Transcript Document

Recruitment Best Practices
Southern Territory Headquarters
Human Resources Department
Debra Elder
Employment Manager
Successful Recruitment
Hiring the
“right” person
for the “right”
job
A
N
D
Adhering to all
applicable
Federal/State
employment
laws, as well as
TSA policies/
procedures,
throughout the
recruitment
process
Federal Legislation
•
•
•
•
Civil Rights Act/Title VII
Age Discrimination in Employment Act (ADEA)
Americans with Disabilities Act (ADA)/ADAAA
Executive Order 11246/Affirmative Action
Federal Legislation
Title VII of the Civil Rights Act of 1964 Prohibits Discrimination
On the basis of:
• Race
• Color
• National Origin
• Religion
• Gender
Employment Conditions:
• Recruiting
• Compensation
• Promotion
• Training
• Disciplinary
Action/Termination
Federal Legislation
Title VII Amendments and Expansion
• Equal Employment Opportunity Act
• Vietnam Era Veterans' Readjustment Assistance Act
(VEVRAA)
• Pregnancy Discrimination Act (PDA)
• Civil Rights Act
• Genetic Information Non-Discrimination Act (GINA)
• Lilly Ledbetter Fair Pay Act
Affirmative Action Plan Compliance
• Typically required only
as a result of specific
Federal/State contracts
containing Executive
Order 11246
Southern Territory AAP
Compliance (as of 4/1/2014)
• THQ
• ALM
• FL
• GA
• KT
• NCV
• NSC
• TX
EEOC Uniform Guidelines on
Employee Selection Criteria
• The EEOC Uniform
Guidelines on Employee
Selection Criteria apply to
all selection procedures
used to make employment
decisions, including
interviews, review of
experience or education
from application forms,
work samples, physical
requirements, and
evaluations of performance.
• The guidelines are designed
to aid in the achievement of
our nation's goal of equal
employment opportunity
without discrimination on
the grounds of race, color,
sex, religion, national
origin, disability, age (40 or
older), or veteran status.
Employee VS Independent
Contractor
• The IRS regulates
who may work as an
Independent
Contractor (IC) and
broadly bases its
requirements on three
factors:
1. Behavioral controls (who has the right to
direct the work--the employee or
employer?);
2. Financial controls (who has made a financial
investment in the work and stands to make a
profit or loss?); and
3. The demonstrated relationship of the parties
(written contracts that indicate employment,
employee benefits, participation in
employee meetings, etc.).
When these factors are reviewed and the
employer is found to have the main control
over the relationship, the worker is considered
an employee and cannot be classified as an
Independent Contractor.
Employee Turnover
• Employee turnover is
COSTLY
• The cost per hire
within organizations
of 1,000 or less
employees is
estimated in excess of
$3,000, with an
average “time to fill”
of 29 days.
Source: 2011-2012 SHRM Benchmarking Database
Job Advertisements
All open positions should be advertised
• Generally, post positions on TSA Careers website
• Positions may be posted internally only as appropriate
• Utilize information from standardized job
descriptions for job posting
• Advertise open job positions on all relevant job
boards, including “Outreach Resources” as necessary
Social Media
Online
technologies
are bringing
once private
information to
the public
sphere.
Despite some
advantages of
using social
networking
websites as a
recruiting
resource, there
are also many
disadvantages.
Social Media
should not be
used as an
applicant
screening
tool.
Staffing Agencies/Recruiters
Utilizing a Staffing Agency or Recruiter may be a
viable resource to identify qualified applicants for
regular full-time/part-time and temporary needs.
• Negotiate fees in advance
• Obtain contract placement terms in writing (e.g. fee
percentage, number of hours required to eliminate buyout fee, replacement guarantee, etc.)
• If “Direct Hire,” notify Agency of AAP compliance
requirement in writing (as applicable).
Reasonable Accommodation
• Employers must provide
applicants/employees with
reasonable accommodation
when it is needed to enable a
person to apply for a job,
perform job duties or enjoy
the benefits and privileges of
employment that are enjoyed
by employees without
disabilities.
• The obligation to provide
reasonable accommodation
and ensure equal opportunity
for individuals with disabilities
extends to the use of on-line
application systems and testing
kiosks, as well as the
availability of an HR
Representative who can
provide assistance in utilizing
such systems when requested
by the applicant.
Pre-Employment
Screening Assessments
• Professionally developed
tests can be used to assist
with the applicant selection
process, as long as the tests
are fair and
nondiscriminatory.
• Tests should relate to
required skills (e.g., software
applications, writing ability,
typing, spelling/grammar,
filing, etc.)
• Do not administer
personality tests.
• Be aware of the legal
requirements that apply
when tests and other
assessment instruments are
used as part of the
applicant selection
process.
Applicant Selection
Five Common Mistakes Hiring Managers Make*
1. Using Subjective Criteria: Rather than "screening-out"
applicants based on an initial gut feeling, or un-predictive
criteria such as GPA, the address on the resume or the sound of
a name, the Hiring Manager should make sure that the jobevaluation process is as structured, job-specific and objective as
possible. This will give them the chance to hire great people that
might not have even been considered otherwise.
2. Checking Social Media: Social Media profiles often contain
pictures of applicants, as well as a plethora of information that is
irrelevant to the job. Research has repeatedly shown that images
and other irrelevant information can unconsciously undermine
rational decision-making.
