The Hiring Blueprint

The Hiring Blueprint Building Success One Person at a Time Robert C. Meyer and Jeffrey L. Krug HRD Press, Inc. • Amher...

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The Hiring Blueprint Building Success One Person at a Time

Robert C. Meyer and Jeffrey L. Krug

HRD Press, Inc. • Amherst • Massachusetts

Copyright © 2007, Robert C. Meyer and Jeffrey L. Krug HRD Press, Inc. 22 Amherst Road Amherst, Massachusetts 01002 1-800-822-2801 (U.S. and Canada) (413) 253-3488 (413) 253-3490 (fax) http://www.hrdpress.com

No part of the material should be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by information storage and retrieval systems without written permission from the publisher.

ISBN 978-1-59996-058-6

Production services by Jean Miller Cover design by Eileen Klockars Editorial services by Sally Farnham

Table of Contents Introduction ...............................................................................................................

1

Reasons for Poor Hiring Decisions ....................................................................... The Costs of Hiring Mistakes ................................................................................ The Job Description .............................................................................................. Advertising the Position ........................................................................................ The Wonderful World of Assessments.................................................................. The Telephone Interview ...................................................................................... Interviewing Do’s and Don’ts ................................................................................ Interviewing Myths and Truths .............................................................................. Interview Preparation ............................................................................................ Lead Questions..................................................................................................... General Guidelines for Interviewing...................................................................... The First Interview ................................................................................................ The Second Interview ........................................................................................... Things to Remember While Interviewing .............................................................. Background Investigation...................................................................................... The Conditional Job Offer ..................................................................................... The Medical Exam ................................................................................................ The Exit Interview .................................................................................................

3 5 7 9 11 13 17 19 23 25 27 29 31 33 35 37 39 41

Appendices................................................................................................................ 45 Appendix A: Forms...................................................................................................... 47 The Cost of Hiring Worksheet............................................................................... Interviewer’s Evaluation of Candidate................................................................... Interview Guide and Recap Form ......................................................................... Interview Checklist ................................................................................................

49 51 53 61

Appendix B: Samples .................................................................................................. 63 Sample Job Description for an Administrative Assistant ............................................................................................................ Sample Classified Ads for Various Positions ........................................................ Sample Application for Employment ..................................................................... Sample Authorization to Obtain a Consumer Report ............................................ Sample Conditional Job Offer ...............................................................................

65 67 71 73 75

Appendix C: Report Samples ...................................................................................... 77

Introduction A caveat: This manual is not intended to be a legal guide to hiring nor is it intended to be a legal resource to the hiring process for every location in every state of the United States, or for that matter, the world. We advise each person who has purchased this manual to consult with their legal counsel concerning the laws of their state or country government relative to the hiring process. Congratulations on your purchase. We feel this manual is the finest and easiest-to-use hiring manual ever put together for the small business owner or small business management team. We define small business as ranging from the solo-preneur considering hiring their first employee to a company with upwards of 50 employees that has yet to invest in its first Human Resources professional. For most small business owners and managers, it is a toss-up as to which of the following tasks they would want to take on first: (1) meet with a life insurance salesman, (2) make that appointment with the dentist for a root canal, (3) work on their taxes, or (4) go through the process of finding and hiring a person to work for their business. Virtually all small business owners have started their business because of a love of something or a talent for creating something, followed closely by a belief that they can “do it better” and a strong need for independence. However, as the business grows and attending to “other duties” starts infringing on the owner, the owner suddenly comes to the realization that he is not spending his time on the things that grew the business in the first place. The authors of this manual are business coaches, and we have assisted countless small business owners who have come to us to help them address many specific tasks. However, virtually all our clients are looking for a way to spend less time working in their business and more time working on their business—and to spend less time at work and more time with family or on leisure pursuits. The quickest way to achieve this goal is to put together a team of people who have preferred behaviors and talents that are different from yours. In other words, if you can spend more time on things that energize you, and those you hire can spend more time on things that energize them, the more successful your business will be. Unfortunately, seldom do the small business owner’s preferred behaviors and talents lie within the hiring process. This manual fills that void.

The Hiring Blueprint

1

More hiring mistakes are made because of improper, incomplete, or inefficient interviewing than for any other reason. Every year, dollars are wasted as a result of employees being placed in positions for which they are unsuited or unqualified to fill. More important, countless, yet avoidable, tragedies involving professional lives that have been misused are the result of people being passed over for jobs because interviewers have failed to recognize their talent. Finding and hiring the best people is a skill that few small business owners and their managers have. This is mainly because small business owners and their managers are so busy running their respective companies that they have no time to attend training classes to develop this skill. Also, many fail to recognize that interviewing and evaluating prospective employees is an integral part of their job. As a consequence, in many organizations, little money is spent on training interviewers to be as effective as they can be. For most small business decision makers, first impression and intuition have by default become the norm for making hiring decisions. Whether you’re a business owner filling a vacant position, or a manager of a department screening candidates for an open position, you must have a well-thought-out system for making hiring decisions. This manual provides a step-by-step outline for you to start building your team in the quickest and most efficient way possible with outstanding results. If your goal as a small business owner or manager is to create a synergistic team, one that will grow your company geometrically, and to establish a great place to work where people enjoy coming each day, then read on.

