Recruitment and selection
Download
1 / 73

Recruitment and Selection - PowerPoint PPT Presentation


  • 67 Views
  • Uploaded on

Recruitment and Selection. Posting and Screening. This Session. RECRUITMENT COMPONENTS: Posting and Screening Behavior-based Interviewing Setting Salaries. Objectives. Analyze a position to determine its key competencies

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' Recruitment and Selection' - jamalia-langley


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Recruitment and selection

Recruitment and Selection

Posting and Screening

March 2008


This session
This Session

RECRUITMENT COMPONENTS:

Posting and Screening

Behavior-based Interviewing

Setting Salaries

March 2008


Objectives
Objectives

  • Analyze a position to determine its key competencies

  • Write a compelling, competency-based job posting to attract qualified candidates

  • Use key competencies to screen applications and determine who to interview

March 2008


Purpose of postings
Purpose of Postings

  • Sell the job

  • Attract applicants who can do the job

  • Provide information for applicants to use in determining whether to apply or not

  • Justify and defend hiring decisions

March 2008


Steps in developing a posting
Steps in Developing a Posting

  • Define the business need

  • Describe the work

  • Identify the Competencies

  • Establish the training and experience requirements

  • Establish the recruitment range

  • Take care of the details- where and how long to post?

March 2008


Define the business need
Define the Business Need

  • Consider departmental goals and objectives

  • Consider workforce planning needs

  • Consider funds available

March 2008


Describe the work
Describe the Work

  • What are the main or primary responsibilities of the position?

  • Describe the range of duties (narrow vs. broad) based on the business need

March 2008


Determine the minimum competency requirements
Determine the Minimum Competency Requirements

  • Review the Position Description, Competency Profile, Competency Dictionary for behavioral competencies, and Agency core competencies

  • Review previous Performance/Competency evaluation forms (for existing positions)

  • Meet with Manager to determine Required and Preferred Competencies for the Posting

  • Competencies are part of the Job Description

March 2008


Establish training and experience requirements
Establish Training and Experience Requirements

  • Basic requirement is the class minimum from the class specification

  • Transition teams determined T&E (Training and Education) guidelines for each competency level.

  • 1-4 Competencies from Job Description

  • Remember, applicant must meet posted T&E minimum required and posted competencies to be qualified

March 2008


Establish the recruitment range
Establish the Recruitment Range

  • Consider the four pay factors (business need, competencies, equity, market)

  • Have relationship with competency level

  • If you are willing to accept an entry level candidate, drop to minimum of the class range

March 2008


Establish the pay range
Establish the Pay Range

  • Generally the entire banded pay range

  • If there is a limit on the level of duties possible for a job, a range maximum may be set below the salary range maximum.

March 2008


Salary grade equivalency
Salary Grade Equivalency

  • Currently, a salary grade equivalency is set for each competency level

  • Levels the playing field between banded and non-banded employees

March 2008


Taking care of details comments
Taking Care of DetailsComments

  • To Consider Lower Level Candidates: “If no applicants apply who meet the required competency and T&E requirements, then management may consider other applicants.” Salary would be determined based on competencies, equity, budget, and market considerations

  • Salary Grade Equivalent provided for determination of Promotion Priority

March 2008


Purpose of screening
Purpose of Screening

  • Determine Qualified vs. Not Qualified

  • Determine Most Qualified Pool from Qualified Pool

  • Identify Candidates for Interview

March 2008


Steps in screening
Steps in Screening

  • Know the job

  • Know the job requirements (required competencies and T&E) as stated in vacancy announcement

  • Incorporate competencies into “Posting Specific Questions” on Posting Requisition in Jobsearch

March 2008









Summary
Summary

  • Posting

    • Define Business Need

    • Describe the Work

    • Establish Minimum Training & Experience Reqs

    • Determine Minimum Competency Reqs

    • Establish the Recruitment Range

    • Compose Posting Specific Questions Based on Competencies

  • Screening

  • Questions?

