RECRUITINGRECRUITING

AND AND

SELECTINGSELECTING

THE THE

RIGHT PERSONRIGHT PERSON

Presented by:Presented by:

ROSHAN PAJNIGARROSHAN PAJNIGARof theof the

Human Resources Human Resources DepartmentDepartment

STATEMENT OF STATEMENT OF PURPOSEPURPOSE

1. To interview applicants and select employees on the basis of

job-related qualifications only and in accordance with legal

requirements.

2. To maintain adequate records of the steps you take in the

hiring process.

3. To carry out the Affirmative ActionProgram of the Institution.

Describe one qualityyou want in anIdeal EmployeeIdeal Employee.

WHY ?

* * * * *

What technique do you use toachieve this during

interviewing ?

POSISTIONDESCRIPTION

RECRUITING/ADVERTISING

EMPLOYMENTAPPLICATION

Out of Date, Incomplete,Vague Qualifications

Vague, Misleading Wording,Inappropriate Medium

Illegal Inquiries,Insufficient Data

Testing

Invalid Administration,Not Validated

Pre-Screening

Too Hasty, Adverse Impact

Selection CriteriaNon-Job Related

Distorted Weights

Interview

Poor/Illegal Questions,Inappropriate Technique

Reference Checks

Wrong Contact,Hasty Judgments

JobOffer

Insufficient Documentation,Disregard for Affirmative Action Goals,

Position Misrepresented,Poor Communication

The TYPICAL SELECTION PROCESS

Completion of the Application Form

Initial Screening Interview

Employment Test

Comprehensive Interview

Background Investigation

Physical Examination

Final Employment Decision

THE SELECTION THE SELECTION PROCESSPROCESS

1. Sense of Unfairness

2. Haphazard Selections

a. No Direction

b. No Structure

c. No Procedures

d. Duties Unclear

e. Legal Guidelines not followed

3. Hiring the Wrong Person for the Wrong Job

TURNOVER HAS MANY CO$T$Turnover has both dollar and psychic costs to an employer

Turnover Costs - - -

PsychicDollars

$ Recruitment (Ads, etc.)

$ Interviewing Time

$ Wasted Salary

$ Wasted Training /Time

$ Lost Business

Low Morale

Disruption in Workplace

Personal Stress to supervisor, peer/ employee

Lost Productivity

Which Results In - - -

Up to $15k spent on non-exempt employees

Up to $75k spent on exempt employees

Cannot be measured but is definitely a key factor

EDUCATION

EXPERIENCE

SKILL

PHYSICAL REQUIREMENT

ARE THEY JOB RELATED ?

ARE THEY JOB RELATED ?

THE INTERVIEW PROCESS

Establish and maintain rapport.

Listen Carefully.

Observe nonverbal body language.

Provide Information.

Phrase questions objectively.

Separate facts from information.

Recognize biases and stereotypes.

Avoid the “halo effect”.

Take notes.

Conclude

The No-No’s AboutThe No-No’s AboutInterviewing TechniquesInterviewing Techniques

Offer the applicant too many clues about the job?Example: If you inform a candidate that the job requires attentionto detail, do you then ask if the candidate is good at details?Avoid coaching the person

Ask obvious questions.Example: “Do you get along with people?” You’ll get the obvious answer.

Place too much emphasis on an applicant’s assessment?Example: Avoid asking how a candidate assesses his or her management skills. Instead, ask how the person handled adifficult management decision.

Shy away from probing for informationExample: If a candidate mentions a personality conflict as thereason for leaving a job, do you push for details?

Tend to be unduly influenced by firstimpressions - especially negative ones? Example: How do you react to candidate who dresses in a styleyou dislike even if the clothes are appropriate?

Fail to look for missing clues? Example: If an applicant keeps stressing that he or she is a“big-picture person”, would you probe to find out if the personcan handle details?

THE BEST-LAID PLANS OF MICE AND MEN.

Education: CURSES in liberal Arts andCURSES in Accounting.

An obsession for detail; I like to makesure I cross my i’s and dot my t’s.

Auditing for small manufacturingcompanies since 1877.

REFEREES available upon request.

My resume shows critical career developments. I’m also includingother important parts of me.