2


Reasons for Poor Hiring Decisions Antiquated Hiring Practices •

Sixty-three percent of all hiring decisions are made in the first 4.3 minutes of an interview, as reported by the Society of Human Resource Management (SHRM).

•

Some companies use a post-selection system where they hire and fire (or wait for attrition) until they find the right person for the job, which is very costly. (We will discuss the cost of hiring and firing in the next section.)

Don’t make these common mistakes! Keep an open mind. Find out information about the candidate. Remember that you are looking for someone to fill a job that has specific tasks to be performed. You are making a long-term decision.

Faulty Information •

Fifty percent of all résumés have false or exaggerated statements (as reported by SHRM).

•

Candidates are trained or go to school to learn how to put on a good show.

Antiquated Systems Methods used to recruit, evaluate, and hire people build on the Peter Principle. Dr. Laurence J. Peter theorized in his ground-breaking book, The Peter Principle: Why Things Always Go Wrong, that employees within an organization will advance to their highest level of competence and then be promoted one more level and remain at this level—a level at which they are incompetent. So as you can see, you are often forced to choose the best of the worst.


3

The Costs of Hiring Mistakes When employee turnover data is presented to a management team, the reaction is generally the same: “Interesting, but not convincing.” But the costs of a hiring mistake are significant, even if it is a lower-level employee earning $20,000 per year. By recognizing six costs, you have a price of $16,350 for a single mis-hire for a $20,000-a-year job, or the equivalent of a $10-per-hour job! The six costs of a hiring mistake are: Six Months of the Employee’s Salary:

$10,000

Three months is usually the absolute minimum time to obtain full performance from a new employee, plus three months to terminate the individual through the disciplinary process. Six Months of Benefits:

$ 5,000

Often calculated as 25% of salary. Hiring Costs for a Department Manager at an Hourly Rate:

$

750

An average of 15 hours of work per position to be filled was reported by 12,500 managers nationwide in a 1999 survey [Society for Human Resource Management (SHRM)]. You may need to double the costs if both you and a manager interview, plus double this figure again since you are replacing the original mis-hire who took up your time in the first place! The total interview time invested will be anywhere from 30 to 60 hours. Assume a minimum of 30 hours for a $50,000 management employee. Training Time

$

600

Assume that the position requires five days of training multiplied by the daily salary of the person doing the training. Litigation:

Unlimited

Costs if organization is sued for wrongful discharge. Other Hard Dollar Costs:

Incalculable

Due to poor work quality, errors that must be corrected, lost production, dissatisfied customers/clients, and additional management time. Total Hard Dollar Costs:

$16,350*

*This excludes possible litigation costs, loss of customer loyalty, quality errors, etc. The Hiring Blueprint

5

Soft Hiring Costs Soft hiring costs include the following: Advertising costs. Big ads attract the most attention. Each time you need someone to fill a position and you place an ad, it reduces the bottom line. Interview time. A soft cost, but a cost nonetheless. Calculate the time you spend interviewing and the dollar value of that time. Lost opportunities. When someone is not performing the job, there are lost benefits to you, or you wouldn’t be trying to fill the job. Turnover. This soft cost affects the bottom line of the financial statement. In Appendix A of this manual, there is a Cost of Hiring Worksheet that will assist you in calculating the cost of hiring a new employee.

6


The Job Description The job description is the starting point of the selection process. How the job is advertised, the screening criteria applied to the candidate, the questions asked in the interviews, and the assessments administered must all revolve around the essential job functions. The most valuable input for a job description will come from the person currently performing the job. Once a detailed analysis is made of the tasks, duties, and responsibilities needed for the completion of the job, finding the right person is simplified. Drafting a job description is made much easier by buying off-the-shelf job description software programs, which can be purchased at many software stores or purchased online from such providers. We highly recommend DESCRIPTIONS NOW! By KnowledgePoint. This software program is designed in a question/answer mode to arrive at a job description for hundreds of different job positions. The following is a detailed discussion of what to include in a job description should you choose not to purchase such a software program. Indeed, in many organizations, a job description is already available, although it should still be reviewed on an annual basis by the supervisor to ensure that it is accurate and up-to-date. Any changes in duties or responsibilities should be reflected, or if necessary, a new job description should be written. In preparing a job description, information from interviews with the immediate supervisors, employees who currently perform the job, and people who have day-to-day direct contact with the position should be obtained. At minimum, a job description should provide the following information: •

Job title

•

Location of position (department, division, physical location, etc.)

