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Week3Recruitment_Selection.pptx

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Human Resource Management

Recruitment and Selection

McGraw-Hill/Irwin

Image credit: Getty Images

http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm

Case study assignment: recruit and selection - job description, success profile, reporting relationship, performance management, etc.

Learning Objectives

Discuss how to align company’s strategic direction with its HR planning.

Maintaining competitive advantage with your human resources

Describe various recruitment policies to make job vacancies more attractive.

Examine how to attract candidates

Analyze various recruitment methods to source job applicants

List various sources from which job applicants can be drawn, their advantages, disadvantages and evaluation methods.

Determine effective selection criteria for the best candidates

Steps in the selection process

The interview

Making the final decision

Explain the needs and expectation of GEN Y in the workplace.

5-2

Effectiveness + Efficiency

= Successful Organizational Performance

A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals.

Effectiveness

A measure of the suitability of the goals an organization is pursuing and the degree to which they are achieved.

Efficiency

A measure of how productively resources (including human resources) are used to achieve a goal.

Organizational Performance

Performance is everything. It doesn’t matter how beautiful your plates are if you are the only one that can do it, it takes too long to prepare or no one is interested in what you are serving. Successful Organizational Performance, which includes profit, occurs when there is Effectiveness and Efficiency of the staff. We depend on the human resources department to recruit, hire and train enough skilled people to meet the company's strategic goals. HRM works to ensure successful organizational performance by hiring the right people with the right skills at the right time

What is Recruitment?

The process of finding and attracting qualified candidates to apply for employment

Recruitment is the responsibility of the HR department

Recruiting new staff with the skills and abilities that your organization will need in the future is essential

Source, Google image search: https://www.linkedin.com/pulse/you-making-right-recruiter-call-nikhil-saha

Recruiting consists of any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential emploees. It thus creates a buffer between workforce planning and the actual selection of new employees. The goals of recruiting includes encouraging qualified people to apply for the job and then selecting candidates who will be the highest performers.

Recruitment is:

The responsibility of the HR department

The process of finding and attracting the right people

Ensuring that the organization has staff who can contribute skills to fit the demands of the future.

Recruiting Methods

The key is to build your candidate pool before you need it

Recruitment Sources

Internal Sources

faster, cheaper,

can be more certainty

External Sources

new ideas & approaches

Direct Applicants

& Referrals

Self-selection, low cost

Newspaper Advertising -

large volume, low quality

recruits

Electronic Recruiting

Internet/Social Media

Public & Private

Employment Agencies -

headhunters can be

expensive

Colleges & Universities

campus placement services

JOBS

5-6

Recruitment Sources—Since recruitment sources are unlimited, an organization must decide how to reach the best sources of potential employees.

Internal versus External Sources—Relying on internal sources is useful since employees are well known and are knowledgeable about the organization and jobs. However, there may not be enough internal recruits

2. Direct Applicants and Referrals

a. Direct applicants are people who apply for a vacancy without prompting from an organization.

Referrals are people who are prompted to apply for a vacancy by someone within the organization, such as a friend or neighbor.

3. Advertisements in newspapers and periodicals – Typically are less effective than direct applicants or referrals and are more expensive.

4. Electronic Recruiting – The growth of the information highway as opened up new vistas for organizations trying to recruit talent such as social networking sites., niche boards, search engine sites as well as job boards.

5. Public and Private Employment Agencies—Agencies will search their computerized inventory of individuals searching for work for an organization at no charge.

6. Colleges and universities are an important source for entry level professionals. To increase effectiveness, organizations employ internship programs to get early access to potential applicants and to assess their capabilities directly.

Recruitment Methods

Develop and hire internally - Provide promotional opportunities for employees - boosts morale and contributions

Incentivize your employees for referrals

Have an active social media presence – post about good things happening at your company

Include a Careers page on company website – be known as a great employer

Use social media networking platforms

LinkedIn, Facebook (Food & Wine Career Industry Navigator Toronto)…

Campus recruitment - develop important relationships with schools - career fairs, develop apprenticeships and internship programs

Use a recruiting agency/”headhunter” that understands your HR needs and the labour market

Providing internal opportunities for current employees to get promoted positively boosts morale and makes your current staff members feel that their talents, capabilities, and accomplishments are appreciated. Always post positions internally first. There is nothing worse that when an outside person is hired into a position that a few internal staff could have easily filled: it serves as a signal to the staff they they are not valued.

