HUMAN RESOURCE BASICS Best practices for Recruiting and Performance Management

Rebecca Starr, SPHR

WE ALL HAVE TO LAUGH, RIGHT?

WE ALL HAVE TO LAUGH, RIGHT?

"What do you think about when you are alone in

your car?"

"What song best describes your work

ethic?"

"A penguin walks through that door right

now wearing a sombrero. What does he say and

why is he here?"

"If you were to get rid of one state in the U.S., which would it be and

why?"

“On a scale from one to 10, rate me as an

interviewer."

FEEDBACK CYCLE PLANNING

(Months 1-2)

Create Core Objectives and Tasks

Identify Enhanced Objectives

Address Professional Compliance

Discuss Career Aspirations

MANAGING (Months 3-10)

Discuss Performance Results

Review and Recalibrate Objectives

Remove Barriers to Performance

REVIEWING (Months 11-12)

Prepare for Performance Review

Gather Feedback from Others

Conduct Performance Appraisal

Determine Performance Ratings

ONGOING FEEDBACK AND

GOAL EVALUATION

THINK ABOUT…. WHY DO EMPLOYEES

NEED PERFORMANCE

REVIEWS?

•Align view of performance with managers view.

•Prioritize their work activities.

•Identify ways to develop their skills.

•Create a formal communication link between themselves and management.

WHY DO MANAGERS NEED PERFORMANCE APPRAISALS?

•Identify high performing and high potential employees.

•Establish training needs for individuals and groups.

•Provide a long-term snapshot of performance.

•Forum for discussion.

WHY DO ORGANIZATIONS NEED PERFORMANCE

MANAGEMENT PROGRAMS?

•Basis for decisions.

•Workforce development and succession planning.

•Employee loyalty, motivation and enthusiasm.

•Provide metrics that help to align individual and organizational performance.

SO HOW DID WE DO?

What is working in our performance

management system?

What is NOT working in our performance

management system?

PLANNING IDENTIFY CORE OBJECTIVES

AND TASKS

IDENTIFY ENHANCED

OBJECTIVES

DISCUSS PROFESSIONAL COMPLIANCE AND CAREER

ASPIRATIONS

CREATE A PERSONAL

DEVELOPMENT PLAN

SETTING GOALS

• Objectives should be stated in terms of a certain activity or action SPECIFIC

• Objectives should contain clear criteria for determining if the employee achieved their desired results.

MEASURABLE

• Objectives should state a target that is within reach, yet not too easy to accomplish. ATTAINABLE

• The employee should feel that his or her chance of success is better than 50 percent. REALISTIC

• The employee should have a specific date by which to achieve the objective. TIME BOUND

SETTING OBJECTIVES

TASK

• Begin with an action verb: verbs such as ‘write’ and ‘solve’ communicate intent more clearly than words like ‘know’, ‘learn’ and ‘understand’

PERFORMANCE

• Answer this question: What will the employee know or be able to do? This indicates the observable behavior.

CRITERION

• Describe how well the employee will know or be able to do the performance. Make sure it is measurable.

CONDITION

• Describe the condition (material/equipment) that must exist for the employee to perform. Can begin with ‘given’ or ‘when’.

PERSONAL DEVELOPMENT PLAN

What current skills need to be broadened and/or what new skills need to be acquired?

What additional knowledge will be required to ensure stretch results?

What relationships need to be strengthened and/or formed to ensure success?

What capabilities need to be added to meet an employee’s professional aspirations?

ONGOING MANAGEMENT

Giving FEEDBACK to an employee about his/her progress on performance objectives

COACHING the employee to consider alternative approaches, add additional steps, etc.

Identifying any OBSTACLES or roadblocks the employee may be encountering, and developing ways to “tackle” them

Encouraging further DEVELOPMENT of existing skills, knowledge, relationships, etc.

Employee should be made aware that performance needs to change

Coaching should be provided regarding performance

Goals should be set with the employee including specific timelines for the performance change

Expectations and consequences should be communicated

Discussions/critical incidents should be documented

NEGATIVE FEEDBACK VS. CONSTRUCTIVE CRITICISM

“Three typos on the first page of the most important report

of the year! Have you ever heard of proofreading?”

“I know we were rushed to get this out, but three typos on

the first page is not representative of this group. I need

your assurance that in the future you will be more careful”

NEGATIVE FEEDBACK

CONSTRUCTIVE CRITICISM

PROVIDING NEGATIVE FEEDBACK

Describe problem in specific, observable, non-judgmental terms (events/behaviors)

Describe expectations of behavior or performance (steps to be taken)

Offer resources available to help correct

State consequences (if behavior/performance doesn’t change)

Set specific dates for improvement

Set follow-up dates (to check on progress)

THE SANDWICH TECHNIQUE

“You know, Sam, your output and quality of

work are really exceptional when you’re here.

(PRAISE) If it weren’t for your erratic

attendance, (CRTICISM) I would give you a lot

more responsibility. You could be a natural

leader. (PRAISE)

CAUTION

Focus on Performance, Not Personality

Avoid the “Worst Words”

Don’t Criticize Without A Solution

WRITING THE REVIEW

Results for each performance objective;

Factors/conditions that may have impacted the achievement of the desired performance level which weren't anticipated;

Employee’s strengths and opportunities for improvements;

Extent to which development activities were completed and the impact it had on the employee’s performance results;

Extent to which the employee interacted consistently on targeted professional compliance areas

TIPS FOR THE DISCUSSION

PREPARE…PREPARE…PREPARE!!!

