Before the interview: How to successfully screen candidates
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The document outlines an online training module on screening candidates for hiring. It discusses the importance of screening and legal considerations. It also covers developing rating guides and grids to rate candidates in a standardized, unbiased manner. The training is divided into three modules which discuss the impact of hiring, using organizational inputs to develop hiring criteria, and how to create rating tools to evaluate candidates.
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Before the interview: How to successfully screen candidates
- 1. Screening Candidates Jan. 30, 2014 Recruit target organizational culture job specifications emotional intelligence fit plan Rating grids work environment
- 2. Understand why screening is important to the hiring process Understand legal considerations, rater bias and online screening cautions Learn what inputs to draw from when preparing to hire Understand how to develop & use Rating grids Objectives
- 3. Module 1 – Understanding the impact of your hiring process Q&A Module 2 – Hiring inputs Q&A Module 3 – Developing your rating guide & rating grid Q&A Agenda
- 4. Polling Question My organization’s recruitment process: a) Is conducted with little to no planning b) Follows an unwritten process c) Follows a written procedure that is reviewed & revised regularly d) Not sure
- 5. Module 1-Understanding the impact of your hiring process The cost of a bad hire Role of Human Rights Act Rater Bias Online Screening Q&A
- 6. Polling Question What is the average cost of hiring a new employee for an entry level role? a) Less than$2000.00 b) $2000.00 – $5000.00 c) $5000.00 - $10000.00 d) More than $10000.00 e) Not sure
- 7. $22,658.37 for an entry level job Bottom Line impact
- 8. Employee turnover Lost work days Inefficiency Lost customers Accidents These are just a few ways a bad hire can impact your organization Cost of a Bad Hire
- 9. Legal considerations Rater biases Purpose of sound selection criteria Purpose of documentation What to be aware of before you start
- 10. Except where there is a genuine occupational requirement, it is discriminatory and contrary to the Human Rights Act 1 for a person or an employer to refuse to employ or to dismiss a person, or to discriminate against a person with respect to any term or condition of employment because of the person's race colour ancestry place of origin political belief religion marital status age physical or mental disability sex (including sexual harassment and pregnancy), or conviction for a criminal or summary conviction charge that is unrelated to the employment What is Legal?
- 11. Stereotyping Inconsistency in Questioning First Impression Error Negative Emphasis Halo/Horn Effect Cultural Noise Non-verbal Bias Contrast Effect Similar-to-me Error Rater Biases
- 12. Remember Privacy Laws There are legal implications that organizations must consider prior to performing social media background checks. The lack of control over the collection of personal information from social media websites creates a risk for organizations of non-compliance with PIPA. Of particular importance in social media background checks is the inadvertent collection of third-party personal information. Obtaining consent to perform a social media background check presents challenges that an organization must consider. Social Media Screening
- 14. Module 2 – Using hiring inputs for best results Goals, Values, Culture Organizational Plan Contractual Commitments Job Specifications Hiring Criteria
- 15. Polling Question My organization currently uses rating grids in the hiring process: a) Never b) Only to shortlist c) Only in the interview process d) Only for reference checks e) In each step of the hiring process f) I’m not sure
- 16. Goals help you define what you need for staffing Knowing your culture assists you to find the right fit Will assist you with defining your job descriptions, interview questions and applicant qualifications Organizational Goals, Values & Culture
- 17. Organizational Plan The desired direction of your organization determines: The knowledge, skills, abilities & experience required for staffing today & in the future Assists to determine where your staffing shortfalls are Assists to determine what knowledge, skills, abilities and experience you need to move forward
- 18. What qualifications are specified in your funding contract? What qualifications may be included in future contracts? Have the staffing qualifications been filtered down to your job descriptions? How will you incorporate future needs into your staffing plan? Contract Requirements
- 19. Job Description Your base for: determining qualifications and designing hiring criteria performance criteria development & management Learning & development planning Succession planning
