Effective Hiring Practices

1. Effective Hiring Practices Recruiting the Best Person October 15, 2007

2. Recruitment/Selection Process Overview • Position vacancy is identified • Budget and affirmative action (AA) priorities are addressed • Recruitment effort is approved • Sourcing is initiated • Resumes/CVs are screened and forwarded • Initial phone screens are conducted • AA forms and Employment Applications are obtained • On campus interviews are conducted • Lead candidate identified, due diligence tasks performed • Offer made, accepted, file completed • Start/New Employee Orientation

3. Workshop Objectives • Discuss the benefits/costs of hiring decisions • Review the recruitment/selection process • Identify pre-interview issues: • Workforce Diversity Plan Hiring Evaluation Checklist http://www.twu.edu/humanresources/DiversityEEO_files/Hiring_Evaluation_Checklist.doc • Preparing the Request for Faculty Search • Considering different types of interviews • Predicting future behavior based on past behavior • Developing behavior-based interview questions • Improve our interviews: • Avoiding common selection problems – Red Flags • Dealing with inadequate answers or examples • Managing time and closing the interview • Define and discuss “Negligent Hiring” • Discuss how effective hiring practices affect retention

4. Advertising Update/Q&A • Ad template now posted on Human Resources section of TWU website expedites the launch of your recruitment ad • Accepts your input for required data • Permits your customization of job description and required/desired candidate qualifications for inclusion • Candidates’ electronic responses sent to Recruitment and Selection resulting in faster referral for your review • http://www.twu.edu/humanresources/employment/advertisingtemplate.htm • Employment ads are normally placed with … • TWU Website • Higher Ed Jobs • Inside Higher Ed

5. About the Resume/CV… • A resume/CV is a “story” and your candidate is the author • “Literary license” is not OK with us • Fact or fiction …or some combination? • Our collective goal is to discover any errors in facts or any omissions …throughout the process • Good candidate …the “story” gets better the more we find out • Bad candidate …the “story” falls apart the more we find out • Alert reviews of resume/CV and employment application is each interviewer’s job

6. Your Resume Review • Catching an inconsistency on a resume should cause concern about a candidate’s overall ethics • Common resume inconsistencies (according to a recent study from electronic job board CareerBuilder): • Employment dates “stretched” to cover up gaps …the most common resume inconsistency • One-in-five hiring managers reported finding this on a candidate’s resume • Other top resume inconsistencies include: • Previous employers (18%) • Academic degrees and institutions (16%) • Technical skills and certifications (15%) • Accomplishments (8%)

7. Look and Listen for “Red Flags” • On the resume and/or application: • Missing/incomplete information • Frequent job changes/time interval between jobs • Negative/vague reasons for leaving past employment • Inadequate written communication skills • During the initial screen/phone interview: • Inconsistent answers/lack of preparation • Unrealistic job expectations/career goals • Unsatisfactory attitude • Inadequate verbal communication skills

8. Common Interview Mistakes • Poor time management during the interview • Not maintaining the interview schedule • Excess talking about yourself, the job, or the University • Creating inappropriate stress for the candidate • Not asking the tough questions • Being overly familiar with the candidate • Being influenced by the “halo/horns” effect • Asking illegal/inappropriate questions • Asking leading questions

9. Personal Interview Questions

10. Negligent Hiring DEFINITION: • Negligent hiring normally refers to an employer’s obligation not to hire an applicant that they knew or should have known was likely to undertake conduct against other individuals or otherwise subject employees or third parties to actions which can create legal liability. DUE DILIGENCE STANDARD: • Depending on the particular responsibilities and trust placed upon an employee, there is a correlation with the diligence required in attempting to investigate the individual’s background before hiring. An employer’s obligation to its employees and third parties for negligent hiring will depend upon whether that employer acted as a reasonable prudent employer would in hiring such employees.

11. Negligent Hiring …continued What we do at TWU to promote due diligence standards: • Reference Checks • Background Checks • Employment Verifications • Degree Verifications

12. Recent Cases May 29, 2007: University Hospitals of Cleveland – psychiatric unit was placed on probation by the OH Dept of Mental Health after a grand jury indicted Herman Brown, a UH employee since April of this year, on multiple counts of rape, kidnapping, gross sexual imposition and sexual battery. The hospital said a temporary agency that provided Brown failed to conduct a proper background check. The fact that UH was relying on an employment agency does not excuse the hospital from responsibility for the injuries suffered by these innocent victims. Source: cleveland.injuryboard.com May 22, 2007: Home Depot –“the home improvement giant sent a convicted sex offender into a single woman's home to remodel her kitchen. Thankfully the woman was not assaulted, but as a result, Home Depot will redo the background screening for 38,000 installers nationwide.” Source: thebostonchannel.com

13. Recent Cases …continued April 26, 2007: Marilee Jones, MIT's Dean of Admissions, resigned after 28 years at the school for misrepresenting her academic degrees. Jones listed on her resume that she had degrees from Albany Medical College, Union College, and Rensselaer Polytechnic Institute, but she had no degrees from any of those schools, said MIT chancellor Phillip Clay. Source: www.boston.com