•

Purpose of the position

•

Minimum eligibility requirements for adequate performance—all job-related physical, mental, knowledge, and skill requirements

•

A brief narrative of the position—a list of specific fundamental duties and responsibilities, in order of importance

•

Additional but non-essential duties or responsibilities

•

Extent of the authority of the position and reporting relationships

•

Features of working conditions—travel, unusual working hours, unusual working conditions, hours of work required, including overtime


7

A job description should take the following form: Job title and overview: A brief and generic description of the position that includes the main duties and responsibilities. Work experience requirements: A description of work, industry, machinery, and related experience the candidate should have to be considered for the position. Education: As much as possible, avoid stating educational requirements. Job qualifications must be job-related. Qualifications should be stated in terms of knowledge and abilities required, but not how they are acquired. If a particular degree is required, it must be justified. Technical requirements: Tangible skills, talents, and knowledge, as well as the physical attributes required for an individual to successfully perform the essential functions and tasks of the position. Skill testing may be used for creating standards for the position, such as typing, bookkeeping, mathematics, spelling, computer usage, etc. Abilities: A list or description of abilities required in order to perform the technical requirements as they relate to the essential functions of the position. Jobs, as well as the level of these jobs, require different combinations of abilities for an individual to successfully perform the functions of that job. Motivation/Interest: Does the job require an interest in people, data, or things? The interest of people often has a direct bearing on the performance of the specific tasks and functions of the job. Personality characteristics: The personality characteristics required to perform the essential job functions of the position. Personality will have a direct bearing on the performance of the specific tasks and functions, and will affect the degree of success in the overall performance of the position. Abilities, interests, and personality characteristics can be defined for employment standards as well as an assessment of a candidate’s potential. Essential job functions: A description of the functions or tasks essential to the position. Included are time allocation, operations sequence, and machinery and equipment. Non-essential job functions: A description of the functions or tasks that are a part of the position, however are not essential to the successful performance of the position. Miscellaneous: A description of any other information or criteria that would be of assistance in recruiting and training an individual for the position, as well as information useful to the company. A sample job description for an administrative assistant position can be found in Appendix B of this manual.

8


Advertising the Position Please read the following carefully: In your advertisements, do not state or suggest a preference for race, color, religion, sex, national origin, disability, age, or any other condition or characteristic that is not a bona fide occupational qualification of the job being advertised. Advertising should not operate to limit employment opportunity, such as placing an ad under a heading of “male wanted,” “female wanted,” “boy needed,” or “girl needed,” or saying things such as “supplement your pension income”—all could be construed as being discriminatory. How and where do you find the ideal candidate? Use your resources. Some resources are more advantageous depending on the position. The best resource for any position is your own staff. Since it’s been proven that people surround themselves with like beings, and that “hens don’t want foxes in the hen house,” referrals from your key staff can be the first step. An opportunity for all is to offer a referral fee to any staff person who refers a candidate who is hired. Motivation and buy-in are both powerful incentives. Your local or community newspaper will draw candidates from your specific locale. Since metropolitan areas obviously have much to offer in the way of talent, a large pool of candidates will see your ad in the newspaper for that area. However, this resource may be limited based on your geography, and on the level of responsibility and area of expertise of the position. Networking is the best resource for executive positions. The majority of executives who are prime candidates usually are not actively looking to make a change and don’t rely on the classifieds to identify opportunities. Ask your peers, advisers, and other colleagues in your field or industry about possible candidates. Customers are also good resources. Ask them position-specific questions. For example, if you are looking to hire a customer service person, ask your customers, “Who has provided you the most reliable, responsive, proactive customer service bar none?” Recruit the person referred. Trade shows, trade magazines, and trade organizations are excellent venues to advertise and meet potential candidates in an industry- or position-specific arena. The Hiring Blueprint

9

Web resources are powerful. Those responding to postings on monster.com, career.com, etc., are technologically savvy and resourceful. These resources have financial advantages over the printed resources due to their wider reach of viewers. Recruiters or “headhunters” are a resource that can assist in identifying and screening candidates who you may not have access to otherwise. However, they can be expensive and often do not understand your business well enough to make recommendations. Since they get paid when they make a placement, their recommendations should be entertained with caution and additional due diligence. Temp-to-perm firms are excellent resources for administrative talent. These firms usually test, assess, and perform background checks on the candidates, relieving you of those tasks. Another advantage is that you can interview the candidates and bring them on board for two to three months on a trial basis before formally hiring the candidate and having the payroll and benefits expense. If the person works out, you hire them on your payroll. If not, the placement firm reassigns them and you try another candidate. Sample classified ads have been included for your reference in Appendix B of this manual.