A great way for a company to attract new George Brown College culinary management graduates would be for their HR team to:

Post a job ad online

Use a headhunter who understands your HR needs

Post a job ad directly with the GBC career services centre

*Invite students to an exciting culinary demo by one of the chefs so they can learn more about what the restaurant is all about

Able to acquire skills and knowledge that may not be available within company

Newer ideas and ways of solving problems may emerge

Usually more expensive to train

Employee is familiar with the organization

Lower recruitment costs

Employee is “known,” thereby increasing ability to predict success

Improves employee morale & motivation

INTERNAL RECRUITING

Recruiting

EXTERNAL RECRUITING

A 2017 study of Canadian organizations revealed that 4 in 10 positions are filled by internal staff. For senior executives as well as service and production-level jobs, 50% of the positions were filled by internal candidates.

Benefits of hiring internally are:

It generates applicants who are well known to the organization

The applicants are relatively knowledgeable about the job vacancy, which means they will not have unrealistic expectations about the job

Lower training expenses

Improvement of morale for existing employees

An increased ability to predict the new employee’s success

A benefit of external recruiting are:

An introduction of new ideas and ways of solving problems

It helps employees build a career with the company rather than just holding a job

Campus Recruitment

Career Fairs

Guest Lectures/Demos

Information Sessions

Networking Receptions

Social Media

Scholarships

Externships

Apprenticeships

Campus Recruitment is becoming more important every day. In fact, according to AfterCollege’s 2016 Student Career Insight Survey, career fairs are the third most popular way that new grads find career opportunities (behind job boards and employer websites). A study from 2017 showed that on-campus recruiting was utilized by half of all employers.

The job market is more dependent on young talent than ever before. Millennials, in fact, are now the largest generation in the Canadian workforce. And as Canada’s labour force ages (the country now has more people over the age of 65 than under 15), the demand (and competition) for young college-educated talent will only increase.

Strategies for campus recruitment include :

Get Your Best People to Engage With Students

Go Where the Students Are – Social Media platforms such as Facebook and Instagram are now essential

Make the Application Process Easy and Engaging

https://hbr.org/2014/03/how-companies-can-attract-the-best-college-talent

https://hbr.org/search?term=sanjeev+Agrawal

#Millenials

Gen. Y vs. Gen. X

Millenials/Gen Y: the generation of people born between 1981 to 1996

It comes after Generation X — those people between 1961-1980

Generation Y Characteristics

Largest generation in history

Most educated generation in western history

Tech savvy

Global citizens - nomadic

Entrepreneurial

Progressive

Embrace diversity

Communicators

Impatient: expect instant gratification, instant answers and services

Image credit: http://luckyattitude.co.uk/wp-content/uploads/2015/05/millennials-characteristics.jpg

Millenials are the largest generation in history.

True

What do Millenials Want at Work?

The same thing as everyone else!

“Conventional wisdom holds that Millennials are entitled, easily distracted, impatient, self-absorbed, lazy, and unlikely to stay in any job for long. On the positive side, they’re also looking for purpose, feedback, and personal life balance in their work. A growing body of evidence suggests that employees of all ages are much more alike than different in their attitudes and values at work. To the extent that any gaps do exist, they amount to small differences that have always existed between younger and older workers throughout history and have little to do with the Millennial generation per se. Looking at the importance of six traits in a potential employer — ethics, environmental practices, work-life balance, profitability, diversity and reputation for hiring the best and brightest — CNBC found that Millennial preferences are just about the same as the broader population on all six.”

https://hbr.org/2016/04/what-do-millennials-really-want-at-work

http://www.businessnewsdaily.com/1367-millennial-generation-demographic-portrait.html

What Do Millennials Really Want at Work? The Same Things the Rest of Us Do

Bruce N. Pfau https://hbr.org/2016/04/what-do-millennials-really-want-at-work

The Human Capital Edge, 2002, Ira Kay and Bruce N. Pfau

Millenials want career development, they want to work somewhere that is diverse, inclusive, open-minded. They want a caring management and for the company they work for to be involved in a cause.

How to Recruit Millenials

Update your technology:

Engage in social media

Have a mobile friendly site

Video screening interviews - Youtube and video resume/profiles are the way of the future

Emphasize company culture - be a good corporate citizen, offer work/life balance, have transparent goals

Highlight your perks:

Flexible schedule

Desirable benefits and clear paths to advancement opportunities

Make it easy for them to learn more about you and your work environment.

Hospitality Recruiters

Lecours Wolfson http://www.lecourswolfson.com/wp/

Profile Hospitality Group

http://profilehospitalitygroup.com/

Many companies use an outside consulting specialist known as a recruiter or talent advisor in order to recruit and select candidates for key roles. The job of a recruiter is to match the right person to the right job. The recruiter is responsible for assessing the knowledge, skills, abilities, and other traits of a candidate that will meet the requirements of a job. To be a true “Talent Advisor,” recruiters need to spend most of their time interacting with candidates and hiring managers to ensure the right person is hired for the job. Recruiters are not only responsible for the careers of their candidates but they are also responsible for the productivity and success of the companies they are recruiting for.

