recruitment best practices southern territory headquarters human resources department debra elder...
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Recruitment Best Practices
Southern Territory Headquarters Human Resources Department
Debra ElderEmployment Manager
Successful RecruitmentHiring the “right” person for the “right” job
Adhering to all applicable Federal/State employment laws, as well as TSA policies/ procedures, throughout the recruitment process
AND
Federal Legislation
• Civil Rights Act/Title VII• Age Discrimination in Employment Act (ADEA)• Americans with Disabilities Act (ADA)/ADAAA • Executive Order 11246/Affirmative Action
Federal Legislation
On the basis of:• Race• Color• National Origin• Religion• Gender
Employment Conditions:• Recruiting• Compensation• Promotion• Training• Disciplinary
Action/Termination
Title VII of the Civil Rights Act of 1964 Prohibits Discrimination
Federal Legislation
• Equal Employment Opportunity Act• Vietnam Era Veterans' Readjustment Assistance Act
(VEVRAA)• Pregnancy Discrimination Act (PDA)• Civil Rights Act• Genetic Information Non-Discrimination Act (GINA)• Lilly Ledbetter Fair Pay Act
Title VII Amendments and Expansion
Affirmative Action Plan Compliance
• Typically required only as a result of specific Federal/State contracts containing Executive Order 11246
Southern Territory AAP Compliance (as of 4/1/2014)• THQ• ALM• FL• GA• KT• NCV• NSC• TX
EEOC Uniform Guidelines on Employee Selection Criteria
• The EEOC Uniform
Guidelines on Employee
Selection Criteria apply to all
selection procedures used to
make employment decisions,
including interviews, review
of experience or education
from application forms, work
samples, physical
requirements, and evaluations
of performance.
• The guidelines are
designed to aid in the
achievement of our
nation's goal of equal
employment opportunity
without discrimination on
the grounds of race, color,
sex, religion, national
origin, disability, age (40
or older), or veteran status.
Employee VS Independent Contractor
• The IRS regulates who may work as an Independent Contractor (IC) and broadly bases its requirements on three factors:
1. Behavioral controls (who has the right to direct the work--the employee or employer?);
2. Financial controls (who has made a financial investment in the work and stands to make a profit or loss?); and
3. The demonstrated relationship of the parties (written contracts that indicate employment, employee benefits, participation in employee meetings, etc.).
When these factors are reviewed and the employer is found to have the main control over the relationship, the worker is considered an employee and cannot be classified as an Independent Contractor.
Employee Turnover
• Employee turnover is COSTLY
• The cost per hire within organizations of 1,000 or less employees is estimated in excess of $3,000, with an average “time to fill” of 29 days.
Source: 2011-2012 SHRM Benchmarking Database
Job AdvertisementsAll open positions should be advertised• Generally, post positions on TSA Careers website• Positions may be posted internally only as
appropriate• Utilize information from standardized job
descriptions for job posting• Advertise open job positions on all relevant job
boards, including “Outreach Resources” as necessary
Social Media
Online technologies are bringing once private information to the public
sphere.
Despite some advantages of using social networking
websites as a recruiting
resource, there are also many disadvantages.
Social Media
should not be used as an
applicant screening
tool.
Staffing Agencies/Recruiters
• Negotiate fees in advance• Obtain contract placement terms in writing (e.g. fee
percentage, number of hours required to eliminate buy-out fee, replacement guarantee, etc.)
• If “Direct Hire,” notify Agency of AAP compliance requirement in writing (as applicable).
Utilizing a Staffing Agency or Recruiter may be a viable resource to identify qualified applicants for regular full-time/part-time and temporary needs.
Reasonable Accommodation• Employers must provide
applicants/employees with
reasonable accommodation
when it is needed to enable a
person to apply for a job,
perform job duties or enjoy
the benefits and privileges of
employment that are enjoyed
by employees without
disabilities.
• The obligation to provide
reasonable accommodation and
ensure equal opportunity for
individuals with disabilities
extends to the use of on-line
application systems and testing
kiosks, as well as the availability
of an HR Representative who
can provide assistance in
utilizing such systems when
requested by the applicant.
Pre-Employment Screening Assessments
• Professionally developed tests
can be used to assist with the
applicant selection process, as
long as the tests are fair and
nondiscriminatory.
• Tests should relate to required
skills (e.g., software
applications, writing ability,
typing, spelling/grammar,
filing, etc.)
• Do not administer personality tests.
• Be aware of the legal requirements that apply when tests and other assessment instruments are used as part of the applicant selection process.
Five Common Mistakes Hiring Managers Make*1. Using Subjective Criteria: Rather than "screening-out"
applicants based on an initial gut feeling, or un-predictive criteria
such as GPA, the address on the resume or the sound of a name,
the Hiring Manager should make sure that the job-evaluation
process is as structured, job-specific and objective as possible.
This will give them the chance to hire great people that might not
have even been considered otherwise.
2. Checking Social Media: Social Media profiles often contain
pictures of applicants, as well as a plethora of information that is
irrelevant to the job. Research has repeatedly shown that images
and other irrelevant information can unconsciously undermine
rational decision-making.
Applicant Selection
Five Common Mistakes Hiring Managers Make
(continued)*3. Too Much Chatting: During the interview, it is common for
the Hiring Manager to slip into monologues about the
opportunity, the company, the culture and other job-attributes.