10


The Wonderful World of Assessments Your opinion and evaluation of job candidates should be backed by an effective review mechanism that provides objectivity. This will decrease your chances of hiring the wrong person and prevent good candidates from slipping through the cracks. Whether your company hires five people a year or five hundred, the most important contribution you can make to the process is to implement—or, if you have the opportunity, formulate—a policy that is both objective and foolproof. For many years, large corporations with full-time Human Resource professionals and Human Resource Departments have had the capability of testing/assessing job candidates to evaluate the candidate’s personality, behaviors, math skills, reading skills, and writing skills—in short pretty much anything having to do with on-the-job performance. For years, these testing tools were so cumbersome, required trained HR professionals to administer them and then interpret their results, and were so expensive that the small business owner did not have access to them and, if he or she did, could not afford them. Times have changed. With the explosion of small businesses around the world, the market for easily administered, economical assessment tools to assist in the hiring process has now become big business. In addition to the objectivity that assessments provide, the new assessment tools also provide Department of Labor–approved, openended interview questions in the areas of concern as identified by the assessment tool. Before proceeding to the next section of this manual, please review the FirstView™ and Prevue™ reports in Appendix C of this manual. These two reports along with the sections on Interviewing represent the backbone of conducting a good interview. Please read through each of these sample reports and pay special attention to the areas where the reports suggest interview questions for the areas the individual has assessed outside the acceptable ranges for the position. After viewing and becoming familiar with these reports, we urge you to return to the next section.


11

The Telephone Interview After advertising the position through the previously described resources, you will no doubt have a stack of résumés to review. In this review, immediately discard those that do not fit the requirements of the job. You will be amazed at the number of résumés you receive that have no relevance to the job description. The telephone interview should be set up for the following reasons: •

Paring down the number of individuals who seem to fit the job requirements based on their résumés.

•

Checking and confirming the details of each candidate’s résumé.

•

Most importantly, allowing you to get a feel for each candidate as a person. This is where your intuition and subjectivity play a part in the process. In other words, as you talk to them, do you get the feeling that you want to get to know more about them face to face? Do they communicate well? Are they enthusiastic and positive? Are they on time?

When conducting a telephone interview, remember to make sure that it is convenient for the candidate to talk. Ask if it is a good time to talk. Will they be able to talk freely? If it is not convenient for them to talk, set up a time to talk in more detail later. To standardize the telephone interview process, it is helpful to develop a checklist of questions that reflect the duties and qualifications of the position. Although the checklist will differ by position, it should include such items as:

Required experience? Required education?

Yes

No

Uncertain

R R

R R

R R

The more checkmarks a candidate has in the yes column, the more likely it will be that you will want to talk with them further. Select for face-to-face interviews the individuals whose abilities and work history most closely match the job description.

A Positive Telephone Interview—What Then? If the results of the telephone interview are positive, then it is time to bring some objectivity to the process. At the end of the interview, direct the candidate to a website to take a short assessment. Although there are several products on the market, our experience with FirstView™ has been very positive.


13

In order to start utilizing FirstView™, please visit www.hrdpressonline.com, click on the “Products” tab, and then click on “FirstView”. FirstView is an economical, reasonably priced assessment tool. FirstView uses the most advanced psychometric methodology and is the fifth generation of proven measurement tools, yet requires only 15 minutes to complete. FirstView measures the following areas: •

Rules—consistency, ability to deal with change, need for structure, ability to follow rules and policies

•

Extroversion—need to work with others, communication of enthusiasm, ability to talk or listen

•

Assertiveness—decision making, selling and closing abilities, ability to handle confrontation, willingness to take direction from others

•

Teaming—teamwork, collaboration with others, competitiveness

•

Sensitivity—emotional stability, handling of criticism and feedback, dealing with stress

•

Organization—planning, spontaneity, time-management attitudes, ability to handle details

•

Social Desirability—an internal validity scale to determine if the candidate is being frank with their answers

•

Cognitive Ability—an overall aggregate measure of cognitive skills

FirstView can be used effectively with no training and no assistance. FirstView’s output is direct knowledge. The candidate’s behavior is described within the context of the job requirements and processes. The hiring manager has no need for expert interpretation. Not needing expert interpretation (psychologists) is the key to how assessment technology can reduce hiring costs and improve performance at the same time.

14


Behavioral Interview Questions Driven by Advanced Psychometric Measurements FirstView provides state-of-the-art behavioral interview questions automatically. The questions in FirstView are selected by advanced psychometric measurements and probe only those areas that target a candidate’s weaknesses in the prospective job.