March 2008


Recruitment and selection1

Recruitment and Selection

Behavior-based Interviewing

March 2008


Objectives1
Objectives

  • Write effective behavioral interview questions

  • Use the STAR technique to assess applicant responses

  • Make a fair and informed selection decision

March 2008




KNOW THE JOB

March 2008


Competency based approach
Competency-Based Approach

  • Uses past behavior to predict future behavior

  • Uses job’s key competencies

  • Evaluates behavior against target job

  • Requires applicant to focus on job-related behavior

  • Uses planned questions

March 2008


Why behavioral
Why Behavioral?

  • Increase quality of hire

  • Direct link to competencies

  • Use questions that effectively evaluate performance

  • Assess candidates consistently

March 2008


Develop questions
Develop Questions

List of Behavior-based Questions on:

  • Your CD

  • HRS Website

March 2008


Sample question
Sample Question:

“Tell me about a recent problem that came up in your job for which old solutions would not work. How were you able to solve this problem?”

March 2008


Sample question 2
Sample Question 2:

“Describe a situation where you were successful in getting people to work together effectively.”

March 2008


Use the star
Use the “STAR”

March 2008


  • Situation or Task – the situation or problem leading to the candidate’s actions

  • Action – active attempts to effect change or influence events

  • Result – the outcome of the candidate’s actions

March 2008


Unusable stars
Unusable STARs

  • “Non” STARs

    • Feelings or opinions

    • Theoretical statements

    • Future-oriented statements

    • Vague statements

  • Incomplete STARs

    • Missing one or more components

March 2008


Behavioral questioning
Behavioral Questioning

  • Focus on “why, how, what” candidates have learned from their experience

  • Use active listening skills to assess candidate’s credibility genuineness

March 2008


Questioning sequence

Incomplete

STAR

Follow-up to

Complete STAR

Behavioral

Question

False STAR

Follow-up to Get

STAR

Complete STAR

Follow-up to Get Another STAR

Questioning Sequence

March 2008


Develop benchmarks
Develop benchmarks

  • Framework to assess candidates’ responses objectively and consistently

  • Defines 3 levels – High, Medium, Low

  • Determine Benchmark for Specific Position

March 2008


Benchmark examples
Benchmark Examples

  • Q: Describe some projects that you have been largely responsible for in your previous work experiences.

March 2008


March 2008



March 2008


March 2008


March 2008


March 2008


March 2008


Selecting the candidate
Selecting the Candidate Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Use High, Medium, Low scale

    • More significant behavior

    • More recent behavior

    • More related behavior

March 2008


Make the selection decision
Make the Selection Decision Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Relative importance of competencies

  • Quality/Quantity of behavioral information

  • Consistency of behavior

  • Trainability

March 2008


A model structured interview process1
A Model Structured Interview Process Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

March 2007


Summary1
Summary Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Behavioral Questions

  • STAR

  • Probing

  • Benchmarks

  • Skill Development Activities

  • Questions?

March 2008


Recruitment and selection2

Recruitment and Selection Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

Setting Salaries

March 2008


Objective
Objective Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Set the correct salary based on competency assessment and pay factors

March 2008


Career banding system1
Career-banding system Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

Revised March 2007


  • It’s the job…. Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

    • Business Need

  • It’s the employee….

    • Career Development

  • It’s the PAY!

March 2008


In a perfect world
In a Perfect World…. Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Competency level of position/posting

  • Competency level of selected applicant

  • Market Rates

  • Pay Factors

March 2008


Pay based on competencies
Pay Based on Competencies Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

Competency Assessment Form

Contributing Journey Advanced

Comp A X

Comp B X

Comp C X

Overall X

Employee’s Pay

Career-Banded Class Rates

Min

Max

Contributing

Reference

Rate

Journey

Market

Rate

Advanced

Reference

Rate


Pay based on competencies1
Pay Based on Competencies Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

