Hiring Practices

Tammy Ruffin, PHR

Director of Human ResourcesTruffin@casedesign.com301-229-9380 ext. 281

The failure of a new team member is almost always due to:

A Bad or Negligent Hire Insufficient Training

The Cost of a Bad Hire $ Recruitment / advertisement $ Screening time $ Interviewing time $ Orientation $ Learning curve $ Training $ Unhappy clients / poor work /

low GP $ Lost revenues $ Lost time

$2K-10K

Fundamental Steps of Hiring

• Need Assessment• Recruitment• Screening of Applicants• Interview Prospective

Candidates • Selection• New employee orientation

Need Assessment

When is there a need to hire? Decide how you will find the person to fill the

position Determine the qualities and skills you wish the

candidate to have; then revise, update, or create a job description identifying the essential functions of the job

Determine the salary range for the Job.

Recruiting

Internal recruiting Classified Ads Ask for and Emphasize

Referrals Resumes on File Industry Magazines/

Associations

Universities/ Vocational Schools

Radio Ads Others ?

Review resumes / calls Respond to good applicants immediately Initial Phone Call

- Make it as soon as possible- Explain the qualities and abilities needed for

the job- Get the applicant to tell you about their

qualifications and experience- Purpose is to decide if you want to meet the

candidate in person - not to decide if you want to hire them

Screening Applicants

Interview Process Before the Interview

Prepare a list of questions that you will ask of each candidate

Take notes and prepare a form to use in assessing applicants

Choose an interview style• Self-appraisal: “what is it about you that makes you feel

a certain way or want to do something?”• Situational: “tell me about a time when you…”

Develop a definite plan for conducting an interview

Interview Process (cont.) During the interview

Have the employee fill out the following:• Application

• Should be filled out by all applicants• Interviewer CAN NOT write on the

original application or resume• Background check

• The most important reason to do background checks is because it limits your liability

Interview Process (cont.) Background check (cont.)

Fair Credit Reporting Act (FCRA)Must provide applicant with notice of

your intent to do a check – must obtain authorization

If you are taking adverse action you must inform the applicant of this in writing and provide them with a statement of their rights under the FCRA.

Interview Process (cont.)• Background check (cont.)

• The most common types of background checks are on: the employment record, criminal conviction, professional references, education, driving record, credit and financial, social security, residency and salary. During the interview (cont.)

• Reference check release form• You should have a clear waiver of liability

of former and prospective employers for information given in a reference check

Interview Process (cont.)• McQuaig

• What is it?• It is a self-assessment technique

that measures an individual’s underlying temperament or behavior patterns – as well as his/her morale and how the individual is adjusting to the job

Interview Process (cont.) McQuaig (cont.)

- What are the Benefits?- Understanding a candidate’s temperament

helps you differentiate between the natural-born leader, the natural-born specialist and the people in between.

- By combining this with focused interview questions, you reduce reliance on "gut feeling" when making hiring decisions.

- Selecting the right person. The candidate with the right behavior pattern will like the job, will take to it naturally and will likely be successful.

- Helps you to better supervise, coach, counsel, and motivate an individual.

Interview ProcessDo: Put the applicant at ease Avoid interviewing stereotypes Ask the right questions Give the applicant an opportunity to ask you

questions End the interview on a positive note Ask questions that will facilitate discussion

Interview ProcessDo: Ask questions that elicit examples of work

performed, decisions made, situations handled and outcomes obtained

Ask the same questions to each candidate to get better comparison between the candidates

Stick to job related questions only Ask if there is anything that would prohibit the

candidate from doing the essential functions of the job with or without reasonable accommodations

Interview ProcessDon’t Don’t ask questions that violate Title VII of the

Civil Rights Act of 1964 or Title I of the American with Disabilities Act of 1990

Don’t ask a question that is not job related

Interview Process After the interview

Document your evaluation of the candidate

Make your decision and notify the candidates who were not selected

Conduct a reference check and background check

Invite the candidate back for a second interview (if applicable)

After you have made your final decision, officially notify the candidate and schedule the proper orientation program

Questions to Ask Yourself About this Candidate Prior to Making A Hiring

Decision

Can They Do the Job? Will They Do the Job? Will they Fit?

Seven Steps for Conducting a Successful Interview

Establish rapport with the candidate Ask questions about past job performance Probe to clarify understanding Seek contrary evidence Allow the candidate to ask questions Close the interview Review your notes and summarize your findings

Offer letter Orientation

Gives employee an opportunity to ask questions

Gives us an opportunity to make the new employee feel welcome and appreciated

Reduces dissatisfaction and turnover

The Actual Hire

Conclusion

Hiring the right people is critical to an organization’s achievement of its strategic plan; it also can avoid the emotional anguish and potential litigation costs of terminating someone who is a good person, but a bad fit.

Questions &

Suggestions ?