Behavior Predictions in 15 Key Work Function Categories FirstView predicts the performance of the candidate in comparison to behavior that has been observed to be most effective in 15 job categories. You select from the list below the category that best matches the position you are hiring for: • • • • •

Persuasive sales Management Financial Healthcare Production

• • • • •

Telemarketing sales Customer service Information technology Food service Warehouse

• • • • •

Retail sales Administrative Engineering Hospitality Driver

The results of FirstView are forwarded to you via e-mail in a PDF file or can be sent by U.S. mail. The report provides an interview evaluation sheet to fill out upon interview completion. It also provides a narrative of the individual in each of the areas described above. The report plots the person’s responses on a bar graph for each category and immediately tells you which areas the person is outside the acceptable range. But most importantly, it provides interview questions for the face-to-face interview to help you become a better interviewer. As mentioned in the Introduction to this manual, most people have not been trained in interviewing techniques. The result is that we tend to hire people we get along with (i.e., people like ourselves). When team building, the last thing you want is someone who is just like you. For example, if you are lousy at detail work or you despise getting involved in detail work, and you are hiring a person to do your bookkeeping, do you really want someone just like you? In team building, the idea is to get people with complementary strengths—different strengths and preferred behaviors. You want people who love to do their jobs. After reviewing the FirstView report (see an example of a FirstView report in Appendix C of this manual), you are now in control of the situation: You have an objective look at this person and can choose or not choose to schedule a face-to-face interview based on the report. And, should you choose to interview the person, you can rest assured that you will have a very good understanding of the person after the interview because you have questions suggested by the report that will put the person in a situation where they must express themselves rather than respond with “canned” answers to questions they expect when they walk in to the interview.


15

Interviewing Do’s and Don’ts The Equal Employment Opportunity Act has made interviewing job candidates a proverbial mine field. There are very specific questions that you cannot ask. The following section will provide you with some guidelines.

Interviewing Do’s and Don’ts DO’S

DON’TS

Are you a minor?

When were you born?

Are you under 18?

How old are you? Date graduated from high school?

Are you legally entitled to work in this country?

What is your language or national origin? Where were you born?

Are you a U.S. citizen?

Where was your spouse born? Where were your parents born? Are your parents/spouse citizens? When did you/they become citizens?

Can you, after employment, submit verification of your legal right to work in the United States? Do you belong to a church? Do you attend church regularly? Have you ever been convicted of a felony?

Have you ever been arrested? Have you ever been convicted of a misdemeanor? Do you have any children? Do you intend to have children? What child-care arrangements have you made?

What school or college did you attend or graduate?

When did you graduate?

What is your work experience? Why did you leave your previous employers? How will you perform the job?


Do you have a disability?

17

DO’S

DON’TS

Are you able to perform all the essential functions of the job?

What kind of disability do you have?

If not, is there a reasonable accommodation that can be made?

How severe is your disability?

A statement can be made that an offer may be made contingent on an applicant passing a job-related physical examination (if applicable). Do you own your own home? How long have you lived at your current address? What is your maiden name? What is your marital status? Are you a U.S. veteran?

Did you serve in WWII?

What is your military service history?

Are you receiving any service connected with disability pension? What is your race? What is your color?

Do you have dependable transportation to get to work?

18

Do you own a car?


Interviewing Myths and Truths To be a successful interviewer, a business owner or manager must overcome both past and present prejudices they might hold about the hiring process. Indicate below whether the following statements are True, False, or It Depends. (Answers are provided at the end of this document.) True

False

It Depends

1. Hiring the wrong people can directly jeopardize your own job.

R

R

R

2. The decision of whom to hire or reject represents one of the most important decisions an organization makes.

R

R

R

3. The HR/Personnel Department’s role is passive.

R

R

R

4. Skill is the most important factor when selecting new employees.

R

R

R

5. Employees with disabilities are high risks for an organization.

R

R

R

6. The only primary objective of recruitment and selection is to choose those individuals who are best qualified.

R

R

R

7. An organization should not be concerned about what employees do during their off-work hours.

R

R

R

8. Fundamental requirements that concern employers may be expressed as “can do” and “will do” factors.

R

R

R

9. The best predictor of what a person can do is what he/she has done before.

R

R

R

10. A receptionist at your organization has little influence on a candidate’s attitude.

R

R

R

11. Every candidate should be required to complete an application form before the interview.

R

R

R (continued)


19

True

False

It Depends

12. It is impossible to speak and listen at the same time during an interview.

R

R

R

13. The job level has little to do with the number of reference checks that should be performed.

R

R

R

14. An interviewer should control the interview.

R

R

R

15. An interview plan is superfluous to the interview process.

R

R

R

16. The “halo effect” refers to the tendency to judge an individual favorably in many areas on the basis of one strong quality.

R

R

R

17. The most important qualification that an interviewer should possess is a degree in psychology.

R

R

R

18. When a candidate is not hired, the interviewer should give all the facts as to why he/she is not being hired.

R

R

R

19. Employers must accommodate job candidates and employees who have disabilities unless it is an undue hardship.

R

R

R

20. Most employers may refuse to hire candidates if they are not U.S. citizens.

R

R

R

20


Interviewing Myths and Truths: Answers 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20.

