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View Point Health Basics of Supervision Course Series Module 7. Recruitment, Selection, & Hiring. HR, JE, 01/26/12. Areas of Emphasis Return on investment of time and money Process directed toward best candidate Catching interest of best audience Filtering responses

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View Point Health

Basics of Supervision Course Series

Module 7



& Hiring

HR, JE, 01/26/12

  • Areas of Emphasis

  • Return on investment of time and money

  • Process directed toward best candidate

  • Catching interest of best audience

  • Filtering responses

  • Developing predictive interview questions

  • Selecting based on future job performance

  • Hitting the ground running with new hire

Part 1

Our Recruiting Approach

  • Return on Investment

  • The time and money you and HR spend on recruiting is a large investment in VPH’s continued success.

  • VPH is a service provider, which directs 75% of revenue to salaries and fringe benefits

  • Supervisors are accountablefor selecting staff who are:

    • Qualified

    • Capable

    • Committed

    • Accountable

    • The best return on that investment

  • Hiring must be based on:

  • The duties assigned to a position

  • Public laws and regulations

  • Merit and qualifications

  • Fair and open competition

  • A clear time period

  • Careful documentation

  • Pre-set evaluation elements


JA Elements Info Flow

Line of Sight

All recruiting elements must be based on the duties of the position and geared toward hiring the right candidate.

Only certain recruiting elements appear on the job announcement, but they must all be worked out in advance.

Part 2

Employment Discrimination


USDOL Cargill Complaint

  • Recruiting processes, employment legislation, and employment litigation all center on two types of employment discrimination:

  • Disparate Treatment

  • and

  • Adverse Impact

Remember: the candidate’s perception becomes your reality, and employment law is meant to favor the employee, not to be fair.


Preg. Discrim. Fine

Disparate Treatment

A decision or practicewith the purpose of treating people differently because of race, sex, color, national origin, age (40 & above), disability, or religion.

Usually focuses on an individual decision and compares complainant to “similarly situated” members of a different group.


Outback Case Study

Adverse Impact:

The results of an employer’s policies, practices or cumulative decisions demonstrate a significant negative impact upon a particular group.

Focus is on patterns, rather than individual decisions.

  • Defense from Employment Discriminationdepends on clear, specific, legitimate non-discriminatory reason for the challenged decision or treatment.

  • Admissible evidence includes written records and the decision maker’s oral statements, which must be:

    • clear and concise

      • free from jargon or acronyms

        • only contain job related information

          • appear fair to any outside observer

  • Tip: Document recruiting as if you are writing for a jury, because you never know when you are.

Part 3

Our Recruiting Process

  • Tip: Start recruiting once you know a position will be vacant.

  • If you have advanced notice, don’t wait around for it to be vacant.

  • Recent Process Improvements

  • Develop more specific description, qualifications, and questions before announcement is posted.

  • Stop asking for separate letter of interest.

  • Have everyone interested in public announcements apply through

  • Post announcements on more agency and association sites.

  • Post all internal job announcements on the intranet.

  • Email applications and Disposition Form to hiring supervisor.

  • These steps are aimed at saving time, saving money,

  • complying with regulations, and getting the best candidate.


Intent to Recruit Form

Complete all parts of the Intent to Recruit form, available on the VPH intranet site, including:

  • Recruitment sources to be used

  • Length of the recruitment period

  • Which apps you wish to receive

    • (all qualifiedapplicants or only those who meet certain preferred qualifications)

  • Applicant Requirements

  • Fingerprintand Criminal Records check

    • Required for all VPH positions.

  • Georgia Driver’s License and MVR in compliance with policy

    • Required if position duties will require driving.

  • Pre-Employment Drug Test

    • Required if primary aspect of duties is driving (vehicle operators)

    • or if funded by addictive disease program (drug or alcohol).

  • You indicate the 2nd two on the Intent to Recruit

  • and they appear at the bottom of the job announcement.

  • Job Announcementsare distributed by HR as follows.

  • Public announcements:

  •, VPH’s website, where public announcements are listed by county

  •, the State’s main recruiting site, where public announcements are listed by agency

  • Industry or job-specific websites (always encouraged!)

  • Internal-only announcements:

  • VPH’s intranet, accessible through

  • Flyer emailed by HR to managers in those areas


  • Industry or Job-Specific Websites

  • Are your best bet for finding certified, experienced applicants.

  • We rely on your help to identify and pay for these sites.

  • We post our announcement there to make recruiting more efficient for you, HR, and the agency.

Exercise: What industry or job-specific websites can you think of?

Part 4

Announcement Elements

  • Minimum/Entry Qualifications (MQs or EQs)

  • Are assigned by SPA.

  • Are vague enough to just be used as the bare minimum.

  • Can only be modified for a regulation based reason.

  • Can be clarified(related experience, related education).

  • Can be added to with Position Specific Qualifications (degrees, certifications, licenses, terms and conditions)

  • Preferred Qualifications (PQs)

  • Are developed by the hiring supervisor and HR.

  • Go above and beyond the Minimum Qualifications.