There are dozens of hospitality recruiters in Toronto. If you have a profile on LinkedIn I strongly suggest that you try to connect with as many recruiters as possible. As you update your profile with new professional experience, recruiters will contact you to see if you are interested in positions your experience matches. I personally tend to ignore my LinkedIn feed with its neverending updates of the profiles of my contacts, but a recruiter is specifically looking through this information every day in order to keep a good roster of candidates who may pair well with a company they represent.

Career Websites

http://gbcareers.georgebrown.ca/home.htm

http://www.hcareers.ca/

http://www.hospitalityjobs.ca

http://www.monster.ca/

http://www.eluta.ca/

http://toronto.en.craigslist.ca/

http://www.indeed.ca

The Job description

The Job Description

An effective job description is critical for every position and performs several important functions:

describes the skills and competencies needed to perform the role

defines where the job fits within the overall company hierarchy

It’s the basis for the employment contract

a valuable performance management tool used to create a success profile

In addition to creating job descriptions, it's important to develop a "success profile" of the ideal employee for key positions in your company that are critical to the successful organizational performance. These might include such positions as team leaders like chefs de partie, sous chefs, chef de cuisine and executive chefs.

To accomplish that goal, you need to identify any skills and attributes that are common in top performers. Using this information, you'll be able to develop a profile to help you select the candidates most likely to succeed in that position. You can't tell if you've found a match if you're not matching candidates against a specific profile. Later this job description or success profile will become the basis of a valuable performance management tool to use with the candidate hired for a key role.

Key Parts of Job Postings

Job title

accurately reflects the nature of the job and the duties being performed

reflects the reporting relationship to other jobs in the company

is free of gender or age implications

Duties

Skills and competencies

Relationships

Company overview

Salary

http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/job-descriptions/server-job-description-sample.aspx

Post it in relevant communities

"If you have a specialized need, find a LinkedIn group that corresponds to that need and open up a discussion. This will attract people in that field. Referral is the best way to get a higher quality candidate." – Mark Frietch, president, Frietch Consulting Group [15 LinkedIn Groups Every Entrepreneur Should Belong To ]

Don't use an outdated template

"Don't go back to the original posting that was used to hire the current employee in the role and just send it out. There is oftentimes a sense of urgency about trying to fill a position when someone quits. Instead of using the posting that you used to hire the current employee, take some time to think about how the position has changed since this person took the role. What do you need now? What will you need moving forward?"– Liz D'Aloia, CEO, HR Virtuoso Company

Don't just list requirements

"Top candidates want to understand how a position will impact their career, challenge them and add skills. A boring list of requirements doesn't accomplish any of that." – Stephanie McDonald, owner, Hire Performance

Explain your company's values

"High performers try to figure out whether your business shares their values. They want to understand your products and what you stand for. Your ad needs tell them that. The first few sentences need to capture the candidate's attention. Like any effective sales pitch, make it about them and their interests." – Rebecca Barnes-Hogg, founder and CEO, YOLO Insights

Ask for skills, not experience

"Skills trump experience. Be clear about the specific skills a candidate will use in their new job. Focusing on experience alone may eliminate the candidate with the best skills which you can grow and develop in favor of a more experienced but mediocre performance." – Steve Langerud, workplace consultant, Steve Langerud & Associates

Watch your tone

"Write in a tone that reflects your organization's brand. If you're looking for someone who's creative, just writing 'seeking a creative individual' [is] meaningless unless your job description is creative. Especially in smaller organizations, if you don't walk the walk, the best candidates will recognize that your organization is not creative, just really good at inserting random keywords in their job descriptions." – Joseph Terach, CEO, Resume Deli

Make it quick and easy to read

"Make the job post scannable. Most job seekers are scanning. They are on the hunt for the right job and will look at a job post and scan the details before deciding to apply, or to ignore it. By organizing key responsibilities with bullet points, the readability of the post will increase and catch the attention of the right people. In addition to bulleted lists, it's also a good idea to separate sections with descriptive headers that allow a potential applicant to scan the important facts as quickly and easily as possible." – Steve Dempsey, VP of recruiting, Aquent

Avoid business jargon

"Not every great candidate will know the ins and outs of your business before reading your job description. Don't assume that they'll know industry lingo or abbreviations. Spell those things out and provide plenty of context about what your company actually does." – Shayleen Stuto, talent coordinator, TechnologyAdvice