LEGAL BASISLEGAL BASIS

Equal Employment OpportunityCommission’s Uniform Guidelinesof Employee Selection Procedures

Title VII of the Civil Rights Act, 1964

Equal Pay Act

Age Discrimination In EmploymentAct, 1967 as amended

Vocational Rehabilitation Act, 1973and Americans with Disabilities Act, 1990

Pregnancy Discrimination Act, 1978

State and Local Laws

PROTECTED CLASSES

Women

Minorities

Black, not of Hispanic origin, with originsin any of the black racial groups of Africawho is also of not Hispanic origin.

Hispanic person of Mexican, Puerto Rican,Cuban, south American, or other Spanishculture or origin, regardless of race.

Asian or pacific Islander person with originsin any of the original peoples of the Far East,Southeast Asia, the Indian subcontinent of thePacific Islands (e.g., China, Japan, Korea,The Philippine Republic, and Samoa).

American Indian or Alaskan Native: person withorigins in any of the original peoples of NorthAmerica and who maintain cultural identificationthrough tribal affiliation or community recognition.

People age 40 and over.

Handicapped.

Disabled veterans/ veterans of the Vietnam era.

SSpecialCConsiderations

Age

PregnancyMarital StatusHealth & General Physical RequirementsPolice RecordsAppearance

Credit RatingsEducational Background &

Work ExperienceCitizenship

EEOC Permits “Focused Recruitment”:

“Minorities and Women are Encouraged to Apply”

“Equal Opportunity Employer”, or (Too Common)

An Advertisement may be placed in specifically minority-oriented publications, or on radio stations and television channels which are known to be popular with minority groups, e.g. a Spanish-speaking radio station.

AADVERTISINGDVERTISING

Position Description

Recruiting/ Advertising

Resume/ Application

Selection Criteria

Pre-screening

Testing

Interview

Reference Checks

Job Offer

Document

Maintain Records

LOOKING AHEADLOOKING AHEAD

PREDICT - -

- Promote from within

- References

- Eager

- Dollars

- Interview

- Cooperative

- Tenacity

Applicant's Name Position Applied For

Company Contacted Contact Person/Title Contact's Phone Number

Start Date Starting Duties:

Leaving Date Leaving Duties:

Reason for Leaving Where Did Person Go?

Did you know Yes How Long?personally? No

Reference would only confirm dates of employmentEligible for Yes Norehire? Company Policy ProhibitsHow well were objectives accomplished? Learns quickly/ applies knowledge?

Did person meet established deadlines? Relationships to peers/supervisor/subordinates?

How well were paperwork/detail handled? What skills developed in the job?

How did results compare with other workers? Did person require close supervision?

Frequency of days off? Job Performance Problems?

What person could have done to produce better What promotions were earned?results?

Greatest Strengths?

Weaknesses/ Areas for Development?

Supervised Yes Work Ideally suited for?others? No

Ver

ifica

tion

Per

form

ance

Ab

ilitie

sUNIVERSITY OF NEBRASKA-LINCOLN

TELEPHONE REFERENCE CHECK

University of Nebraska-LincolnHuman Resources Requisition

From: __________________ Date: _________ Dept No. _______Company Center: ____________Position Title _______________Title Code Position No: ____________ Salary Grade: _________Former Employee: ____________ Separation Date: __________Requested Rate of Pay: $ _ Rate Approved by Human Resources: $ _Full Time __ Part Time __ Regular __ Temporary to: _________Budgeted FTE: ___ 9 Month or ___ 10 Month or ___ 12 MonthPosition: _____________ Planned Hire Date: ________________Hours of work: ____ S M T W R F S (circle usual workdays for the position)

Recruitment Process: __Dept only __ University only ___ ExternalOpening Date: _____________ Closing Date: ________________Newspaper Advertisement: _Yes _No Bill to Company Center: __Lincoln ____ Omaha ____ Other: ____________ Date(s): ______

Description of Work: (Please use attachment if additional space isneeded.)

Minimum Qualifications (Education/Experience) and Additional Remarks: WP Speed: _____

Contact Person: ______________Telephone Extension: ________Signature of Requisitioner: _______________________________Dean/Director Approval: ________________________________Chancellor/Vice Chancellor Approval: _____________________Human Resources Approval: _____________________________