  • Express competencies predictive of success on the job.

  • Are what the selector uses to distinguish the right candidate from other great candidates.

  • Must be job-related and non-discriminatory.

  • Sources of Preferred Qualifications

  • What qualities separate your great performers from your average performers?

  • What qualities or experience have your past selectees had?

  • What skills do your current employees still need?

  • What skills have past unsatisfactory pools lacked?

Statewide Performance Evaluation Competencies

Included in every supervisor’s Performance Evaluation

Included in every employee’s Performance Evaluation

A good source of Preferred Qualifications and Performance Evaluation criteria

Part 4 ½

Interview Questions

  • Interview Questions

  • Are the best tool for distinguishing the right candidate.

  • Are developed by the hiring supervisor and HR.

  • Must be the same for every candidate (allowing for extra questions of depth or clarification).

  • Go above and beyond what is on the application.

  • Seek information predictive of success on the job.

  • Rely on the interviewer to be a subject matter expert.

  • Must be job-related and non-discriminatory.

  • Interview Question Types

  • TypeExample

  • Introductory (Why are you interested in this position?)

  • Behavioral (Tell us about a time when you…)

  • Situational (Tell us what you would do if…)

  • Knowledge-eliciting(Tell us what you know about…)

  • Closing (Do you have any other relevant experience?)


Sample Behavioral Questions

  • The Behavioral Interview

  • Behavioral questions get at how the candidate might perform on the job.

  • Ask about actual experiences and hypothetical situations.

  • Questions and exercises that most mirror work duties are most predictive of future work performance.

  • Challenge a candidate and the interviewer to think

    • beyond the vague to the specific.

  • Invest the time and effort now to

  • benefit yourself and the organization in the future.

  • Bad Interview Questions

  • Have you worked with medical records?

  • (uninformative; yields yes or no responses)

  • Have you dealt with adolescents before?

  • (vague; answer could be work or personal related)

  • Do you have childcare issues? Do you have a car? How often are you sick?

  • (illegal; not related to job duties)

  • Tell me about a group project: who did you work with, how did you divide the work, what did you do, what were the results?

  • (too complex; yields rambling or unsatisfying response)


Illegal Interview Questions


Disability Recruiting Etiquette

Subjects to Avoid During Interviews

  • Age

  • Race or origin

  • Marital status

  • Childcare

  • Arrest record

  • Spouse’s occupation or income

  • Pregnancy

  • Regional preferences

  • Non-job related memberships

  • Birthplace

  • Personal finances

  • Political views or affiliations

  • Physical or mental disabilities

  • Leave record

  • Worker’s Comp record

  • Transportation


  • Interview Question Pop Quiz

  • Pick the appropriate interview question:

    • Do you have any kids you need to take to school before you come to work?

    • Do you generally take much sick leave?

    • Are you disabled?

    • Tell me about a time when you dealt with an angry customer.

    • You look Hispanic, so I can’t help asking, do you speak Spanish?

  • Start the Interview by Explaining

  • VPH’s mission and goals (sell the applicant, leave a good impression)

  • The duties of the position

  • The skillsrequired

  • The rest of the recruiting process

  • VPH’s non-participation in Social Security (for salaried positions only; with signature on SSA Form 1945)


State App Page 1


Release Form


Additional Employment


SSA From 1945

Interviewee Documents

These documents must be completed by the interviewee.

  • Interview Approach

  • End the interview by asking them if they have any questions.

  • Conduct a meeting, not an interrogation.

  • You should remain interested, friendly, and professional.

  • VPH needs repeat interviews, referrals, and a good image with the public and the industry.

  • Remember: If they are the right candidate,

  • you need them more than they need you.

  • Follow-Up Interviews

  • At the discretion of the hiring supervisor.

  • Submit questions to be used and answer criteria to HR prior to scheduling .

  • Same questions for each follow-up interview.

Remember: If it’s not job related,

it’s probably best not to ask about it.



Recruiting Elements Exercise

  • Recruiting Elements Exercise

  • Let’s practice drafting recruiting elements for two jobs, including:

    • Minimum Qualifications

    • Preferred Qualifications

    • Behavioral Questions

    • Situational Questions

    • Knowledge-eliciting Questions

Part 5

Application Processing

  • Acceptable Applications

  • Applications can only be accepted if they:

  • Are received during the posted period.

  • Follow the application instructions.

  • Meet the minimum/entry qualifications.

  • Meet the required preferred qualifications.

  • Applications are assessed based on the same…

  • Minimum/EntryQuals published in the job announcement

  • Preferred Qualifications published in the job announcement

  • Education and experience criteria

  • Additional screening methods (next slide)

  • Interview panel

  • Pre-set interview questions

  • Pre-set work exercises

  • Additional Screening Methods

  • Need to narrow your interview group?

  • You can call, email, or write the applicants requesting responses to job-related questions by a specific and reasonable deadline.

  • All candidates must be given the same message and deadline.

  • Proposed questions and response standards must be approved by HR review priorto use.

