SCC Business 207, Recruiting and Selecting, Courtsey of sjh 1 Part II: Recruiting & Selecting The...

SCC Business 207, Recruiting and Selecting, Courtsey of sjh

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Part II: Recruiting & Selecting The Best Employees

“The Fine Art of Interviewing”

for Small Business


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Hiring the Right Employees means:

• Taking the Time to DO it Right the First Time.

• What seems a nuisance and is costly can actually save you money in the long run.

• Plan Ahead and following a step-by-step approach.

• Make sure you are following federal & state laws.

• Hiring an employee can cost $1,000 now or over $17,000 later…

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Bad Hires, can Poison your business and..

Cost the business recruiting money, training money, and possibly legal fines.

A Bad Hire has the possiblity of destroying the business through creating..

--an unfriendly work environment and reducing other employees’ morale.

--poor customer service that negatively impact sales.

-- tarnishing of the IMAGE and good will you’ve worked hard for.

Or Slow Fires


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Ready Set Hire: Steps to Recruitment & Hiring

1. Job Analysis- determine the duties and nature of the job to be filled & the experience required by the applicants.

2. Job Description- a written statement of duties & responsibilities including reporting relationships, working conditions, methods & techniques used and materials and equipment on the job.


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Steps to Hiring

3. Develop a recruiting plan:

-Where will you look for your future employee?

- Will you advertise

4. Screening the applicants

5. Plan the Interview.

6. Conduct the Interview.

7. Check the references!


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Screening: The First Hurdle• Determine if your person is indeed a job

applicant.• Decide (before you start the process) how

you will respond to applicants.• It is a good idea, and good for company PR,

to at least acknowledge when an applicant applies, even if they are not suited.

• Decide on the type of information you will initially receive. Application, Resume or both?

• Determine if you are going to “test” your applicants.

• Also, refer to the job description.


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Planning an Effective Interview

• Narrow your selection to a manageable number of applicants.

• For most positions you should interview 3-6 applicants.

• Decide WHERE you will hold the interviews.

• Decide what Kind of interview you will use.

• Formulate the questions.


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Planning an Effective Interview

• Be sure to allow enough time (without interruptions) for the interview.

• Unplug the phone and minimize all distractions.

• Study the job you are trying to fill. Use the job description you have carefully prepared.

• Practice asking questions until it becomes natural.

• Have an outline or notes of key issues you want to address


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Three Basic Forms of Interviews

• Structured interview– Planned and controlled by interviewer– Good for gathering facts– Used for screening large groups

• Open-ended interview– Unstructured, relaxed format– Used to evaluate individual candidates– Can involve simulations

• Stress interview– Designed to Reveal applicant’s reaction to

tough situations– Hostile with pointed questions and critical

comments


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Conducting the Interview

1. Establish a rapport. Smile and make the candidate feel at ease.2. Gather information.3. Give information about your business & SELL the position.4. Close the interview and thank the candidate.5. Evaluate your notes and compare your candidates.


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Legal vs. Illegal Interviewing Questions: THE TEST

Answer the questions true or false:1. Are you currently using illegal drugs is a legal question.2. Have you ever been arrested is a legal question.3. Do you have or are you planning to have children is a legal

question4. How much do you weigh is a legal question.5. Are you HIV- positive is a legal question.6. Have you ever filed a lawsuit or a worker’s compensation

claim against a former employee is a legal question.7. Are you a U.S. citizen is a legal questions8. What is your race is a legal question.9. Do you drink alcohol is a legal question.10. When and where were you born is a legal question.


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The Answers: Grade Yourself!

1. Are you currently using drugs is a legal question. TRUE2. Have you ever been arrested is a legal question. FALSE, you can ask

about arrest, but not conviction.3. Do you have or are you planning to have children is a legal question.

False- leads to discrimination4. How much do you weigh is a legal question. False, unless necessary

for job duties5. Are you HIV- positive is a legal question. FALSE, under ADA Act6. Have you ever filed a lawsuit or a worker’s compensation claim against a

former employee is a legal question. False7. Are you a U.S. citizen is a legal questions FALSE8. What is your race is a legal question. FALSE9. Do you drink alcohol is a legal question. True, but you cannot ask how

much alcohol you drink.10. When and where were you born is a legal question. FALSE


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Use the OUCH Test

Small Business owners can use the Ouch Test as a guideline for their interview questions

O Does it Omit references to race, religion, color, sex or national origin?

U Does the question Unfairly screen out a particular class of people?

C Can you Consistently apply the question to every applicant?

H Does the question Have job-relatedness and business necessity?


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Questions You Want to Ask• Develop a series of core questions and ask

them of every candidate. Many of these questions are “character” questions assessing the candidate’s personality.

• Ask open-ended questions instead of yes or no questions. These may include on-the-job scenarios. Try to get them to talk about their experiences.

• As questions to describe a recent success and failure and how they dealt with it.

• As hypothetical-situation questions on how they might respond to an encounter on the job.

• Probe for specific example in the candidate’s work experience by asking follow-up questions on their experience.


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Final Step: Checking References• Succumbing to the pressure to hire

fast is a common error for small business owners.

