PSI Interviewing and Hiring 2010

Effective and Legal Hiring Practices : 

Effective and Legal Hiring Practices Presented by PeopleServe, Inc. March 2010

The most important decision a company makes is who to hire. : 

The most important decision a company makes is who to hire.

How Not to Interview! : 

How Not to Interview! http://www.youtube.com/watch?v=zP0sqRMzkwo

“Can-Do” and “Will-Do” Factors in Selection Decisions : 

“Can-Do” and “Will-Do” Factors in Selection Decisions

The Goal of Selection: Maximize “Hits” : 

The Goal of Selection: Maximize “Hits”

The Cost of Hiring Mistakes : 

The Cost of Hiring Mistakes Salary and benefits 3-6 months $54,000 for $50,000 position, more for higher paid employees Training costs Sourcing and selection costs Separation costs Vacancy costs Performance differential Other hard dollar costs due to— Poor work quality Errors that need correcting Dissatisfied clients Additional management time Poor team morale

Multiple Predictors : 

Multiple Predictors Application and resume Interview Skills tests (typing, spelling, math, etc.) Samples of previous work or performance appraisals Reference and background checks (including criminal) Panel interview with potential co-workers/team feedback Emotional intelligence/personality profiles Realistic job preview

Predictor Validity : 

Predictor Validity Ability Composite (Test) .53 Job Tryout .44 Biographical Inventory .37 Reference Check .26 Experience .18 Interview .14 Training & Experience Ratings .13 Academic Achievement .11 Education .10 Interest .10 Age .01 * Validity refers to the ability of each predictor to correctly forecast subsequent success on the job. The higher the validity number, the better the predictor is at forecasting future success. The HR Chally Group

Resumes : 

Resumes

Interviews : 

Interviews Topgrading chronological, in-depth, structured interviews (“CIDS”) Appropriate interviews Interview begins with the reception area Only ask job-related questions Avoid “hot potato” comments Avoid protected class issues Ask questions that will give you the most information about the candidate’s ability to do the job

Guidelines : 

Guidelines Know what you can and can’t ask during an interview Base interview questions on essential job requirements and relevant work history Evaluate candidates on job-related criteria, not personal biases

Title VII, Civil Rights Act of 1964 and Civil Rights Act of 1991 : 

Title VII, Civil Rights Act of 1964 and Civil Rights Act of 1991 Prohibits discrimination on the basis of: Race Color Sex (including harassment and pregnancy discrimination) National origin Religion Age (ADEA) Disability (ADA)

Interview Questions : 

Interview Questions Behavioral-based questions (“Tell me about a time when you . . .”) What would your previous boss(es) say about your performance, work ethic, dependability, etc.? What was your greatest success at your last/current position? What are your future career goals? What are you really good at professionally? What aren’t you really good at? (strengths and weaknesses) What do you hope to avoid in your next job? What haven’t we asked you relative to your ability to do this job that you think we should know?

Avoid Hiring Mistakes Up Front : 

Avoid Hiring Mistakes Up Front Don’t hire out of desperation Watch the “fit” between corporate culture and candidate Look at work history (past performance is indicative of future performance) Listen for admission of violation of company policies, disloyalty to past employers

Don’ts for Hiring : 

Don’ts for Hiring Don’t— Give assurances of job security or guarantee continued employment Induce employees away from other employment with promises Overstate what the company can offer Treat one applicant differently from the others

Reasons Employees Leave : 

Reasons Employees Leave The job or workplace was not as expected Mismatch between job and person Too little coaching and feedback Too few growth and advancement opportunities Feeling devalued and unrecognized Stress from overwork and work-life balance Loss of trust and confidence in senior leaders

Problems in the Interview : 

Problems in the Interview Problems in the Interview