Interviewing and Hiring The Right Person for the Right Job

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

5. Who Wins When You Hire the Right Candidate?

6. 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

7. *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

8. 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

9. So, You Have a Vacancy

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

11. 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

12. Improve Your Interview Skills

13. 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”

14. 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?

15. 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

16. 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

17. 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

18. 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

19. Let’s Take a Moment to Practice

20. 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

21. 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

22. 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

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

24. Exercise: Don’t Go to Court

25. Let’s Watch “Actions Speak”

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

27. 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?

28. Selecting Candidates to Interview

29. 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

30. 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

31. 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.)

32. 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

33. Conducting the Interview

34. 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

35. 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

36. 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

37. 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

38. 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

39. 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

40. 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

41. The Process

42. The Process

43. The Process

44. The Process

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

46. Putting Our Skills to the Test

47. 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

48. 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

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