Applicant Selection
Five Common Mistakes Hiring Managers Make
(continued)*
3. Too Much Chatting: During the interview, it is common for
the Hiring Manager to slip into monologues about the
opportunity, the company, the culture and other jobattributes. While this can be an important part of getting
acquainted, it's important to give the applicant ample
opportunities to talk. The more job-relevant information a
company has about the applicant, the more likely they are to
base their hiring decision on objective criteria, rather than on
incomplete (and possibly biased) impressions. A good rule
while interviewing is 80 percent listening and 20 percent
talking.
Applicant Selection
Five Common Mistakes Hiring Managers Make
(continued)*
4. Asking Ad-lib Questions: During the structured section of the
interview, people often go off-script and wonder off into something that
more closely resembles a friendly discussion. During at least part of the
interview ask the questions that are prepared as well as scripted followup questions. The more meaningful and standardized the information
collected from applicants, the less room there is to make decisions
based on factors that matter less or should not be considered.
5. Personal Preferences: As humans, we tend to like people who share
our personal preferences and interests, such as music, sports, television
shows, lifestyle choices and other behaviors that may not be relevant to
the job. While interviewing, keep in mind that liking the same TV
shows is not related to on-the-job performance. Hiring Managers should
not let "being like me" unconsciously sway their judgment.
Source: Chad Brooks, BusinessNewsDaily Contributor
Hiring Manager
Interview Styles
• Hiring Managers should recognize their default
interview style.
Emotional
Intuitive
Technical
Hiring Managers have a tendency to hire in their own
image. It is wiser to hire people who complement the
team.
Hiring Manager
Interview Styles
Emotional
Interviewer
• Makes decisions based largely on first
impressions, personality, appearance,
emotional reactions and feelings about the
applicant. Other factors might include
academics, personal biases and stereotypes.
Intuitive
Interviewer
• Makes decisions based on gut feelings
and the applicant having a few critical
traits.
Technical
Interviewer
• Makes decisions based on the possession
of strong skills, experiences and
methodologies.
• Most Hiring Managers are a combination of Emotional
plus either Intuitive or Technical.
Applicant Interview
Source: TSA Western Territory Headquarters Newsletter
Interview Questions
Interview questions must be:
1.
• Acceptable/Legal
2.
• Relate to the Requirements of
the Position
3.
• Consistent (Ask the same core
questions of all applicants)
Unacceptable
Interview Questions
1. How old are you?
2. Where were you
born?
3. Are you disabled?
4. What is your maiden
name?
5. Are you married?
6. What is your
religion?
7. Have you ever been
arrested?
8. Have you ever
declared bankruptcy?
9. Are you a U.S.
Citizen?
10. What year did you
graduate from High
School or College?
Structured behavioral
interviewing is a
standardized way of
obtaining information
from applicants about
their past behavior and
performance. The
premise of these
interviews is that past
behavior is the best
indicator of future
behavior.
of Future Behavior
Past Behavior Best indicator
Behavioral-Based
Interviewing
Applicants are asked to
describe a situation or
circumstance, talk about
the behavior or action
taken and discuss the
outcome/results based
on their behavior or
action.
Behavioral-Based
Interviewing
Describe a time on any job in which you were faced
with stresses which tested your coping skills. What
did you do?
Provide an example of how you resolved a conflict
with you and another person when you disagreed
with each other.
Tell me an example of a time when you had to go
above and beyond the call of duty in order to get a
job done.
Tell me about a time you had to deal with an irate
customer. How did you handle the situation?
Interview Documentation
1
Advise the applicant notes will be taken
2
Do not write on the applicant’s Application or resume
3
Write legibly
4
Record actual responses identified by the applicant
5
Do not document any unsolicited personal responses by the
applicant relating to marital status, family, divorce, etc.
6
At conclusion of interview, review notes for missing/incomplete
information and immediately following the interview to clarify any
information necessary and/or to add comments
Interview Documentation
• Include an appropriate
Disposition for all
applicants not selected
Interview notes should
include detailed information
to support the Disposition
Post Interview Etiquette
After the applicant selection process is
complete, call other applicants not selected
(do not specify why not selected…)
Send “rejection” email/letter to applicants
not selected.
Pay Rate Offers
Utilize a consistent and
equitable methodology to
identify pay rates for
selected applicants
Consider internal pay
equity
Document and retain the
rationale used to identify
pay rates for applicants
(as well as
promotions/job
changes/transfers)
Background Checks
Post Offer
PreEmployment
Do not use this process as a pre-employment
screening tool (e.g. initiate background
check for “short-list” applicants)
Reference Checks
Contacting an applicant’s professional
references is a “best practice.”
• Contact only those references provided by
the applicant (preferably in writing)
• Call employer Supervisor references
• Document all reference checks, including
attempts to contact references
• Do not put too much “weight” on a single
negative or positive reference response
Recruitment
Document Retention
• Retain all documentation
associated with a recruitment/
selection process according to
applicable Federal/State Laws
US Employment Eligibility
• Verification of identity and U.S. employment
eligibility is required of all new-hires within the
first three days of employment.
• Form I-9 and E-Verify Requirement
• Contact DHQ/THQ regarding immigration and
U.S. employment eligibility as soon as an
immigration issue is identified.
The Applicant Said/Did What?
• Applicant warned the interviewer that she “took too much valium”
and didn’t think her interview was indicative of her personality.
• Applicant answered a phone call for an interview with a competitor
• Applicant arrived in a jogging suit because he was going running after
the interview
• Applicant checked Facebook during the interview
• Applicant kept her iPod headphones on during the interview
• Applicant set fire to the interviewer’s newspaper while reading it
when the interviewer said “Impress me.”
• Applicant wanted to know the name and phone number of the
Receptionist because he really liked her
Source: CareerBuilder