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RECRUITING

AND

SELECTING
THE

RIGHT PERSON

Presented by:

ROSHAN PAJNIGAR
of the
Human Resources
Department

STATEMENT OF
PURPOSE
1. To interview applicants and select
employees on the basis of
job-related qualifications only and
in accordance with legal
requirements.
2. To maintain adequate records
of the steps you take in the
hiring process.
3. To carry out the Affirmative Action
Program of the Institution.

Describe one quality


you want in an
Ideal Employee.
Employee

WHY ?

*****

What technique do you use to


achieve this during
interviewing ?

POSISTION
DESCRIPTION

RECRUITING/
ADVERTISING

Out of Date, Incomplete,


Vague Qualifications

Vague, Misleading Wording,


Inappropriate Medium

Testing

EMPLOYMENT
APPLICATION

Invalid Administration,
Not Validated

Illegal Inquiries,
Insufficient Data

Selection
Criteria

Pre-Screening

Non-Job Related
Distorted Weights

Too Hasty, Adverse Impact

Reference
Checks

Interview

Wrong Contact,
Hasty Judgments

Poor/Illegal Questions,
Inappropriate Technique

Job
Offer
Insufficient Documentation,
Disregard for Affirmative Action Goals,
Position Misrepresented,
Poor Communication

The TYPICAL SELECTION PROCESS

Completion of the Application

Initial Screening Interv


Employment

Comprehensive Interv
Background

Inves

Physical Examination
Final Employment
Decision

THE SELECTION
PROCESS
1. Sense of Unfairness
2. Haphazard Selections
a. No Direction
b. No Structure
c. No Procedures
d. Duties Unclear
e. Legal Guidelines

not followed
3. Hiring the Wrong Person
for the Wrong Job

TURNOVER HAS MANY CO$T$

Turnover has both dollar and psychic costs to an em

Turnover Costs - - ic
h
c
y
Ps

rs
a
l
l
Do
$ Recruitment (Ads, etc.)

$ Interviewing Time

Disruption in Workplace

$ Wasted Salary

Personal Stress to supervisor,


peer/ employee

$ Wasted Training /Time


$ Lost Business

Low Morale

Lost Productivity

Which Results In - - Up to $15k spent on


non-exempt employees
Up to $75k spent on
exempt employees

Cannot be measured
but is definitely a
key factor

EDUCATION

EXPERIENCE

SKILL
PHYSICAL REQUIREMENT

?
D
E
T
A
L
E
R
B
O
J
Y
E
H
T
E
AR

THE INTERVIEW PROCESS


Establish and maintain rapport.
Listen Carefully.
Observe nonverbal body language.
Provide Information.
Phrase questions objectively.
Separate facts from information.
Recognize biases and stereotypes.
Avoid the halo effect.
Take notes.
Conclude

The No-Nos About


Interviewing Techniques
Offer the applicant too many clues about the job?
Example: If you inform a candidate that the job requires attention
to detail, do you then ask if the candidate is good at details?
Avoid coaching the person

Ask obvious questions.


Example: Do you get along with people?
Youll get the obvious answer.

Place too much emphasis on an applicants


assessment?
Example: Avoid asking how a candidate assesses his or her
management skills. Instead, ask how the person handled a
difficult management decision.

Shy away from probing for information


Example: If a candidate mentions a personality conflict as the
reason for leaving a job, do you push for details?

Tend to be unduly influenced by first


impressions - especially negative ones?
Example: How do you react to candidate who dresses in a style
you dislike even if the clothes are appropriate?

Fail to look for missing clues?


Example: If an applicant keeps stressing that he or she is a
big-picture person, would you probe to find out if the person
can handle details?

THE BEST-LAID PLANS OF MICE AND ME


Education: CURSES in liberal Arts
CURSES in Accounting.

An obsession for detail; I like to m


sure I cross my is and dot my ts.
Auditing for small manufacturing
companies since 1877.

REFEREES available upon request.


My resume shows critical career
developments. Im also including
other important parts of me.