Add a catchy title

"The title is very important. The title must entice the job seeker to click through to the posting. Rather than just listing 'Project Manager,' try 'Project Manager at a fast growing startup' or 'Project Manager at a leading Fortune 500 company.'" – Sean Pritchard, co-founder and partner, MilitaryHire

List specific skill requirements

"Use specific language. For example, instead of seeking a candidate who is 'computer literate' or has 'good communication skills,' explain the specific programs or technologies the employee will be using and the ways in which they will be required to communicate and with whom. The words 'administrative duties' are also very broad and should be clarified as much as possible." – Jeanine Hamilton, president, Hire Partnership

Consider your mobile presence

"Think about how your listing will look on mobile. Many companies put requisition numbers and internal codes at the top of their job listings. Although this may be easily overlooked on a full-size monitor, candidates who browse your jobs from a mobile device will have to scroll several times just to get to the job requirements. Over time this can result in avoidance of your company's job postings." Susan Martindill, director of demand generation, Simply Hired

Add a call to action

"In the body of your job posting, include instructions on how to apply that contain a specific call to action. This serves as a built-in screening process as you will be able to weed out applicants who are not able to follow directions and demonstrate a clear lack of attention to detail." – Michael Lan, senior resume consultant, Resume Writer Direct

Don't include obvious red flags

"Never, ever, ever say 'this is not a scam.' This should go without saying. Potential applicants automatically see red flags. You'd be shocked by how many hiring managers include this in job postings." – Chad Bronstein, CEO, Time to Hire

Describe your company well

"Open up with a quick blurb about the company or the role that will engage the candidate to read on—and reinforce that in the closing by pointing out why the company is a great place to work or why this position, in particular, would be appealing." – George Vollmer, client partner, Alexander Mann Solutions

Get familiar with the position

"Before you make a job posting and look for someone new to fill an opening, be sure you understand everything that job will entail. To ensure you know everything, sit down and talk with the person who currently holds the position, or someone who recently did. Getting them to write down all their responsibilities and tasks is a great way to help find someone who will fill the role perfectly." – Christopher Young, CEO and founder, Async Interview

Encourage your staff to share it

"A large percentage of your best hires will come from your staff's combined existing network, so in your job postings, make sure and include a social sharing feature and incentivize staff to post." – Chris Gannon, manager of sales talent, Signpost

Talk about your company culture.

"Beyond the skills and experience required for the position, applicants are looking for a company where they can fit in and relate to the culture and goals. To draw the highest-quality and best-fit applicants to your position, you must give them a feel for your company culture." –Jean Cook, business coach and certified facilitator, The Alternative Board

- See more at: http://www.businessnewsdaily.com/7899-better-job-description.html#sthash.PsluDlcS.dpuf

Duties

The job description contains a list of the duties and responsibilities associated with the role.

Descriptions of duties should be short in length and should be outcome-based, containing an action, an object and a purpose - ‘prepares all cold appetizers dinner menu.’

The list should be made up of approximately 10-15 duties.

Image credit: Getty Images

Sometimes we even include the amount of time expected to be dedicated to each task. This should be represented as a percentage (i.e. filing 20%, data entry 40% etc). The entire point of listing the duties is to ensure that the appropriate candidates are applying for the position. If a potential applicant looks at the duties and thinks they are over their head or perhaps they don’t have the experience to perform the duties, then that person will probably decide not to further pursue the position.

Skills & Competencies Are Not the Same Thing

Skills are activities that the candidate can perform based on what they have learned in the past, or from qualifications they already have.

A skill is the ability to give effective presentations. A skill is something that can be learned through study and practice.

Competencies are the traits or attributes you expect the candidate to display in the role.

A competency, would be strong communication, which is a characteristic displayed by a person

When hiring, strong consideration is given to competencies such as leadership, teamwork, flexibility, communication and initiative.

Reporting Relationships

Reporting lines clarify the responsibilities of the position by showing who the candidate reports to and who reports to them.

An organizational chart is a good way to represent relationships in a job description, with vertical lines between boxes demonstrating reporting lines and horizontal lines showing working relationships.

Image credit: https://www.123rf.com/profile_leremy

Kitchen Organizational Chart

Image Credit: http://louzado.com/img/restaurant-kitchen-organizational-chart_0.bmp

Salary

A salary range should be included in the job description. It should be competitive with similar positions in other organizations and allow for variations according to education and experience levels.

Image credit: http://www.bankofcanada.ca/banknotes/bank-note-series/polymer/

Company Overview

While a candidate should already know essential details about the hiring company, it is still useful to provide a description of the company.

