Mar 16, 2016
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 ?