legally defensible Competency based Open ended: Tell me about� Describe a time when� Give me an example of�

32. Competency Based  Interviewing-Sample Questions

33. Star Method Situation or Task � the situation or problem leading to the applicant�s actions Action � active attempts to affect a change or influence events Result � the outcome of the applicant�s actions Method for answering behavior-based questionsMethod for answering behavior-based questions

34. Evaluating Applicant Responses (Unusable STARs) False Stars Feelings or opinions Theoretical statements Future oriented statements Vague statements Incomplete Stars Missing one or more components

35. Evaluating Applicant Responses-Poor Example Tell me about a time when you had to present complex information. I would make sure I tailored the presentation to my audience. Careful to spell out technical terms and refrain from using too much jargon. I believe a combination of handouts, flipcharts, discussions, and hands-on examples are effective in appealing to the different types of learning styles. Ask group to evaluate the response. Good? Bad? Why? Bad response---hypothetical situation rather than actual experienceAsk group to evaluate the response. Good? Bad? Why? Bad response---hypothetical situation rather than actual experience

36. Evaluating Applicant Responses-Good Example Tell me about a time when you had to present complex information. I was asked to present year end audit results to executive level managers-most of whom do not have an accounting background. Considering my audience, I decided to keep it simple and chose charts and graphs that supported my message. I pointed out trends, used footnotes, and appendices in the handouts which summarized detailed spreadsheets and tables�in case some executives wanted to examine the numbers. In the end, a few of the executives expressed their thanks and told me how easy it was to understand and follow the presentation.

37. Skill Practice!Planned Questions & STAR Responses Exercise #1- Have participants practice developing STAR questions� & benchmark journey responses (if time permits) Assign each group a single competency � Have them to develop 1 question and what would be a best response for the level of work to be performed related to that specific competency Exercise #2- Hand out STAR exercise (identify STAR responses) Group Discussion: Which are/are not STAR responses Suggestion: Develop model answers which would allow you to assess level of competency. Cross reference Responses to Competency Profiles � What is the match? Notate Competency Level on Interview Questionnaire (See OSP hand-out; may want to modify and give as reference hand-out) Exercise #1- Have participants practice developing STAR questions� & benchmark journey responses (if time permits) Assign each group a single competency � Have them to develop 1 question and what would be a best response for the level of work to be performed related to that specific competency Exercise #2- Hand out STAR exercise (identify STAR responses) Group Discussion: Which are/are not STAR responses Suggestion: Develop model answers which would allow you to assess level of competency. Cross reference Responses to Competency Profiles � What is the match? Notate Competency Level on Interview Questionnaire (See OSP hand-out; may want to modify and give as reference hand-out)

38. And the Selected Candidate is�. Mickey Mouse Imagine Interviews Conducted & Quentin is selected candidate What are the next steps? Imagine Interviews Conducted & Quentin is selected candidate What are the next steps?

39. Hiring Manager Must Assess competency level of selected candidate Complete Aggregate Leveling Form to include the new hire�s competencies Determine salary & complete the Salary Decision Worksheet Level each competency Overall Competency Rating (based on business need/not applicant quals, where they exceed level recruited for) Level each competency Overall Competency Rating (based on business need/not applicant quals, where they exceed level recruited for)

40. Blank Aggregate Leveling Form

41. Compare to Other Employees Remember Posted Range (Binding) Compare to Other Employees Remember Posted Range (Binding)

42. Setting Salary Refer to posted hiring range Confirm competency level of candidate matches the posting Apply the pay factors Financial resources Appropriate market rate Internal pay alignment Required Competencies Complete the salary decision worksheet

43. Documentation At the conclusion of the hiring process, submit to Human Resources: All applications Interview questions and notes for all applicants interviewed Aggregate Leveling Form Salary Decision Worksheet Completed, signed Applicant Selection Log ASL- Use Applicant Selection Codes List (ex. E22 � �Reference info. indicates insufficient experience�; D21 �interview showed strong candidate but not as strong as recommended candidate�) Address All HQ candidates (even those not interviewed) Include Selections Tools used (structured interview, work sample, references) Include Outside/Special Advertising efforts Reject Ltrs: All HQ required by MBE policy Follow Local HR/Mgmt. process agreements Confirm Letter-obtain signature of acceptance ASL- Use Applicant Selection Codes List (ex. E22 � �Reference info. indicates insufficient experience�; D21 �interview showed strong candidate but not as strong as recommended candidate�) Address All HQ candidates (even those not interviewed) Include Selections Tools used (structured interview, work sample, references) Include Outside/Special Advertising efforts Reject Ltrs: All HQ required by MBE policy Follow Local HR/Mgmt. process agreements Confirm Letter-obtain signature of acceptance

44. Documentation(Continued) Rejection letters Confirmation of offer letter References ALL documentation supporting the hiring decision

45. Resources Career Banding DHHS homepage http://www.ncdhhs.gov/humanresources/banding/ Recruitment Strategies http://www.ncdhhs.gov/humanresources/recruitment/ Writing An Effective Vacancy Announcement http://www.ncdhhs.gov/humanresources/vacancy/ Guide to Checking References http://www.ncdhhs.gov/humanresources/references/ DHHS Salary Administration for Career-Banded Classes http://www.ncdhhs.gov/humanresources/banding/CareerBandingRates.pdf OSP Application Selection Form (for CB classes) http://www.osp.state.nc.us/CareerBanding/C-B%20Applicant%20Selection%20Form%203-2008.xls