Include information about the company's mission, goals, key leaders and its significance in the industry.

For a job description, choose a style that conveys your company's philosophy. The goal is to attract people who are the right fit for the position and the company.

While it is ideal that a candidate would already know essential details about the hiring company, it is helpful for potential applicants to have a description of the company (as written by the company) at hand. Include information about the company's mission, goals, industry and headquarters location. Other useful details could include the number of states and countries where the company is present, number of employees, annual sales and so on.

http://mashable.com/2011/06/03/how-to-write-job-description/#8k8xlFSmN5qM

When creating a job description, choose a style that conveys your company's philosophy. The goal is to attract people who are the right fit for the position and the company.

McGraw-Hill/Irwin

Selection

Selection and Placement, focuses on ways to minimize errors in employee selection and placement to improve a company’s competitive position; it focuses on five standards that should be met by any selection method. It then evaluates several common selection methods according to those standards.

Watch the video

There's No Greater Act of Hospitality than to Embrace a Stranger as One's Own. It's In Our Nature.

https://www.youtube.com/watch?v=wZeS0Un3jwk (3min 01sec)

Based on the Shangri-La video from week 2 when selecting the right candidates to fit the company culture, the HR team would be looking for the ability for the candidate to:

*Sincerely embrace a stranger

Speak more than one language

Work internationally

Work with little supervision

Our Philosophy: Shangri-La Hospitality from a Caring Family.

Our Mission: To delight our guests every time by creating engaging experiences straight from our hearts.

Our Core Service Values: Respect, Humility, Courtesy, Helpfulness and Sincerity.

What is the service philosophy of Shangri-La? What qualities will candidates for any position within Shangri-La need to posses? As a hiring manager at Shangri-La, how could you assess whether the candidate possessed the necessary qualities and attributes to fit with the company culture?

Selection

Selection:

Placing candidates who are the right fit for your company in the right job at the right time.

The video is as intense as the Shangri-la is about their hospitality.

Here are Shangri-La’s philosophy, mission and core service values that you will probably be able to identify from the video you just watched:

Our Philosophy: Shangri-La Hospitality from a Caring Family.

Our Mission: To delight our guests every time by creating engaging experiences straight from our hearts.

Our Core Service Values: Respect, Humility, Courtesy, Helpfulness and Sincerity.

After watching the video and considering the company philosophy, mission and core service values, consider the following questions:

What qualities will cook or chef candidates within Shangri-La need to posses?

As a hiring manager at Shangri-La, how could you assess whether the candidate possessed the necessary qualities and attributes to fit with the company culture?

Certainly we can see that by having such a clear vision of who they are it then becomes easier to select the right employees who will bring their vision to life.

The key to successfully developing such a program is to follow a proven recruiting process for the positions you need to fill. Resist the temptation to omit steps, because shortcutting the process can shortchange your results. Here's what you'll need to do:

1. Develop accurate job descriptions. Your first step is to make sure you have an effective job description for each position in your company. Your job descriptions should reflect careful thought as to the roles the individual will fill, the skill sets they'll need, the personality attributes that are important to completing their tasks, and any relevant experience that would differentiate one applicant from another. This may sound fairly basic, but you'd be surprised at how many small companies fail to develop or maintain updated job descriptions.

2. Compile a "success profile." In addition to creating job descriptions, it's important to develop a "success profile" of the ideal employee for key positions in your company that are critical to the execution of your business plan. These might include such positions as team leaders, district managers and salespeople. For example, let's say you currently have 20 salespeople. Within that group, you have four that are top performers, 12 that are middle-of-the-road and four that aren't quite making the grade. If you could bump the number of folks in the top group from 20 percent to 33 percent, that could have a dramatic impact on your company's performance.

To accomplish that goal, you need to profile everyone in the sales group to identify any skills and attributes that are common to the top group but missing from the other groups. Using this information, you'll be able to develop a profile to help you select the candidates most likely to succeed in that position. Remember, you can't tell if you've found a match if you're not matching candidates against a specific profile.

3. Draft the ad, describing the position and the key qualifications required. Although some applicants will ignore these requirements and respond regardless, including this information will help you limit the number of unqualified applicants.

4. Post the ad in the mediums most likely to reach your potential job candidates. Of course, the Internet has become the leading venue for posting job openings, but don't overlook targeted industry publications and local newspapers.

5. Develop a series of phone-screening questions. Compile a list of suitable questions you can ask over the phone to help you quickly identify qualified candidates and eliminate everyone else.

6. Review the resumes you receive and identify your best candidates. Once you post your ad, you'll start receiving resumes...sometimes many more than you anticipated. Knowing what you're looking for in terms of experience, education and skills will help you weed through these resumes quickly and identify potential candidates.