True True False False False False False True True False True True True True False True False False True True

How did you do? Aren’t you glad you’re using this manual?


21

Interview Preparation Prepare a file for each candidate with the following information: 1. Completed application with signed release form. Evaluate the application: •

Is it neat? Neatness indicates a caring person.

•

Is it complete? If not, this could be an indication that this person does not follow instructions.

2. Current résumé. Evaluate the résumé. •

Is it functional? A functional résumé does not match dates with specific jobs; it emphasizes generic skills and accomplishments.

•

Look for profit-mindedness. Does the candidate appreciate that companies are in business to make money?

•

Watch out for filler. A résumé puffed up with sports, hobbies, and other incidental information, at the expense of listing experience and skills, may indicate an under-qualified candidate.

•

Watch out for large time gaps in employment history.

•

DO NOT EXCUSE SLOPPINESS!

3.

Copy of job description for position.

4.

Copy of FirstView Report, which provides some interview questions.

5.

Lead questions developed by you (see the Lead Questions section on page 25).

Review all the information in the file so that you’re familiar with the information and to show the candidate that you have prepared for this time with them.


23

Lead Questions Lead questions should be designed to assist you in determining a candidate’s capability and willingness to perform in the position for which they are interviewing. Lead questions are open-ended questions. Open-ended questions cannot be answered by a “yes” or “no.” These questions should be phrased as “What if” scenarios. “What if” scenarios allow you to explore past and future situations, showing how candidates have dealt with situations or how they would deal with situations. Below are examples of “What if” scenarios: •

How would you deal with a customer who received poor customer service the last time they were shopping?

•

You are assigned the task of restructuring your department. How would you go about it?

•

An employee has been accused of stealing. How would you deal with the situation?

•

An employee is not performing in their job and you must let them go. What steps would you take?

Lead questions allow for: •

Exploring past behaviors. − − −

•

Reviews filtered and sanitized memory Lifetime trends, which show how a candidate typically behaves Can help predict near future behavior

Exploring the candidate’s imagination. − − −

Gives insight into how the candidate thinks, processes information, and solves problems Offers a means of testing the limits of standards and values Offers insight into values and standards that guide behavior


25

•

Exploring what the candidate can do. − − − −

Allows you to ask questions specific to the position without giving away information that leads the candidate to the answer you want Gives you a way of seeing how a candidate does something relevant to the job Gives you a way of exploring how/why the candidate did something a certain way Provides for a combination of memory and imagination

Other Lead Questions 1.

Why are you giving up your current job or why did you give up your previous job?

2.

What did you like best about your previous job?

3.

If you could have made improvements in your previous job, what would they have been?

4.

What was the most interesting part of your previous job?

5.

What was your absentee and attendance record at your previous job?

6.

What types of people irritate or annoy you the most?

7.

Do you have the ability to perform all the specific job functions discussed in the job description for the position you are applying? Formulate questions specific to the job description such as: Are you familiar with the different word-processing programs? How many words per minute do you type?

•

Can you take dictation? What method do you use?

8.

We require a level of high productivity with an emphasis on goals. What are your feelings regarding setting goals?

9.

Where do you see yourself in two years?

10.

26

•

When and where was your most recent vacation?


General Guidelines for Interviewing At the Beginning of the Interview Establish rapport. A candidate will risk involvement and self-disclosure more readily when the interviewer demonstrates a genuine respect and understanding for his or her needs. Doing the following things will help create an atmosphere conducive to open discussion: •

Never make the candidate wait. If a wait is unavoidable, be sure to apologize.

•

Greet the candidate warmly.

•

Introduce yourself by name and title.

•

Ask, “Did you have any problems finding us?”

•

Ask, “Would you like something to drink?”

•

Listen deeply to gather information.

•

Keep the spotlight on the candidate.

•

Stay in the here and now.

•

Validate feelings and content as you progress through the interview.

Establish a common ground. Ask: •

“Where are you from?”

•

“What do you like to do for fun?”

Set the ground rules for the Interview. Tell the candidate: •

The purpose of the interview.

•

What types of things will be covered during the interview.

•

What the sequence of the interview will be.

•

About how long the interview will take.

•

You will be taking notes; extend this opportunity to the candidate


27

During the Interview As the interview progresses, if the candidate is talking and giving information you need, then great. However, if you are getting nonsense information or “canned” answers, then you need to take charge by asking the lead questions you have prepared beforehand. Refer to the FirstView questions and your lead questions, and begin the formal part of the interview. Take notes of your impressions as you move through your questions.