DISCUSS KEY OBJECTIVES AND PERFORMANCE EXPECTATIONS THAT WERE ESTABLISHED AT THE PLANNING MEETING

DISCUSS THE OVERALL PERFORMANCE RATING AND HOW IT WAS DETERMINED

DISCUSS STRENGTHS OR DEVELOPMENTAL NEEDS

BE SPECIFIC AND DESCRIPTIVE

EQUAL PARTICIPATION

RELAX!!

WRAP UP

Performance Management is an Ongoing Activity

Poor Performance Impacts the Entire

Team

Written Reviews Create Historical

Facts

RECRUITING OBJECTIVES

Review a Candidate’s Resume and Application

Apply Proper Interview Techniques

Effectively Use Behavioral Interview Questions

Use a “Standard” Interview Structure During the Interview Process

Stay within Legal Parameters

Avoid Common Errors and Avoid Rater Bias

Use a “Standard” Interview Evaluation Process

STEPS IN THE INTERVIEW PROCESS

Place Ad

Screen Resumes

Select resumes for phone interview

Conduct in person

interview

Check references

PRELIMINARY STEPS TO INTERVIEW PROCESS

Before posting an ad, analyzing resumes or conducting interviews, the job description should be reviewed to determine tasks required for position. Questions to ask while reviewing job descriptions and tasks: How is the task performed? What methods, techniques and tools are used? How often/Where is the task performed? Is the task an “Essential Function” of the job? How is success measured? What happens if it is done incorrectly? What aptitudes are necessary? (Potential to learn/accomplish a skill) What knowledge is necessary? (technical or general info) How much physical exertion is required? (lifting, standing, etc.) What mental capabilities are required? (reviewing, comparing, calculating, comprehending, etc.)

SCREENING RESUMES Review skills and qualifications, salary requirements, job history, educational background as well as critical success factors

Look For: Be Cautious About

Key qualifications Experience in similar environment Skills and experience related to essential functions Meaningful accomplishments and results Career Development

Gaps in employment Time in position – too much time is not necessarily good (could show lack of initiative) Changing career path Sloppiness/grammar/spelling Frequent job changes

PHONE SCREEN

Evaluate candidates for a basic understanding of qualifications •Location •Salary •Past experiences •Gaps in employment •General interest in position and organization

Typical phone screen will last 10 – 30 minutes

INTERVIEW STRUCTURE Opening Seek

Information Give

Information Closing

Time Spent 1-3 minutes

25-35 minutes

10-15 minutes

5-10 minutes

Action

Establish Rapport

Explain

Interview Process

Take Notes

Ask Questions about Past

Jobs

Probe to Clarify

Understanding

Seek Contrary Evidence

Maintain Control

Outline Position

Describe Company

Answer

Candidate’s Questions

Summarize the Meeting

Explain Next

Steps

Thank Candidate

Total interview time is about 45-60 minutes

INTERVIEWING TIPS

Be sure the candidate is comfortable!

Don’t give up too much information early in the interview

Don’t be afraid of silence!

Keep the conversation job related.

Be truthful about realistic job expectations!

INTERVIEWING BIASES BIAS DEFINITION EXAMPLE

Stereotyping Forming generalized opinions about people of a particular race or gender.

Men prefer an outdoor job rather than a desk job.

Inconsistent Questioning

Asking different questions of different candidates.

Only women are asked to describe how they handled an on-the-job mistake.

Cultural Noise Failing to recognize when a candidate’s response is politically correct and not very revealing.

Accepting a candidate’s statement that he has no preference for individual or team assignments, when he actually prefers to work alone.

Similar-to-Me Picking a candidate because of personal characteristics shared with the interviewer.

Selecting a candidate who attended the same college as you and has the same management philosophy.

PHRASING QUESTIONS AVOID BETTER

Problem solving Why didn’t you do anything to help avoid the problem?

What did you do to help avoid the problem?

Quantity You must have had to put in a lot of extra hours to get it all done on time, right?

What did you do to handle the situation and get it all completed on time?

Organization Did you do a lot of planning? What planning did you do?

Project Management

What tasks did you have to coordinate to complete the project? Other priorities? Schedules? People? And how…

What tasks did you have to coordinate to complete the project?

Leadership In your opinion, what qualities are essential to effective leadership?

Tell me about a time when you demonstrated effective leadership

BEHAVIORAL BASED QUESTIONS

So, Ask for a Specific, Past Situation that Describes What the Candidate

Actually Did

Past Behavior is the Best Predictor of Future Behavior

EXAMPLES

Tell me about a time when you needed to make a decision quickly without having all the facts. Describe a recent situation you experienced in which you were unable to meet deadline. Give me an example of how you have handled conflict/disagreement with a coworker.

During questioning you want a STARR response.

RESPONSE DESIRED FROM BEHAVIORAL BASED QUESTIONING

Situation Task Action Taken Role/Responsibility Result/Outcome

CHECKING REFERENCES

Contact previous employers

Confirm candidate’s college degree and certification as appropriate

Coordinate with background, credit and drug testing as necessary

If candidate is a recent college graduate, contact college professors and club advisors

EXTENDING THE OFFER

Determine Salary

Formal Offer Letter

Negotiating

THANK YOU! REBECCA STARR, SPHR

Rebecca_Starr@ajg.com