Recruitment and selection
This presentation is the property of its rightful owner.
Sponsored Links
1 / 73

Recruitment and Selection PowerPoint PPT Presentation


  • 46 Views
  • Uploaded on
  • Presentation posted in: General

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

Download Presentation

Recruitment and Selection

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


Recruitment and selection

March 2007


Recruitment and selection

March 2007


Recruitment and selection

March 2007


Recruitment and selection

March 2007


Recruitment and selection

March 2007


Recruitment and selection

March 2007


Recruitment and selection

March 2007


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


Career banding system

Career-banding system

March 2007


A model structured interview process

A Model Structured Interview Process

March 2007


Recruitment and selection

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


Recruitment and selection

  • 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


Recruitment and selection

  • High Benchmark = Responsible for initiating and completing several major projects or developments.  Candidate describes how projects were accomplished and the results.

March 2008


Recruitment and selection

  • Medium Benchmark = Responsible for initiating or completing several major projects.

March 2008


Recruitment and selection

  • Low Benchmark = Worked on projects, but had no part in their initiation or responsibility for their completion.

March 2008


Recruitment and selection

  • Q: Suppose you had many important projects with rigid deadlines, but your manager kept requesting various types of paperwork, which you felt were totally unnecessary. Furthermore, this paperwork was going to cause you to miss your deadlines. What would you do?

March 2008


Recruitment and selection

  • High Benchmark = Present the conflict to the manager. Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager.

March 2008


Recruitment and selection

  • Medium Benchmark = Tell the manager about the problem.

March 2008


Recruitment and selection

  • Low Benchmark = Do the best I can.

March 2008


Selecting the candidate

Selecting the Candidate

  • Use High, Medium, Low scale

    • More significant behavior

    • More recent behavior

    • More related behavior

March 2008


Make the selection decision

Make the Selection Decision

  • 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

March 2007


Summary1

Summary

  • Behavioral Questions

  • STAR

  • Probing

  • Benchmarks

  • Skill Development Activities

  • Questions?

March 2008


Recruitment and selection2

Recruitment and Selection

Setting Salaries

March 2008


Objective

Objective

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

March 2008


Career banding system1

Career-banding system

Revised March 2007


Recruitment and selection

  • It’s the job….

    • Business Need

  • It’s the employee….

    • Career Development

  • It’s the PAY!

March 2008


In a perfect world

In a Perfect World….

  • Competency level of position/posting

  • Competency level of selected applicant

  • Market Rates

  • Pay Factors

March 2008


Pay based on competencies

Pay Based on Competencies

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

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

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????

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

Thorough Knowledge of:

  • The Position

  • The Selected Candidate

  • The Work Unit

March 2008


Tools needed the position

Tools Needed – the Position

  • Posting information

  • Profile

  • Competency level of work

  • $ amount posted

  • Job Description

  • Work Plan

March 2008


Tools needed the candidate

Tools Needed – the Candidate

  • Application of selected candidate

  • Competency level of selected applicant

  • Interview notes and supplements

March 2008


Data and tools needed

Data and Tools Needed

  • 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 & ProcedureThings 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

  • 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!

  • Salary Information

  • Spreadsheet for Salary Recommendations

  • Salary Decision Worksheet

  • Competency Assessment Sheet

March 2008


The process

The Process

  • 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

  • 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

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

  • Justify

  • Document, Document, Document

March 2008


Step 4 approval

Step 4: Approval

  • Follow University/Unit procedure

  • Obtain appropriate approvals

March 2008


Step 5 offer to candidate by hr

Step 5: Offer to Candidate by HR

  • Offer and explain salary

    • Explain Career Banding

    • Explain how salary derived

  • Explain any additional short range opportunities

March 2008


  • Login