You Hired Your New Employee - Now What?!. Jennifer Hermonson Kevin Romejko Nancy Aldrich 2012 IAPD-IPRA State Conference. Session Overview. Hiring Best Practices Review Onboarding Your New Employees Coach Up or Coach Out! Q&A . Hiring Best Practices. Recruiting.
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You Hired Your New Employee - Now What?! Jennifer Hermonson Kevin Romejko Nancy Aldrich 2012 IAPD-IPRA State Conference
Session Overview • Hiring Best Practices Review • Onboarding Your New Employees • Coach Up or Coach Out! • Q&A
Hiring Best Practices
Recruiting • Update job descriptions • Recruit – Internal / External • Where to advertise • Your website • Job Ads – local paper, Monster, etc. • Social Media
Social Media Recruiting • 90% of US firms plan to recruit via social media in 2012 • Most successful social media site for generating referrals to your jobs is: Facebook
Facebook vs LinkedIn Facebook LinkedIn Recruiters troll LinkedIn looking for candidates Connections may be with people you may never have personally met Used more by profes-sionals in mid to high level positions • Generates most word-of-mouth referrals • Connections are with people that Facebook users know • Very useful for establishing and marketing your agency’s brand to potential applicants
Interviewing Select the right interviewees Do they meet minimum job requirements? Did you prescreen by phone or email? What if you have too many qualified applicants?
Conduct the Interview Ask appropriate, legal questions Ask same questions of all applicants Do not write notes on the actual job application! Watch interview cues & body language Use a combination of four types of interview questions
Conduct the Interview • Credentials-based questions draw out information on previous job experience, education/training, experiences, degrees and certifications • Examples: What courses have you taken in Recreation? What spraying certifications do you have?
Conduct the Interview • Opinion-based questions elicit the applicant’s opinion on work-related topics • Examples: What do you think are the best ways of getting along with a coworker whose work style is different from yours? Do you believe “the customer is always right?”
Conduct the Interview • Knowledge-based questions cover the technical knowledge required to perform the job • Examples: What steps do you take when performing a deep water, unconscious victim rescue? How do you set up an Excel spreadsheet?
Conduct the Interview • Situational/behavioral-based questions elicit how the applicant has handled (or will handle) him/herself in a given work situation • Examples: Describe your most difficult encounter with a customer or coworker and how you handled it. Tell me about a conflict you had at work, and how you resolved it.
Other Interviewing Tips • Use open-ended questions so that the applicant cannot respond with a simple “Yes” or “No” • Don’t ask: Can you operate a chipper? • Do ask: What landscaping equipment have you been trained to operate?
Other Interviewing Tips • Probe and follow-up if you want more details, or if you are unclear about an applicant’s response • Never guess the meaning of an applicant’s response - you may be wrong! • Example: I’m not sure what you mean by “challenging”; please tell me more.
Hiring Decision At-will hiring Reference checking What about teens with no prior work experience?
Should You Facebook Your Applicants to Screen Them?
The Job Offer The Offer Letter Post-offer physical Background checks – criminal, credit, educational Start date
Onboarding Your Employees
You Only Get One Chance to Make A First Impression…..…..So Make It A Good One
The New Hire’s First Day • No one properly greets her or knows she’s starting • No training materials available • Security credentials and computer log-ons missing; were sent to wrong facility • Taken to work area, given a 140 page personnel policy manual and told to “read it”
The New Hire’s First Day • Had to find rest room herself • No one to go to lunch with; doesn’t even know where to eat lunch! • Co-workers wished her well with her future “life of non-stop work” • Manager didn’t know what to do with her because she was so busy with her own work
What is Onboarding? • Much more than orientation • Formal process of integrating employees into agency • Begins before the employee arrives for first day of work It starts during the recruitment and selection process!
The 4 C’s of Onboarding • Compliance teaches basic legal and policy-related rules and regulations • Clarificationsets all job-related standards and expectations • Culture provides employees with a sense of formal/informal organizational norms • Connectionfacilitates development of vital interpersonal relationships/information networks that new employees need
How to Onboard • Hi-tech vs High Touch • Establish/reinforce your brand • Timing • No longer a one-time shot
Items in Onboarding Packet • Welcome letter w/agency background • Map of agency • Map of offices in building where employee will work • IDs, keys, parking info/ parking decal • Staff shirt/uniform • Current org chart w/staff job duties outlined • Current job description • Contact information for key employees with photos • Computer log-on info • List of unique items e.g., where to have lunch, lunch/break info, etc. • Schedule of meetings with key staff (as applicable) • Training class schedule • Safety/emergency procedures • PDRMA/risk management info • Personnel policy manual, other manuals as applicable • Email/internet usages policies • Benefit info/enrollment paperwork • Holiday and pay date schedules
Creative Onboarding Ideas • Glenview’s New Hire Passport • Scavenger hunt to find different things in different facilities • Make baseball cards with coworkers’ photos & their unique information • Word search with key terms related to employee’s job or department • Progressive pot luck – department members share a dish for employee’s first lunch • Who Knows How Guide – Photos of staff with brief description of what they handle at the agency
Onboarding Part-time/Seasonal Staff • Time constraints • Short-term vs long-term employees • Method • Knowledge needed vs outcome expected
The Key First Month • Signs of high and low performers • Red flags • The Magic Number: 28 - avoiding unemployment if not a good fit
Resources • Society for Human Resource Management (SHRM) www.shrm.org • International Public Management Association – HR (IPMA-HR) www.ipma-hr.org • PDRMA www.pdrma.org