While this can be an important part of getting acquainted, it's
important to give the applicant ample opportunities to talk. The
more job-relevant information a company has about the
applicant, the more likely they are to base their hiring decision
on objective criteria, rather than on incomplete (and possibly
biased) impressions. A good rule while interviewing is 80
percent listening and 20 percent talking.
Applicant Selection
Five Common Mistakes Hiring Managers Make
(continued)*4. Asking Ad-lib Questions: During the structured section of the interview,
people often go off-script and wonder off into something that more closely
resembles a friendly discussion. During at least part of the interview ask the
questions that are prepared as well as scripted follow-up questions. The more
meaningful and standardized the information collected from applicants, the
less room there is to make decisions based on factors that matter less or
should not be considered.
5. Personal Preferences: As humans, we tend to like people who share our
personal preferences and interests, such as music, sports, television shows,
lifestyle choices and other behaviors that may not be relevant to the job.
While interviewing, keep in mind that liking the same TV shows is not related
to on-the-job performance. Hiring Managers should not let "being like me"
unconsciously sway their judgment. Source: Chad Brooks, BusinessNewsDaily Contributor
Applicant Selection
• Hiring Managers should recognize their default interview style.
Hiring Managers have a tendency to hire in their own image. It is wiser to hire people who complement the team.
Hiring Manager Interview Styles
Emotional
Intuitive
Technical
• Most Hiring Managers are a combination of Emotional plus either Intuitive or Technical.
Hiring ManagerInterview Styles
• Makes decisions based largely on first impressions, personality, appearance, emotional reactions and feelings about the applicant. Other factors might include academics, personal biases and stereotypes.
Emotional Interviewer
• Makes decisions based on gut feelings and the applicant having a few critical traits.
Intuitive Interviewer
• Makes decisions based on the possession of strong skills, experiences and methodologies.
Technical Interviewer
Interview Questions
Interview questions must be:
1. •Acceptable/Legal
2. •Relate to the Requirements of the Position
3. •Consistent (Ask the same core questions of all applicants)
Unacceptable Interview Questions
1. How old are you?
2. Where were you born?
3. Are you disabled?
4. What is your maiden
name?
5. Are you married?
6. What is your religion?
7. Have you ever been
arrested?
8. Have you ever declared
bankruptcy?
9. Are you a U.S. Citizen?
10. What year did you
graduate from High
School or College?
Behavioral-Based InterviewingPas
t Behavior
Best
indicator
Structured behavioral interviewing is a standardized way of obtaining information from applicants about their past behavior and performance. The premise of these interviews is that past behavior is the best indicator of future behavior.
of Future Behavior
Applicants are asked to describe a situation or circumstance, talk about the behavior or action taken and discuss the outcome/results based on their behavior or action.
Behavioral-Based Interviewing
Describe a time on any job in which you were faced with stresses which tested your
coping skills. What did you do?
Provide an example of how you resolved a conflict with you and another person when
you disagreed with each other.
Tell me an example of a time when you had to go above and beyond the call of duty in
order to get a job done.
Tell me about a time you had to deal with an irate customer. How did you handle the
situation?
Write legibly
Interview DocumentationAdvise the applicant notes will be taken
Do not write on the applicant’s Application or resume
Record actual responses identified by the applicant
At conclusion of interview, review notes for missing/incomplete information and
immediately following the interview to clarify any information necessary and/or to
add comments
Do not document any unsolicited personal responses by the applicant relating to marital status, family, divorce, etc.
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Interview Documentation• Include an
appropriate Disposition for all applicants not selected
Interview notes should include detailed information to support the Disposition
Post Interview EtiquetteAfter the applicant selection process is complete, call other applicants not selected (do not specify why not selected…)
Send “rejection” email/letter to applicants not selected.
Pay Rate OffersUtilize a consistent
and equitable methodology to
identify pay rates for selected applicants
Consider internal pay equity
Document and retain the rationale used to identify pay rates for applicants (as well as
promotions/job changes/transfers)
Do not use this process as a pre-employment screening tool (e.g. initiate background check for “short-list” applicants)
Background Checks
Post Offer
Pre-Employme
nt
Reference ChecksContacting an applicant’s professional references is a “best practice.”
• Contact only those references provided by the applicant (preferably in writing)
• Call employer Supervisor references
• Document all reference checks, including attempts to contact references
• Do not put too much “weight” on a single negative or positive reference response
RecruitmentDocument Retention
• Retain all documentation associated with a recruitment/ selection process according to applicable Federal/State Laws
US Employment Eligibility
• Verification of identity and U.S. employment eligibility is required of all new-hires within the first three days of employment.
• Form I-9 and E-Verify Requirement• Contact DHQ/THQ regarding immigration and
U.S. employment eligibility as soon as an immigration issue is identified.
The Applicant Said/Did What?
• Applicant warned the interviewer that she “took too much valium” and
didn’t think her interview was indicative of her personality.
• Applicant answered a phone call for an interview with a competitor
• Applicant arrived in a jogging suit because he was going running after the
interview
• Applicant checked Facebook during the interview
• Applicant kept her iPod headphones on during the interview
• Applicant set fire to the interviewer’s newspaper while reading it when the
interviewer said “Impress me.”
• Applicant wanted to know the name and phone number of the Receptionist
because he really liked her
Source: CareerBuilder