After the Interview Once the interview is completed, it is very important to immediately complete the FirstView evaluation form. In addition, in Appendix A we have provided an Interviewer’s Evaluation of Candidate form to evaluate the candidate in the seven skill categories, make hiring recommendations, and write any additional comments. Warning: The tendency after an interview is to try to catch up on any work that might have been missed during the interview—phone calls, e-mails, the line at your office door. The longer you wait to complete the evaluation form, the less accurate and complete the information will be.

The Second Interview Only you can determine for your organization what level positions will require second interviews. As a general rule, companies will use the second interview process for managerial and key decision-making positions. The above process will ensure that you are hiring the most qualified candidate for entry level and nondecision-making positions. The higher you go on the pay scale, the more important the position (decision-making and managerial responsibilities), the more sure you need to be in your hiring decision. As already discussed, the hiring costs rise very quickly for managerial and decision-making positions. These positions have a very dramatic impact on those hiring costs, such as lost management time, customer/ client dissatisfaction, and litigation costs discussed previously.

28


The First Interview Because you have gone through the FirstView process and reviewed the resulting reports, you will now be able to quickly apply the criteria specified in the job description to the candidates. Determining which candidates have the best match to the job description and selecting the candidates you want to interview from those you previously called become very easy. This enables you to move on to the first interview. By now you may be thinking, what an involved process this seems to be. It is. For those who are thinking this, we would now direct you to the Cost of Hiring Mistakes section once again. (Nothing like a splash of cold water to wake you up from reading a manual.) Remember, the more methodical and systematic (methodical and systematic do not necessarily mean slow—efficient may be a better word) the hiring process, the more likely it is to produce the kind of information needed to make good judgments about an individual’s chances for success. Planning and preparing are the keys to effective interviewing. Stick to pre-planned questions throughout the interview—those from the FirstView report as well as those you have developed on your own. You, as the interviewer, should make notes of responses and evaluations, and later document the interview like any other major employment event (see the Interview Guide and Recap Form in Appendix A of this manual). The FirstView report provides you with an evaluation summary that you should complete immediately following the interview. Attach your notes to the completed summary for later review. Before meeting with the candidate for the first interview, make sure they have filled out an application even if they have brought a résumé. The application provides a standardized format for capturing information and makes it easier to compare candidates later on. In addition, should the candidate be hired, this form becomes the basis for their employee file. Job application forms can be purchased at any office supply store; for your convenience, we have included a sample that you can adjust to fit your needs in Appendix B of this manual. As you conduct the interview, you should have the opportunity to: •

Directly observe certain aspects of the candidate's behavior, such as the ability to communicate, alertness, personal grooming standards, self-confidence, and understanding of necessary technical concepts.

•

Obtain additional information on the candidate's education and work experience.


29

•

Assess the candidate's knowledge, skills, and other competencies by asking about past performance and achievements.

•

Promote a good public image for your company.

Explain to the candidate what will happen next. Describe your decision timetable and the steps that will follow if they are selected. After interviewing each candidate a second time, you will have as complete a picture of the individuals as possible, both objectively and subjectively.

30


The Second Interview The second interview is typically used by companies for managerial and key decisionmaking positions. This interview is generally reserved for final candidates, those determined to have the necessary qualifications to fill the position—usually no more than two or three individuals. In order to conduct a good follow-up interview, more complete information on the candidate will be necessary. To obtain this information, we recommend using the Prevue™ assessment. Prevue has the unique ability to be customized for your particular position, taking into account successful people in the position and the environment of your company— cloning success. The Prevue process starts with a questionnaire or job description survey worksheet that is filled out on the vacant position. This worksheet has approximately 50 questions that cover abilities required, interest and desire to do certain tasks, and personality traits or characteristics that influence behavior in different situations. For small businesses, the owner and another employee most familiar with the position should fill out this worksheet. For larger organizations, the immediate supervisor, someone who has performed in this position, and another peer who has a lot of contact with the position should fill out the worksheet. The result is a benchmark for the position with which all candidates can be measured. At this point, the common reaction is: “Is all this really necessary?” The short answer is yes (remember the hiring costs). The good news is that you only have to do this once for each position. The Prevue assessment measures the candidate in 20 different areas against the benchmark established by you and your organization. Unlike the FirstView report, Prevue is more detailed and designed to give a much fuller picture of the individual in the following areas:

Abilities • • • • • • • •

General abilities Working with numbers Working with words Working with shapes Motivation/interests Working with people Working with data Working with things