7. Screen candidates by phone. Once you've narrowed your stack of resumes to a handful of potential applicants, call the candidates and use your phone-screening questions to further narrow the field. Using a consistent set of questions in both this step and your face-to-face interviews will help ensure you're evaluating candidates equally.

8. Select candidates for assessment. Based on the responses to your phone interviews, select the candidates you feel are best qualified for the next step in the process.

9. Assess your potential candidates for their skills and attributes using a proven assessment tool. A resume and phone interview can only tell you so much about a job applicant, so you'll need a dependable assessment tool to help you analyze the core behavioral traits and cognitive reasoning speed of your applicants. For example, a good test will provide insights as to whether the individual is conscientious or lackadaisical, introverted or extroverted, agreeable or uncompromising, open to new ideas or close-minded, and emotionally stable or anxious and insecure.

The success profile you created for each position will help you determine which behavioral traits are important for that position. For example, you would expect a successful salesperson to be extroverted. On the other hand, someone filling a clerical position might be more introverted.

These assessment tests can be administered in person or online. Online testing and submission of results can help you determine whether the applicant should be invited for a personal interview.

10. Schedule and conduct candidate interviews. Once you've selected candidates based on the previous steps, schedule and conduct the interviews. Use a consistent set of 10 or 12 questions to maintain a structured interview and offer a sound basis for comparing applicants.

11. Select the candidate. Make your selection by matching the best applicant to the profiled job description.

12. Run a background check on the individual to uncover any potential problems not revealed by previous testing and interviews.

13. Make your offer to the candidate. The information you collected during the interview process will provide you with important insights as to starting compensation levels and training needs.

Additional Pre-Recruiting Tips

Before you start the hiring process, determine your strategy relative to how people fit into your organization. What is your process for making sure they're a good fit with your company's culture? Decide whether your approach to the cultural question should include a second interview. Also, who else, if anyone, do you involve in the interviews to help make this selection and judge the candidate? Your goal is to have a plan that will help you determine whether you have a qualified applicant who will fit into your company's culture.

In addition, decide whether you're going to conduct pre-employment testing. How much is it worth for you to know an individual's strengths and weaknesses, not just as a hire/don't hire test, but as a coaching tool to help you determine their training needs and the best approach to maximize the person's productivity? Pre-employment testing is often overlooked, when it could be a very valuable tool. For example, if you find an applicant who fits the job description and appears to be the person you want to hire, pre-employment testing can help you determine how to work with them more effectively and move them along in your organization.

If you want your business to attract and retain good clients, your comprehensive people strategy must include a recruiting and selection strategy that attracts and retains quality employees. Following a well-thought-out, structured process will help you best match the right people to the right jobs in your company.

https://www.entrepreneur.com/article/76182

The Selection Process

Review of Application

Care taken to ensure applicant is qualified and meets legal requirements

Set up phone interview pre-screening

Employment tests

Personality/Aptitude

Knowledge

Performance

Integrity

Attitude

Review & Screening

The Selection Process

Review & screening

Employment references

Discuss applicant’s work history

References may not be candid, especially with negative information

Employment tests

Interview

Verification of references

Supervisors (not just HR managers) involved to increase quality of the hiring decision.

Various Employment Tests:

A cognitive ability test differentiates individuals based on mental rather than physical capacities.

Verbal Comprehension -a person’s capacity to understand and use written and spoken language.

Quantitative Ability - speed and accuracy with which one can solve arithmetic problems.

Reasoning Ability - a person’s capacity to invent solutions to diverse problems.

Personality inventories categorize individuals by personality characteristics. – extroversion, inquisitiveness etc.

Emotional Intelligence – Empathy, Self Awareness, Social Skills

Physical Ability Tests

Work samples simulate a job in miniaturized form

Drug Tests - tend to be reliable and valid, used where safety is a concern

Reference Checks: give the applicant notice in advance that it intends to contact previous employers or conduct background checks

explain to the applicant in advance the purpose or reason for collecting, using or disclosing the information

ensure that the collection and use of the information is "reasonably required" for the establishment of the employment relationship (i.e., to determine the job applicant’s suitability for the position).

The Purpose of an Interview

The goal is to determine whether or not a candidate is a strong match for the company and the job.

The goal is to hire the best people possible always.

The interview is a more in depth assessment of a candidate's qualities and experiences than the application/resume evaluation.

https://www.reference.com/business-finance/purpose-interview-9ea50cddc6498317#

Allows the employee to understand the job setting before the hiring decision

Observation shifts show candidate:

Type of work

Equipment

Work environment/company culture

Steps in the Selection Process

Review & screening

Employment tests

Verification of references

Employment interview(s)

Realistic job previews

Hiring decision

Marks the end of the selection process

Structured

Face-to-face interview:

Interviewers are looking for dedication, teamwork, leadership and who you are, your personal characteristics. Use your STAR stories.