- 20. Hiring Inputs Rating Criteria (for rating guide & grid) Organizational values, culture & goals Organizational plan Contract requirements Job description • Job specifications • Performance objectives
- 21. What to Prepare Rating Guide Long list/short list grid Interview questions Interview rating grids Reference check questions Reference check rating grid Interview panel
- 22. Why Use Rating Grids Increases accuracy Helps to eliminate bias Helps prevent negligent hiring lawsuits Increases quality of hire
- 23. Long/Short Listing Rating Guide Pre-screen deal breakers Long List – essential criteria Short List – desired criteria
- 24. Telephone Pre-screen Opportunity to address “deal breakers” Collect additional applicant job information that may have been missed on the resume or application Clarify applicant’s interest in position, location, wage Increases your ability to ensure the best fit and the best use of your short listing and interviewing time
- 25. The Initial Screening Call Make introductions and brief the candidate on the process – create comfortable setting Be prepared to share information about the organization, the team & the role Use active listening skills In closing thank candidate and let them know what the next steps will be Document
- 26. Phone Screen Tips Telephone pre-screen interviews (like face-to-face interviews) with all qualified job applicants should avoid any appearance of discrimination. Be sure that you follow employment policies and hiring practices for calling applicants by telephone. If you are not interested in pursuing an applicant, continue with obtaining information listed on your customized telephone pre-screen script worksheet. You are not obligated to interview every applicant as long as you can legally disqualify the applicant against the position description. Note: you will be required to provide documentation for non-interview should the applicant not be considered for formal interview. Review the qualifications of applicants that you believe will be most successful in the job keeping focus strictly on meeting the minimum job functions and KSA’s, avoiding any form of discrimination. Assess each applicant objectively in terms of qualifications (KSA’s) that match your position description. Avoid stereotypes or assumptions based on any "group" (e.g., male or female, age, race, etc.) to which the individual belongs.
- 28. Module 3 Developing your rating guide Developing your rating grid (long list/short list) A note on testing Hiring checklist Q/A
- 29. DevelopingRatingGuide Area Breakdown Possible Points Application Resume attached 5 Legible 5 Maximum Points 10 Education Grade 12 5 Post Secondary 5 Post Secondary in related field 5 Bachelor degree 5 Maximum Points 20 Experience Multiple phone lines 5 Exp. in secretarial field 6 mo. – 3 yrs. 5 3+ yrs. 5 Maximum Points 15 Computer Experience IBM 5 Mac 15 Maximum Points 20 Additional Experience Reports 5 Spreadsheets 5 Maximum Points 10 Keyboarding 40 – 59 wpm 5 60+ wpm 10 Maximum Points 15
- 30. Rating Guide Date Name and title of reviewer Position being filled Names of candidates Pre-screen met (deal breakers) Essential Criteria Desired Criteria Developing Rating Grid
- 31. Long List/Short List Grid Essential Criteria Application Education Clericalexperience Computerexperience Meetsessentialcriteria YN Reviewfurther YN Desired Criteria Additionaleducation Macexp. Spreadsheets Marketing 55+wpm. Totaldesiredcriteria Totalrating Interview YN Name of Applicant
- 32. Polling Question My organization has a written procedure for recruitment and selection practices: a) Not at all b) For some parts of the process c) Yes, but it is out of date d) Yes and it is updated annually
- 33. Testing Types of Testing Criminal record checks Reference checks Drug testing Specific skills testing Emotional Intelligence tests Cognitive ability tests Physical ability tests Testing Checklist Reliable Valid Use of technology Legal Applicant response
- 34. Prepare your Panel Copies of resumes, questions, rating grid Meet first – review biases and what you are looking for Review resumes Review questions and rating grid Determine who asks what questions Determine process for interviews
- 35. Selection Checklist Know the legal considerations Understand rater bias Ensure criteria is job related Prepare all documentation Ensure consistency in process Set appropriate timelines Prepare your panel Document
- 37. Polling Question This webinar has provided me with information that I can put to immediate use: a) Strongly agree b) Agree c) Disagree slightly d) Disagree moderately e) Strongly disagree
- 38. Thank You For more information please contact: Gailforce Human Resources Solutions www.gailforceresources.com info@gailforceresources.com http://www.linkedin.com/in/gailforcehr https://www.facebook.com/GailforceHR @gailforceHR