11/30/2009 Hiring Right How to hire the right person for the job (Will Begin Momentarily) Brought to you by: www.BCGinstitute.org Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Visit BCGi Online  While you are waiting for the webinar to begin,  Don Don’tt forget to check out our other training opportunities through the BCGi website.  Join our online learning community by signing up (it’s free) and we will notify you of our upcoming free training events as well as other information of value to the HR community. 1 11/30/2009 HRCI Credit    BCG is an HRCI Preferred Provider CE Credits C di are available il bl ffor attending di this hi webinar Only those who remain with us for at least 80% of the webinar will be eligible to receive the HRCI training completion form for CE submission b i i Copyright 2009 BCG Institute for Workforce Development All Rights Reserved    COMPare v2.0 will be available soon! A free version of this powerful software package will be made available to members of BCGi! What is COMPare?    Designed specifically to help federal contractors comply with compensation analysis requirements from the OFCCP. Uses multiple regression, t-tests and specialized processes to evaluate data assumptions, identify problem areas, create reports, and even calculate dollar amounts needed to eliminate statistically significant disparities. disparities Become a member of the BCGi online learning community (membership is free) to make sure that you receive access to this great analytical tool! 2 11/30/2009 About Our Sponsor: BCG • Assisted hundreds of clients with cases involving Equal Employment Opportunity (EEO) / Affirmative Action (AA) (both plaintiff and defense) • EEO Litigation Support / OFCCP (federal contracting) Audit Support • Compensation Analyses / Test Development and Validation • Published: Adverse Impact and Test Validation, 2nd Ed., as a practical guide for HR professionals • Editor & Publisher: EEO Insight an industry e-Journal • Creator and publisher of a variety of productivity Software/Web Tools: – – – – – – – OPAC® (Administrative Skills Testing) CritiCall® (9-1-1 Dispatcher Testing) AutoAAP™ (Affirmative Action Software and Services) C4™ (Contact Center Employee Testing) Encounter™ (Video Situational Judgment Test) Adverse Impact Toolkit™ (free online at www.disparateimpact.com) AutoGOJA® (Automated Guidelines Oriented Job Analysis®) Industry Leader 5 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Hiring Right How to hire the right person for the job Brought to you by: www.BCGinstitute.org 3 11/30/2009 Bryan Baldwin, Baldwin M.A. MA [email protected] Jim Higgins, Ed.D. [email protected] Biddle Consulting Group’s Institute for Workforce Development 193 Blue Ravine, Ste. 270 Folsom, CA 95630 1-800-999-0438 1-800-999-0438 www.BCGinstitute.org Copyright 2009 BCG Institute for Workforce Development All Rights Reserved The opinions shared in this presentation are those of the presenter and do not reflect the opinions of the California Department of Justice, nor should they be interpreted as legal advice. 4 11/30/2009 Overview of Presentation Copyright 2009 BCG Institute for Workforce Development All Rights Reserved How Good is Your Gut?  Our Perceptions: In a recent poll of HR professionals, 57% felt that they could “read between the lines” to detect suitable hires.  In a similar poll of HR professionals, 72% believed conscientiousness is a better predictor of job performance than intelligence.  Those outside of HR generally view interviews more favorably than objective tests, and expert judgment over mechanical decision making algorithms.  10 5 11/30/2009 The Real Deal    Research has shown people correctly detect truth/lies about 54% of the time—not much better than chance 54% of the time—not much better than chance Considerable evidence shows that in general intelligence out‐predicts conscientiousness According to research:   Aptitude tests alone better predict college performance than aptitude tests and rater interviews combined. In other words, i l di including expert opinion makes predictions of students’ success i i k di i f d ’ less accurate In medicine, mechanical methods of diagnosing have been shown to out‐perform doctor opinion 11 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved So What Can We Trust?    Reliability: The consistency of your measurement, or the degree to which an instrument measures the same way each time it is used under the same condition with the same subjects. Validity: the strength of our conclusions, inferences or propositions. In short, were we right? You need both! Reliability Validity Our Target! 12 6 11/30/2009 What About Experts?  Does this mean we don’t need experts?  Of course not!  Experts are made, not born  Coupled with objective data, expert opinion can be of great value – it’s about building your knowledge base first to enable smart decision making  Hiring Right helps ensure you make effective decisions 13 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Overview of Hiring Process  Workforce Planning  A l d Pl Analyze and Plan  Hiring Process      Recruiting Applications Screening process Reference and background checks Final hire decision 14 7 11/30/2009 Legal and Professional Requirements  Federal and state statutes   Administrative requirements      Title VII, ADEA, ADA l Administrative Codes UGESP* Legal precedents Professional guidelines Master agreements 1. Know the job 2 Use job‐related tests 2. U j b l d 3. Make hiring decisions based on results 4. Document your process 5. Treat candidates consistently i l 15 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Job Analysis Definition: a systematic process that involves the id tifi ti identification and analysis of the major elements of a d l i f th j l t f position. It focuses on the identification of the measurable or observable knowledge, skill, abilities, and behaviors (competencies) necessary to carry out the key job roles or functions. 16 8 11/30/2009 Position Description Compensation Career & Workforce Planning Recruitment KSAs/ Competencies Assessment & Selection Training & Development Performance Management 17 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Recruiting 18 9 11/30/2009 When reviewing applications & resumes, don’t fall into these traps     Candidate has a degree Candidate has a lot of experience Candidate’s resume is nice Candidate is the “best of the bunch” 19 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Ten Red Application Flags 1. 