Screening Candidates Jan. 30, 2014

Recruit target

organizational culture

job specifications

emotional intelligence

fit

plan

Rating grids

work environment

Understand why screening is important to the hiring process

Understand legal considerations, rater bias and online screening cautions

Learn what inputs to draw from when preparing to hire

Understand how to develop & use Rating grids

Objectives

Module 1 – Understanding the impact of your hiring process Q&A

Module 2 – Hiring inputs Q&A

Module 3 – Developing your rating guide & rating grid Q&A

Agenda

Polling Question

My organization’s recruitment process:

a) Is conducted with little to no planning b) Follows an unwritten process c) Follows a written procedure that is reviewed & revised

regularly d) Not sure

Module 1-Understanding the impact of your

hiring process

The cost of a bad hire

Role of Human Rights Act

Rater Bias

Online Screening Q&A

Polling Question

What is the average cost of hiring a new employee for an entry level role? a) Less than$2000.00 b) $2000.00 – $5000.00 c) $5000.00 - $10000.00 d) More than $10000.00 e) Not sure

$22,658.37

for an entry level job

Bottom Line impact

Employee turnover

Lost work days

Inefficiency

Lost customers

Accidents

These are just a few ways a bad hire can impact your organization

Cost of a Bad Hire

Legal considerations

Rater biases

Purpose of sound selection criteria

Purpose of documentation

What to be aware of before you start

Except where there is a genuine occupational requirement, it is discriminatory and contrary to the Human Rights Act 1 for a person or an employer to refuse to employ or to dismiss a person, or to discriminate against a person with respect to any term

or condition of employment because of the person's

race

colour

ancestry

place of origin

political belief

religion

marital status

age

physical or mental disability

sex (including sexual harassment and pregnancy), or

conviction for a criminal or summary conviction charge that is unrelated to the employment

What is Legal?

Stereotyping

Inconsistency in Questioning

First Impression Error

Negative Emphasis

Halo/Horn Effect

Cultural Noise

Non-verbal Bias

Contrast Effect

Similar-to-me Error

Rater Biases

Remember Privacy Laws

There are legal implications that organizations must consider prior to performing social media background checks.

The lack of control over the collection of personal information from social media websites creates a risk for organizations of non-compliance with PIPA.

Of particular importance in social media background checks is the inadvertent collection of third-party personal information.

Obtaining consent to perform a social media background check presents challenges that an organization must consider.

Social Media Screening

Module 1

Questions

&

Answers

Module 2 – Using hiring inputs for best results

Goals, Values, Culture

Organizational Plan

Contractual Commitments

Job Specifications

Hiring Criteria

Polling Question

My organization currently uses rating grids in the hiring process:

a) Never b) Only to shortlist c) Only in the interview process d) Only for reference checks e) In each step of the hiring process f) I’m not sure

Goals help you define what you need for staffing

Knowing your culture assists you to find the right fit

Will assist you with defining your job descriptions, interview questions and applicant qualifications

Organizational Goals, Values & Culture

Organizational Plan

The desired direction of your organization determines:

The knowledge, skills, abilities & experience required for staffing today & in the future

Assists to determine where your staffing shortfalls are

Assists to determine what knowledge, skills, abilities and experience you need to move forward

What qualifications are specified in your funding contract?

What qualifications may be included in future contracts?

Have the staffing qualifications been filtered down to your job descriptions?

How will you incorporate future needs into your staffing plan?

Contract Requirements

Job Description

Your base for:

determining qualifications and designing hiring criteria

performance criteria development & management

Learning & development planning

Succession planning

Hiring Inputs

Rating Criteria

(for rating guide & grid)

Organizational values, culture

& goals

Organizational plan

Contract requirements

Job description

• Job specifications

• Performance objectives

What to Prepare

Rating Guide

Long list/short list grid

Interview questions

Interview rating grids

Reference check questions

Reference check rating grid

Interview panel

Why Use Rating Grids

Increases accuracy Helps to eliminate bias Helps prevent negligent hiring lawsuits