• Managers need to take the time to do the follow-up reference check on all possible candidates.

• Checking references can help employers uncover false or exaggerated information and also verify what the candidate stated in the interview.

• Experienced employers talk to the past immediate supervisor of the candidate to get a clear picture of their job performance, character & work habits.

According to the Society for Human Resource Management, more than half of all candidates exaggerate or falsify information about their previous employment.

(Source: “Of Resumes and Rap Sheets”, Maxwell, 27, 2000)


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What Employers Want

• Suitability and qualifications for the job– Right functional skills– Right technical skills

• Good fit with organization– Right personality and style– Appropriate level of maturity– Common interests

• High emotional intelligence

Test Your EQ


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Do You Have a High EQ?

• Think clearly and stay focused while under pressure• Admit to your own mistakes• Meet commitments and keep promises• Hold yourself accountable for meeting your goals• Seek new ideas from a variety of sources• Handle multiple demands and changing priorities• Make sacrifices to meet important organizational goals• Cut through red tape and bend outdated rules• Seek fresh perspectives• Take on projects to seek success rather than avoid failure• Set challenging goals and take calculated risks • Sense of humor


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Building the Best “Culture” for Your Business Environment

• When you are hiring you are taking a BIG step, for the employer and for your business.

• It is just as important to consider how the candidate will “fit” into your business culture, as their skills to do the job.

• Creating a culture is defined by “leadership” of the company…Culture arises from your consistent and relentless pursuit of a set of core values that everyone in your company can believe in.

“ People are NOT your greatest asset! The “right” people are your greatest asset!”

From, First Break All the Rules


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Why have an Employee Policy Manual

• In order for an organization to function properly it needs to have rules to follow and policies to help proceed.

• An Employee Policy Manual is the guide for the employee and the owner.

• Your Employee Policies & Procedure Manual should describe the basic attributes of employment at your company that need to be known in advance before an employee agrees to accept your position.


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Outline of Major Points that Should Be Addressed in An Employee Manual

• Employee Compensation• Employee Benefits• Employee Travel Policy• Reimbursement of

Expenses• Hours of Work, Work

Schedules• Key Policy• Trade Secrets and

Confidentiality

• Employee Performance Evaluation Procedures

• Employee Suggestion Policy

• Employee Termination Policy

• Non-discrimination & Sexual Harassment Policy

• Employee’s Use of Equipment Policy

• Employee Privacy


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Hire the best person you can.

• Make sure the new employee knows, all of your employees have a probationary time.– 90 days - minimum– 180 days - Best– 1 year – good

• When to give the first review and raise.– 3 months - Best– 6 months - good– 1 year – long time How

muc

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shou

ld th

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raise

be?


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Discipline Your EmployeesIf you have any workplace rules or policies there’s a good chance that eventually they will be broken. Enforcing those rules and policies is disciplining.

Discipline DOES NOT mean terminating. (In fact, it is important to show this step if you do terminate later).

Follow your employee policy manual and don’t make rash decisions. Use the “D” guide.

Dig…. for information on what has occurred

Discuss…the issues with the employee and listen to their side

Deal…with the employee and make a Decision on whether to penalize the employee

Document.. All disciplinary actions to protect yourself. Empower your

employees


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Firing and Termination: Avoiding the Lawsuit

Terminating an employee is at best unpleasant.

To make it worse there is a growing number of lawsuits against former employees due to unfair termination practices.

The best way to “win” a lawsuit is to avoid it in the long run.

Set up a situation that has a clear step-by-step procedure in your Employee Policy Manual.

Make sure you follow the procedures and document EVERYTHING!


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What NOT to DO when Terminating an Employee

• The very worst thing you can do is FIRE on the spot. This opens you up to a bounty of legal issues.

• Do not “terminate” anyone in a fit of rage or emotions- cool down and wait.

• Don’t get caught trying to reconstruct documentation (like changing performance reviews)

• If you DON”T PLAY FAIR, the courts will see that and side with the employee


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How You Can Be a Great Boss: Become a Leader not just a Manager or Employer

--- Leadership is the process of influencing and inspiring others to work to achieve a common goal and then giving the power and the freedom to achieve it!


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Leadership and ManagementManagement and Leadership are Not the same, but both are

important in small business.• Leadership without management is unbridled.• Management without leadership is unispired.• Leadership is often the passion to get the business going.• Management is the tool to keep the business on track.• Management deals with things; Leadership deals with

people. You manage things; you lead people.


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What is a Good Boss?

Think about the employers you have worked for…

What do you consider makes a “good boss”?

What attributes do you look for when you want to work for someone?

What character traits do you want to avoid?


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Great Boss 101 Define and constantly reinforce the vision for the organization

Respect & Support employees

Set the example for the employees

Creates a climate of trust and “safety”

Focus on employees’ efforts on challenging goals

Provides the resources to get the job done

Communicates effectively with employeesValues the diversity of their workersCelebrates the employees success (gives credit when credit is due)Encourages creativityMaintains a sense of humorCreates a motivational environmentBecomes a catalyst for changeKeeps their eyes on the horizon


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Please

• Your last question on the quiz, is how to make these courses better for you?

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