2 2. 3. 4. 5. 6. 7. 8. 9. 10. Does not sign application Does not sign release Does not sign release Leaves criminal questions blank Self‐reports offense Fails to identify past employers Fails to identify past supervisors Fails to explain why left past jobs Doesn’t explain employment gaps p p y g p Makes explanations for employment gaps or leaving past jobs that do not make sense Makes excessive cross‐outs and changes 20 10 11/30/2009 Assessment  A systematic process of collecting and evaluating information about an individual about an individual’ss characteristics and characteristics and behavior to make inferences about future behavior and guide decision making  A “test” or series of several tests to determine viability and competitiveness of candidates  A process that focuses on finding the best candidates based on the employer’s needs 21 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Some Types of Assessment 1. Initial screening 2. Written exams a. Multiple‐choice tests b. Essay/short answer tests 3. Interviews 4. Work sample/performance/simulation tests a. In‐basket tests d. Oral presentations b b. Role‐plays l l e. Case studies c. Writing exercises f. Leaderless group 5. Experience and training measures 6. Background and reference checking 22 11 11/30/2009 Relative Effectiveness Work Samples Structured Interviews Written Examinations Ratings of Training & Experience Unstructured Interviews Background/ References LOW Prediction Ability HIGH 23 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Assessment Best Practices  Document, document, document  Know your retention requirements  Know your limits  Consider applicant pool size  Make sure the tests spread people out  C d t il t Conduct pilot  Debrief ** Do not rely upon one method of assessment ** 24 12 11/30/2009 Interview Definition: A process to assess the KSAs/competencies that are critical to the success of KSAs/competencies that are critical to the success of the position and to ascertain optimal fit. Types of Interviews:   Pre‐Screening v. In‐Depth Structured v. Unstructured 25 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Don’t let interviews become illusions 26 13 11/30/2009 Some Types of Interview Questions  B h i lb d Behavioral‐based questions ti  Technical questions  Situational questions  Habits/preference questions  Willingness questions 27 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved What Not to Ask*             Age Sex Legal status/Place of birth Legal status/Place of birth Social/Political affiliations Personal (weight, height, …) Marital/family status Race or ethnic background Disabilities (health status, medical information) Religion Arrest record Sexual orientation Military status or history 28 14 11/30/2009 What you can ask… “Are you able to perform the essential functions of this job, with or without reasonable accommodation?” 29 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Interview Rating Systems  Rating scale: avoid 3‐point; think 7‐ or 9‐point  Benchmark answers Benchmark answers  Compare responses to benchmarks  Consider more points for certain questions 30 15 11/30/2009 Rating Errors  Halo/Horn Effect  Leniency/Severity/Central Tendency  Contrast Effect  Biases and Stereotyping  Fatigue 31 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Using a Panel of Assessors  Essential investment  Staff and stakeholder morale  Diverse perspectives  Increased defensibility  Shared responsibility in decision‐making 32 16 11/30/2009 Background and Reference Checks  An essential step to perform due diligence and avoid negligent hiring claims, particularly for certain jobs  Background checks are database checks  Reference checks are real‐time interviews  Personnel files  Obtaining a release  Give yourself enough time 33 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Reference Checks  Ask job‐related questions  Ask follow up questions  Allow adequate time  Consider automation (e.g., Checkster, SkillSurvey)  Off‐list checks 34 17 11/30/2009 Be careful using the Internet. • Can expose employer to discrimination claims if Internet pages reveal protected data such as nationality, race, religion, age or medical issue • Is there a reasonable expectation of privacy based upon the terms of use and generally accepted standards? Issue of identifiers and authenticity– is it really your applicant? • 35 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Extend the Offer/Negotiation  Offer/Offer Letters & Negotiation  Employment Contract  Conditions of employment ‐Eligible to work in US ‐Salary ‐Start Date/Schedule ‐Union Membership ‐Uniforms Uniforms  Reasonable Accommodation  Review Periods  Moving Expenses 36 18 11/30/2009 Documenting the Interviewing/ Hiring Process  Job analysis  Assessment development  Rating scales and benchmarks  Applicant responses  Selection Process S l ti P  Record retention 37 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Evaluating Your Success  Evaluating costs  Evaluating time required to fill openings l d f ll  Success measures: ‐Completes review period successfully ‐Performance on the job p y ‐Employee satisfaction  Retention  EEO goals met 38 19 11/30/2009 What if we end up with no one?     Reconsider screening process Start over using different assessment tools Start over using different assessment tools Additional recruiting needed? Redefine the job Avoid settling. Deciding not to hire may be one of the best decisions you’ll ever make. 39 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Summary: Interviewing & Hiring Best Practices  Know the job  Recruit the most qualified  Base selection process on job related criteria  Select appropriate assessment strategy  Develop interview questions to be objectively scored 40 20 11/30/2009 Summary: Interviewing & Hiring Best Practices  Rely on facts and multiple sources of data to assess Rely on facts and multiple sources of data to assess candidates  Treat candidates respectfully and consistently  Conduct thorough reference/background checks  Document 41 Copyright 2009 BCG Institute for Workforce Development All Rights Reserved Questions/Comments? Bryan Baldwin, MA [email protected] Jim Higgins, Ed.D. [email protected] BCG Institute for Workforce Development www.BCGinstitute.org 42 21