Behaviourally-oriented/S.T.A.R.

Behavioural description: past behaviour is the best predictor of future behaviour

Situational--attempts to assess applicant’s likely future response to specific situations

Pre-screen: Phone or Video

Verification of key details of resume and candidate’s fit for position

Rely on a predetermined checklist of questions

Prerequisite to moving to formal interview

Types of Interviews

STAR stands for Situation, Task, Action, Result. Using this strategy is particularly helpful in response to competency and behavioural-focused questions, which typically start out with phrases such as, "Describe a time when..." and "Share an example of a situation where...."

The STAR technique

What Is the STAR Interview Response Technique?

The STAR interview response technique is a way of answering behavioral interview questions. Behavioral interview questions are questions about how you have behaved in the past. Specifically, they are about how you have handled certain work situations. Employers using this technique analyze jobs and define the skills and qualities that high-level performers have exhibited in that job.

Since past performance can be a good predictor of the future, interviewers ask these questions to determine whether candidates have the skills and experiences required to excel in the job.

For example, employers might be looking for proof of problem-solving skills, analytical ability, creativity, perseverance through failure, writing skills, presentation skills, teamwork orientation, persuasive skills, quantitative skills, or accuracy.

Examples of behavioral interview questions include the following:

Tell me about an occasion when you had to complete a task under a tight deadline.

Have you ever gone above and beyond the call of duty?

What do you do when a team member refuses to complete his or her quota of the work?

Situation: Describe the context within which you performed a job or faced a challenge at work. For example, perhaps you were working on a group project, or you had a conflict with a coworker. This situation can be drawn from a work experience, a volunteer position, or any other relevant event. Be as specific as possible.

Task: Next, describe your responsibility in that situation. Perhaps you had to help your group complete a project within a tight deadline, resolve a conflict with a coworker, or hit a sales target.

Action: You then describe how you completed the task or endeavored to meet the challenge. Focus on what you did, rather than what your team, boss, or coworker did. (Tip: Instead of saying, "We did xyx," say "I did xyz.")

Result: Finally, explain the outcomes or results generated by the action taken. It may be helpful to emphasize what you accomplished, or what you learned.

How to Prepare for an Interview Using STAR

Since you won’t know in advance what interviewing techniques your interviewer will be using, you’ll benefit from preparing several scenarios from the jobs you’ve held.

First, make a list of the skills and/or experiences that are required for the job. It may help you to look at the job listing and similar job listings for indications of the required or preferred skills/qualities and match your qualifications to those listed in the posting. Then, consider specific examples of occasions when you displayed those skills. For each example, name the situation, task, action, and result.

Whatever examples you select, make sure they are as closely related to the job you’re interviewing for as possible.

You can also take a look at common behavioral interview questions, and try answering each of them using the STAR technique.

Examples of Interview Questions and Answers Using STAR

Example Question 1: Tell me about a time you had to complete a task within a tight deadline. Describe the situation and explain how you handled it

Example Answer 1

While I typically like to plan out my work in stages and complete it piece by piece, I can also achieve high-quality work results under tight deadlines. Once, at a former company, an employee left days before the imminent deadline of one of his projects. I was asked to assume responsibility for it, with only a few days to learn about and complete the project. I created a task force and delegated work, and we all completed the assignment with a day to spare. In fact, I believe I thrive when working under tight deadlines.

Example Question 2: What do you do when a team member refuses to complete his or her quota of the work?

Example Answer 2

When there are team conflicts or issues, I always try my best to step up as team leader if needed. I think my communication skills make me an effective leader and moderator. For example, one time, when I was working on a team project, two of the team members got embroiled in an argument, both refusing to complete their assignments. They were both dissatisfied with their workloads, so I arranged a team meeting where we reallocated all the assignments among the team members. This made everyone happier and more productive, and our project was a success.

Example Question 3: Tell me about a time you showed initiative on the job.

Example Answer 3

Last winter, I was acting as an account coordinator, supporting the account executive for a major client at an ad agency. The account executive had an accident and was sidelined three weeks before a major campaign pitch.

I volunteered to fill in and orchestrate the presentation by coordinating the input of the creative and media teams. I called an emergency meeting and facilitated a discussion about ad scenarios, media plans, and the roles of various team members in relation to the presentation.