LEGAL BASIS

Equal Employment Opportunity


Commissions Uniform Guidelines
of Employee Selection Procedures
Title VII of the Civil Rights Act, 1964
Equal Pay Act
Age Discrimination In Employment
Act, 1967 as amended
Vocational Rehabilitation Act, 1973
and Americans with Disabilities Act, 1990
Pregnancy Discrimination Act, 1978
State and Local Laws

PROTECTED CLASSES
Women
Minorities
Black, not of Hispanic origin, with origins
in any of the black racial groups of Africa
who is also of not Hispanic origin.
Hispanic person of Mexican, Puerto Rican,
Cuban, south American, or other Spanish
culture or origin, regardless of race.
Asian or pacific Islander person with origins
in any of the original peoples of the Far East,
Southeast Asia, the Indian subcontinent of the
Pacific Islands (e.g., China, Japan, Korea,
The Philippine Republic, and Samoa).

American Indian or Alaskan Native: person with


origins in any of the original peoples of North
America and who maintain cultural identification
through tribal affiliation or community recognition.
People age 40 and over.
Handicapped.
Disabled veterans/ veterans of the Vietnam era.

Special
Considerations
Age
Pregnanc
y
Marital
Status
Health & General
Physical
Requirements
Police
Records
Appearance
Credit
Ratings
Educational Background &
Work
Experience
Citizenship

ADVERTISING
EEOC Permits Focused Recruitment:
Minorities and Women are
Encouraged to Apply
Equal Opportunity Employer,
or (Too Common)
An Advertisement may be placed in
specifically
minority-oriented
publications,
or on radio stations
and television
channels which are
known to be popular with minority groups,
e.g. a Spanish-speaking radio station.

Position Description
Recruiting/ Advertising
Resume/ Application
Selection Criteria
Pre-screening
Testing
Interview
Reference Checks
Job Offer
Document
Maintain Records

LOOKING AHEAD
PREDICT - -

- Promote from within


- References
- Eager
- Dollars
- Interview
- Cooperative
- Tenacity

UNIVERSITY OF NEBRASKA-LINCOLN
TELEPHONE REFERENCE CHECK
Applicant's Name

Position Applied For

Company Contacted
Start Date

Contact Person/Title

Contact's Phone Number

Starting Duties:

Verification

Leaving Date Leaving Duties:


Reason for Leaving

Where Did Person Go?

Did you know


personally?

How Long?
Yes
No

Reference would only confirm dates of employment


Eligible for
Yes
No
rehire?
Company
Policy
Prohibits

How well were objectives accomplished?


Learns quickly/ applies knowledge?

Performance

Did person meet established deadlines?

Relationships to peers/
supervisor/subordinates?

How well were paperwork/detail handled?

What skills developed in the job?

How did results compare with other workers?

Did person require close supervision?

Frequency of days off?

Job Performance Problems?

What person could have done to produce better What promotions were earned?
results?

Abilities

Greatest Strengths?

Weaknesses/ Areas for Development?

Supervised
others?

Yes
No

Work Ideally suited for?

University of Nebraska-Lincoln
Human Resources Requisition
From: __________________ Date: _________ Dept No. _______
Company Center: ____________Position Title _______________
Title Code Position No: ____________ Salary Grade: _________
Former Employee: ____________ Separation Date: __________
Requested Rate of Pay: $ _ Rate Approved by Human Resources: $ _
Full Time __ Part Time __ Regular __ Temporary to: _________
Budgeted FTE: ___ 9 Month or ___ 10 Month or ___ 12 Month
Position: _____________ Planned Hire Date: ________________
Hours of work: ____ S M T W R F S (circle usual workdays for the position)
Recruitment Process: __Dept only __ University only ___ External
Opening Date: _____________ Closing Date: ________________
Newspaper Advertisement: _Yes _No Bill to Company Center: __
Lincoln ____ Omaha ____ Other: ____________ Date(s): ______
Description of Work: (Please use attachment if additional space is
needed.)

Minimum Qualifications (Education/Experience) and Additional


Remarks:
WP Speed: _____
Contact Person: ______________Telephone Extension: ________
Signature of Requisitioner: _______________________________
Dean/Director Approval: ________________________________
Chancellor/Vice Chancellor Approval: _____________________
Human Resources Approval: _____________________________

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