Competency Assessment Form

Contributing Journey Advanced

Comp A X

Comp B X

Comp C X

Overall X

Employee’s Pay

Career-Banded Class Rates

Max

Min

Contributing

Reference

Rate

Journey

Market

Rate

Advanced

Reference

Rate


Pay based on competencies2
Pay Based on Competencies Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

Competency Assessment Form

Contributing Journey Advanced

Comp A X

Comp B X

Comp C X

Overall X

Employee’s Pay

Career-Banded Class Rates

Min

Max

Contributing

Reference

Rate

Journey

Market

Rate

Advanced

Reference

Rate


But where do i start
But where do I Start???? Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

1. Plan the work, THEN work the plan

  • Gather all necessary tools

    2. Consistent use of policy/procedure

  • Know policies and procedures

  • Utilize your HR Program Managers for questions

    3. Apply ALL pay factors consistently

  • Have a thorough understanding of PF’s

    4. Justify and Document

  • Document, document, document

March 2008


1 tools needed
1. Tools Needed Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

Thorough Knowledge of:

  • The Position

  • The Selected Candidate

  • The Work Unit

March 2008


Tools needed the position
Tools Needed – the Position Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Posting information

  • Profile

  • Competency level of work

  • $ amount posted

  • Job Description

  • Work Plan

March 2008


Tools needed the candidate
Tools Needed – the Candidate Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Application of selected candidate

  • Competency level of selected applicant

  • Interview notes and supplements

March 2008


Data and tools needed
Data and Tools Needed Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Work Unit information

    – Salary/competency info. of work unit

    – Spreadsheet of employee/salary info.

  • $ amount available

  • University/Division policies on Awarding Pay

March 2008


2 policy procedure things to think about again
2. Policy & Procedure Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager. Things to think about…again.

  • Any special uses of reserves?

  • Other salary needs already in the work unit?

  • Other employees in work unit already working toward new competencies?

  • When does UNCG award for competencies?

    • Interim PMP and Final PMP

March 2008


3 the pay factors
3. The Pay Factors Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Financial ResourcesThe amount of funding that a manager has available when making pay decisions.

  • Appropriate Market RateThe market rate applicable to the functional competencies demonstrated by the employee.

  • Internal Pay AlignmentThe consistent alignment of salaries for employees who demonstrate similar required competencies in the same banded class within a work unit or organization.

  • Required CompetenciesThe functional competencies and associated levels that are required based on organizational business need and demonstrated on the job.


4 document forms
4. Document – Forms! Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Salary Information

  • Spreadsheet for Salary Recommendations

  • Salary Decision Worksheet

  • Competency Assessment Sheet

March 2008


The process
The Process Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Step 1: Level the selected candidate

  • Step 2: Apply ALL Pay Factors

  • Step 3: Justify/Document

  • Step 4: Obtain appropriate approvals

  • Step 5: Offer to selected candidate

    • Explain Career Banding and how salary derived

    • Explain any additional short range opportunities

March 2008


Step 1 level the candidate
Step 1: Level the Candidate Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Determine overall level for candidate by…

    • Identifying key functional competencies of job

    • Compare those to the candidate using

      • Application

      • Interview

      • Skills/Sample Ratings

      • Reference check

March 2008


Step 2 apply the pay factors
Step 2: Apply the Pay Factors Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

1. Financial Resources

Agency business need (budget)

2. Appropriate Market Rate

Journey market rate guidelines/market reference rate guidelines and related market information

3. Internal Pay Alignment

Internal pay alignment (equity)

Current salary and total compensation

4. Required Competencies

March 2008


Step 3 justify document
Step 3: Justify & Document Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Justify

  • Document, Document, Document

March 2008


Step 4 approval
Step 4: Approval Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Follow University/Unit procedure

  • Obtain appropriate approvals

March 2008


Step 5 offer to candidate by hr
Step 5: Offer to Candidate by HR Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

  • Offer and explain salary

    • Explain Career Banding

    • Explain how salary derived

  • Explain any additional short range opportunities

March 2008


ad