  • Attach acopy of the message sent, including date and time, to each application.


Applicant Disposit. Form

  • The Applicant Disposition Form

  • Lists all applications and what happened to them.

  • Each application is screened for the minimum/entry qualifications and preferred screening qualifications.

  • The hiring supervisor records the result for each candidate and returns the applications and completed form to HR.

Applicant Disposition Codes

Min Quals not met / NO MQ=Applicant does not meet the posted minimum qualifications.

PrefQuals not met / NO PQ=Applicant does not have the preferred qualification(s).

(Used when supervisor interviewed only those who met one or more of the preferred qualifications posted for the vacancy.)

Screened out / SCR=Applicant was screened out using a pre-approved screening method. Please comment on the reason for screening out the applicant.

Could Not Reach / NO INT=Applicant never responded. Comment should include the dates contacted, the method, and the result.

Declined Interview / NO INT=Applicant declined interview. Comment should include the dates contacted, the method, and the result.

Applicant Disposition Codes, cont.

No Show / NO INT=Applicant declined interview, never responded, or could not come during the planned interview time. Comment should include the dates contacted, the method, and the result.

Intv, not selected / CONS=Applicant was considered for the vacancy and either interviewed-but-not-selected or withdrew their application after the interview.

Intv and selected / APPT=Applicant was interviewed and selected for appointment.

Use of “sticky notes” and writing notes other than dates of phone calls or interview times on the actual application is discouraged.

These applicant dispositions go in this column.

Part 6

Reference Checks

  • Reference Checks

  • At interview, get at least three professional references.

  • Have applicant sign a release form.


Reference Check Form


Guide to References

  • Reference Checks

  • Use VPH’s suggested reference questions

  • or

  • Make up your own as long as they are based on skills and characteristics that are directly related to the job.

  • Reference Checks

  • Can conduct check on top candidates or just your leading one.

  • Reference letters from the applicant are no substitute.

  • Must talk to the reference listed, the supervisor, or a company HR rep.

  • Ask the same questions about each applicant.

  • Questions must be job-related.

  • Avoid the same topics you did during the interview.

  • If the contact is not forthcoming, at least get dates of employment, job title, and salary.

  • If you can’t reach the references, contact the applicantto open the channels or give you other references.


  • Reference Check Pop Quiz

  • Pick the appropriate reference check question:

  • Was this employee sick a lot?

  • He seemed a little creepy during the interview. Was it just nerves or was he like that at work?

  • Was she the type to file any grievances?

  • Off the record…

  • How good was he about meeting deadlines?

Part 7

Making Your Selection


Finalizing Selection Decision

  • Selection Approach

  • You’re looking for the candidate who will perform the best, not just the applicant…

    • With the most education

    • With the most experience

    • Who’s worked for the organization the longest

    • With the smoothest demeanor

    • Who needs the job the most

    • Who will accept the lowest salary

    • Who has the best “presentation” for the interview

    • Who you’ve known the longest

    • Who’s the most like you

Be aware of common selection biases and don’t fall into them!

  • Selection Paperwork

  • After the interviews, finalize the Applicant Disposition form.

  • Return applications in # order and attached to supporting material:

    • application forms/resumes interview notes

    • reference materials screening information testing materials


Request for Staff Change

  • Request for Staff Change

  • Completea Request for Staff Change form for the selected applicant.

  • Have it signed by your manager.

  • Attach it to the selectee’s application materials.


  • Selection Paperwork

  • Some hires require additional pre-employment information:

    • credentials forms

    • criminal records checks

    • Motor Vehicle Report requests

    • pre-employment physicals

    • etc.

  • What about your employees?

  • Selection Paperwork

  • Send complete selection package to HR…

  • New hire start dates are the 1st or the 16th

    • (or the next work day).

  • New hire orientation typically lasts 5 days.

no later than 5 working days before start

Part 8

The Job Offer

  • The Job Offer

  • After processing and approvals, HR notifies the supervisor to make the job offer. If accepted…

  • Confirm the enrollment date.

  • Get their Social Security number and date of birth.

  • Direct them to the New Employee Enrollmentsection of the VPH website ( to print information and forms for completion PRIOR to the enrollment date.

  • Discuss the required ~5 day initial training.

  • Ask them to bring their transcript (or proof it was requested) to enrollment.

  • Instruct them on requesting their NPI number.

  • The Job Offer

  • After acceptance, notify HR to send the Welcome Email.

  • HR also sends an official letterconfirming their:

    • Job title

    • Salary

    • Reporting date/time

    • Initial training requirements

  • Lastly, HR sends the non-select notices to the other interviewees.


New Hires Hate 1st Day

  • Before They Start

  • Develop a game plan for their first work week involving:

    • Tour

    • Training

    • Shadowing

    • Access computer programs

    • Responsibilities and Performance Measures

Make a good 1stimpression and establish momentum.


Course Eval.

As you would end an interview…

Do you have

any Questions?

Alicia Espinal


[email protected]

LaShon Smith-Brooks


[email protected]

Joshua Elzy


[email protected]