I was able to achieve a consensus on two priority ad concepts that we had to pitch, along with related media strategies. I drew up a minute-by-minute plan of how we would present the pitch that was warmly received by the team based on our discussions. The client loved our plan and adopted the campaign. I was promoted to account executive six months later.

The Interview Process

3. Information

exchange

1. Interviewer

preparation

2. Creation

of rapport

4. End Interview

Discuss next steps

5. Evaluation

Candidates selected for interviews should know exactly what to expect: when, where, and who will be involved in the interview. Be considerate, be thoughtful… be awesome.

Spend twice the time on doing homework on the candidate as you do on the interview.

Make the interview a conversation, not an interrogation.

Allow candidates to ask questions and take the time thoughtfully answer them. Remember, a candidate who has questions is more serious about the job and we should take them more seriously.

Describe the next steps; provide closure

Contact references - not only the ones provided by candidate, but also reach out to contacts that also may know the candidate so you get an impartial reference.

Conduct a second or even third interview if necessary

Make an enthusiastic offer! Be excited to offer the job to the candidate. After all, they may be your new star and you want them to know you can’t wait for them to be part of the team.

The Interview

Conducting the Perfect Job Interview

Read the article

Please read Successful Interviewing by Jeff Haden (found under week 3)

https://www.linkedin.com/pulse/20140210135852-20017018-conduct-the-perfect-job-interview-in-twelve-simple-steps Jeff Hayden

Interviewer Errors

Arriving late and being unprepared

Fail to define a success profile for position

Fail to ask open-ended, accomplishment-oriented questions

What do you consider to be the biggest accomplishments of your life and your career? Why?

Not making candidate feel welcome

Not using a scorecard or writing down what the candidate actually said:

helps you to grade every candidate objectively against criteria that are important for the job

Click on hyperlink to see example of Interview Scorecard

Stereotypes

Harbouring prejudice or hiring people like you or who make you feel comfortable

Interviewer domination

Let the candidate do most of the talking

An interview scorecard can keep you focused and on track during an interview with an applicant. This helps you to grade every candidate objectively against criteria that are important for the job.

Additionally, encourage every interviewer to write down what candidates actually say during the interview, rather than what they thought was said. When interviewers review these verbatim notes it will jog their memories and recall the candidates’ actual responses. In turn, this will enable everyone to more accurately discuss the candidate’s strengths and weaknesses and decide who makes the next round of interviews. http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/interviewing-candidates/interview-preparation.aspx

Interviewee Errors

Arriving late

Dressing inappropriately

Making a weak first impression

Open posture, smile and firm handshake convey confidence for a great first impression

Failing to research the position and company

Having phone out during interview

Talking too much/too little

Badmouthing a former employer

Failing to ask the interviewer questions

Not updating your social media profiles

Set social networking profiles to private, and display your education and experience on your public (LinkedIn, etc.) profiles

Here’s a favourite interview question to assess a candidate’s emotional intelligence and how they approach interpersonal challenges:

Have you worked with someone you didn't like? How did you handle it?

Yes as a matter of fact, I have worked with someone whom I found difficult to like as a person. However, when I focused on the skills they brought to the job and their ability to solve problems, slowly my attitude towards them changed and I could appreciate their contribution. We were never friends, but we did work well together and we got the job done.

This answer is mature and honest and shows the candidate can focus on what is important – getting the job done with the team and not get bogged down in petty interpersonal power struggles.

So, What Does Everyone Want at Work?

Despite generation, race, or gender employees want the same things from work.

Companies that create environments in which employees answer each of the four following questions with “Yes” are those most likely to win and retain the best talent.

Next slide

The Human Capital Edge, 2002, Ira Kay and Bruce N. Pfau

All employees consider the following when deciding whether to join, give their best effort or stay at an organization:

Is this a winning organization I can be proud of?

Employees want to be proud of the organization they work for. They want to work for a successful, high-performing company and for leaders with a blend of competence, integrity and vision.

Can I maximize my performance on the job?

Most employees want to be able to do a good job. That means working in an environment that will make the most of their skills and which provides the resources, information, authority and training necessary to be at their best.

Are people treated well?

People want to work in an inclusive environment where they are respected, valued and treated fairly. They want their opinions to count, and they want their contributions recognized and rewarded both financially and psychologically.

Is the work itself fulfilling and enjoyable?

Everyone wants to enjoy the work they do and the people with whom they work. They also want to derive a sense of meaning and purpose from what they do every day.

What Do Millennials Really Want at Work? The Same Things the Rest of Us Do

Bruce N. Pfau https://hbr.org/2016/04/what-do-millennials-really-want-at-work

The Human Capital Edge, 2002, Ira Kay and Bruce N. Pfau