Increases quality of hire

Long/Short Listing

Rating Guide

Pre-screen deal

breakers

Long List – essential criteria

Short List – desired criteria

Telephone Pre-screen

Opportunity to address “deal breakers” Collect additional applicant job information that may

have been missed on the resume or application Clarify applicant’s interest in position, location, wage Increases your ability to ensure the best fit and the best

use of your short listing and interviewing time

The Initial Screening Call

Make introductions and brief the candidate on the process – create comfortable setting

Be prepared to share information about the organization, the team & the role

Use active listening skills

In closing thank candidate and let them know what the next steps will be

Document

Phone Screen Tips

Telephone pre-screen interviews (like face-to-face interviews) with all qualified job applicants should avoid any appearance of discrimination.

Be sure that you follow employment policies and hiring practices for calling applicants by telephone. If you are not interested in pursuing an applicant, continue with obtaining information listed on your customized telephone pre-screen script worksheet. You are not obligated to interview every applicant as long as you can legally disqualify the applicant against the position description. Note: you will be required to provide documentation for non-interview should the applicant not be considered for formal interview.

Review the qualifications of applicants that you believe will be most successful in the job keeping focus strictly on meeting the minimum job functions and KSA’s, avoiding any form of discrimination.

Assess each applicant objectively in terms of qualifications (KSA’s) that match your position description.

Avoid stereotypes or assumptions based on any "group" (e.g., male or female, age, race, etc.) to which the individual belongs.

Module 2

Questions

&

Answers

Module 3

Developing your rating guide

Developing your rating grid (long list/short list)

A note on testing

Hiring checklist

Q/A

Develo

pin

g R

ati

ng G

uid

e

Area Breakdown Possible Points

Application Resume attached 5

Legible 5

Maximum Points 10

Education Grade 12 5

Post Secondary 5

Post Secondary in related field 5

Bachelor degree 5

Maximum Points 20

Experience Multiple phone lines 5

Exp. in secretarial field 6 mo. – 3 yrs. 5

3+ yrs. 5

Maximum Points 15

Computer Experience IBM 5

Mac 15

Maximum Points 20

Additional Experience Reports 5

Spreadsheets 5

Maximum Points 10

Keyboarding 40 – 59 wpm 5

60+ wpm 10

Maximum Points 15

Rating Guide

Date

Name and title of reviewer

Position being filled

Names of candidates

Pre-screen met (deal breakers)

Essential Criteria

Desired Criteria

Developing Rating Grid

Long List/Short List Grid

Essential Criteria

Ap

plicatio

n

Edu

cation

Cle

rical expe

rience

Co

mp

ute

r expe

rien

ce

Me

ets e

ssen

tial criteria

Y N

Revie

w fu

rthe

r Y

N

Desired Criteria

Ad

ditio

nal e

du

cation

Mac exp

.

Spre

adsh

eets

Marketin

g

55

+ wp

m.

Total d

esire

d criteria

Total ratin

g

Inte

rview

Y

N

Name of Applicant

Polling Question

My organization has a written procedure for recruitment and selection practices:

a) Not at all b) For some parts of the process c) Yes, but it is out of date d) Yes and it is updated annually

Testing

Types of Testing

Criminal record checks

Reference checks

Drug testing

Specific skills testing

Emotional Intelligence tests

Cognitive ability tests

Physical ability tests

Testing Checklist

Reliable

Valid

Use of technology

Legal

Applicant response

Prepare your Panel

Copies of resumes, questions, rating grid

Meet first – review biases and what you are looking for

Review resumes

Review questions and rating grid

Determine who asks what questions

Determine process for interviews

Selection Checklist

Know the legal considerations

Understand rater bias

Ensure criteria is job related

Prepare all documentation

Ensure consistency in process

Set appropriate timelines

Prepare your panel

Document

Module 3

Questions

&

Answers

Polling Question

This webinar has provided me with information that I can put to immediate use:

a) Strongly agree b) Agree c) Disagree slightly d) Disagree moderately e) Strongly disagree

Thank You

For more information please contact:

Gailforce Human Resources Solutions

www.gailforceresources.com

info@gailforceresources.com

http://www.linkedin.com/in/gailforcehr

https://www.facebook.com/GailforceHR

@gailforceHR