Hiring Practices

1. Hiring Practices Tammy Ruffin, PHR Director of Human Resources Truffin@casedesign.com 301-229-9380 ext. 281

2. The failure of a new team member is almost always due to: • A Bad or Negligent Hire • Insufficient Training

3. $2K-10K The Cost of a Bad Hire • $ Recruitment / advertisement • $ Screening time • $ Interviewing time • $ Orientation • $ Learning curve • $ Training • $ Unhappy clients / poor work / low GP • $ Lost revenues • $ Lost time

4. Fundamental Steps of Hiring • Need Assessment • Recruitment • Screening of Applicants • Interview Prospective Candidates • Selection • New employee orientation

5. Need Assessment • When is there a need to hire? • Decide how you will find the person to fill the position • Determine the qualities and skills you wish the candidate to have; then revise, update, or create a job description identifying the essential functions of the job • Determine the salary range for the Job.

6. Internal recruiting Classified Ads Ask for and Emphasize Referrals Resumes on File Industry Magazines/ Associations Universities/ Vocational Schools Radio Ads Others ? Recruiting

7. Screening Applicants • Review resumes / calls • Respond to good applicants immediately • Initial Phone Call • Make it as soon as possible • Explain the qualities and abilities needed for the job • Get the applicant to tell you about their qualifications and experience • Purpose is to decide if you want to meet the candidate in person - not to decide if you want to hire them

8. Interview Process • Before the Interview • Prepare a list of questions that you will ask of each candidate • Take notes and prepare a form to use in assessing applicants • Choose an interview style • Self-appraisal: “what is it about you that makes you feel a certain way or want to do something?” • Situational: “tell me about a time when you…” • Develop a definite plan for conducting an interview

9. Interview Process (cont.) • During the interview • Have the employee fill out the following: • Application • Should be filled out by all applicants • Interviewer CAN NOT write on the original application or resume • Background check • The most important reason to do background checks is because it limits your liability

10. Interview Process (cont.) • Background check (cont.) • Fair Credit Reporting Act (FCRA) • Must provide applicant with notice of your intent to do a check – must obtain authorization • If you are taking adverse action you must inform the applicant of this in writing and provide them with a statement of their rights under the FCRA.

11. Interview Process (cont.) • Background check (cont.) • The most common types of background checks are on: the employment record, criminal conviction, professional references, education, driving record, credit and financial, social security, residency and salary. During the interview (cont.) • Reference check release form • You should have a clear waiver of liability of former and prospective employers for information given in a reference check

12. Interview Process (cont.) • McQuaig • What is it? • It is a self-assessment technique that measures an individual’s underlying temperament or behavior patterns – as well as his/her morale and how the individual is adjusting to the job

13. Interview Process (cont.) • McQuaig (cont.) • What are the Benefits? • Understanding a candidate’s temperament helps you differentiate between the natural-born leader, the natural-born specialist and the people in between. • By combining this with focused interview questions, you reduce reliance on "gut feeling" when making hiring decisions. • Selecting the right person. The candidate with the right behavior pattern will like the job, will take to it naturally and will likely be successful. • Helps you to better supervise, coach, counsel, and motivate an individual.

14. Interview Process Do: • Put the applicant at ease • Avoid interviewing stereotypes • Ask the right questions • Give the applicant an opportunity to ask you questions • End the interview on a positive note • Ask questions that will facilitate discussion

15. Interview Process Do: • Ask questions that elicit examples of work performed, decisions made, situations handled and outcomes obtained • Ask the same questions to each candidate to get better comparison between the candidates • Stick to job related questions only • Ask if there is anything that would prohibit the candidate from doing the essential functions of the job with or without reasonable accommodations

16. Interview Process Don’t • Don’t ask questions that violate Title VII of the Civil Rights Act of 1964 or Title I of the American with Disabilities Act of 1990 • Don’t ask a question that is not job related

17. Interview Process • After the interview • Document your evaluation of the candidate • Make your decision and notify the candidates who were not selected • Conduct a reference check and background check • Invite the candidate back for a second interview (if applicable) • After you have made your final decision, officially notify the candidate and schedule the proper orientation program

18. Questions to Ask Yourself About this Candidate Prior to Making A Hiring Decision • Can They Do the Job? • Will They Do the Job? • Will they Fit?

19. Seven Steps for Conducting a Successful Interview • Establish rapport with the candidate • Ask questions about past job performance • Probe to clarify understanding • Seek contrary evidence • Allow the candidate to ask questions • Close the interview • Review your notes and summarize your findings

20. The Actual Hire • Offer letter • Orientation • Gives employee an opportunity to ask questions • Gives us an opportunity to make the new employee feel welcome and appreciated • Reduces dissatisfaction and turnover

21. Conclusion Hiring the right people is critical to an organization’s achievement of its strategic plan; it also can avoid the emotional anguish and potential litigation costs of terminating someone who is a good person, but a bad fit.

22. Questions & Suggestions ?