31

Personality •

13 different areas

A sample Prevue report can be found in Appendix C of this manual. As with the FirstView report, very specific interview questions are provided in the areas where the candidate falls outside the benchmarks established by the job survey worksheet. Thus the second interview becomes an even more detailed discussion of the candidate’s abilities, motivations, and personality—how well will they fit in your organization? You can begin the second interview by once again putting the candidate at ease. Most people are somewhat intimidated by timed assessments such as Prevue. There is a natural resistance to “baring one’s soul” to strangers, and this is a typical reaction to taking such an assessment where motivations and personality are measured. The Prevue reports on the finalists for the position provide a detailed, objective view of each. Indeed, the main reason for assessing is to get an objective point of view, as discussed before. After reviewing the Prevue reports for your last two or three candidates, it may or may not now be obvious who is the best candidate for the job. If it is not, you are now prepared to have the second interview armed with the questions provided by the Prevue report for each candidate. Don’t forget for this second interview to use the Interview Guide and Recap Form provided in Appendix A of this manual. In order to utilize Prevue™ in your hiring process, please visit www.hrdpressonline.com, click on “Products,” then click “Prevue”.

32


Things to Remember While Interviewing When conducting an interview: •

Ask one question at a time, pausing between questions. This will give the candidate a chance to talk further.

•

Adjust the level of your language to the candidate’s ability. Don’t talk down to the candidate.

•

Repeat parts of their answers in a questioning manner to indicate your desire for elaboration.

•

Always use open-ended questions (those that cannot be answered with “yes” or “no”.)

•

Be a good listener.

•

Be sure to discuss and evaluate key selection criteria: − − −

The importance of honesty and integrity The candidate’s comfort with pressure Reliability and dependability

•

Directly observe certain aspects of a candidate’s behavior, such as the ability to communicate, alertness, personal grooming standards, self-confidence, and understanding of necessary technical concepts.

•

Obtain additional information on the candidate’s education and work experience, relevant to the position they are being considered for.

•

Tell and sell the company and position.

•

Give the history of the company.

•

Explain the daily job duties.

•

Explain the relationship of the position within the office.

•

Answer the candidate’s questions.


33

Close the Interview Know when to bring the interview to a close. Do not overdo it. Get the information you need and then end it. Explain to the candidate what will happen next. Describe your decision timetable and the steps that will follow if they are selected. After interviewing each candidate a second time, you will have as complete a picture of the individuals as possible, both objectively and subjectively. To be more objective, you might want to review each candidate using the Interview Checklist provided in Appendix A of this manual. After doing so, there should be very little question as to who is the best candidate for the job. Once you have made your decision, it is advisable to have a background investigation completed, provided you have secured a release earlier in the process.

34


Background Investigation With the growing number of lawsuits that are resulting from negligent hiring and with the courts awarding large dollar amounts to victims, an employer must do pre-employment assessing and background checks.

Negligent Hiring If an employer can establish that an employee went through a test and background check, then the employer will be able to prove that reasonable precautions were taken when hiring the employee.

What Background Checks Include The normal background checks that employers complete are: •

Professional references

•

Education transcripts

•

Credit reports (see Sample Authorization to Obtain a Consumer Report form in Appendix B of this manual)

•

Criminal history reports

•

Driving record

•

Workers’ compensation report

There are many companies that specialize in providing background checks, and it is important to allow the professionals to work in these areas. We recommend that you check your local area or contact the authors for a recommendation. Provided the background check is completed successfully with positive results, the next step is to make a conditional job offer.


35

The Conditional Job Offer You have now completed a professional search for the right person for the job, and you should be very comfortable at this point in making an offer. The offer, however, must be conditional on the candidate’s passing a medical exam. Paying for a medical exam may seem like just another additional expense to the company, but consider the alternative. The costs of hiring a person with serious medical issues impact the hiring costs previously discussed, impact the healthcare benefit costs to the company, and impact the productivity of your company. It is typical to call the candidate on the telephone and inform him or her of your decision. Offer the position and wait for a response. If the candidate needs time to consider your offer, by all means give him or her several days to do so. If there is a serious time factor, inform the candidate that a response within the next 48 hours would be a great help to the organization. If the candidate accepts, verbalize the agreement over the phone and formalize it in writing the very same day, complete with compensation or benefit plan information. A sample of a conditional job offer can be found in Appendix B of this manual.


37

The Medical Exam The Americans with Disabilities Act (ADA) permits employers to require a medical examination after an offer of employment has been made to a candidate who has satisfied all other prerequisites and prior to starting employment. Further, the employer may make the offer contingent on satisfactory results of the examination, provided the following conditions are met: •

The exam must be required of all entering employees in the same job class. You cannot examine only those you suspect may have health problems.

•

Information about the medical history or condition that is obtained must be collected and maintained on separate forms and in separate medical files, apart from personnel files.

•

Medical information obtained during the exam must be treated as confidential. The only exceptions are that supervisors and managers may be informed about any restrictions on the work duties and necessary accommodations, and first aid and safety personnel may be informed, when appropriate, if there is a possibility of the candidate’s needing emergency treatment.

•

Results of a post-offer pre-employment medical exam cannot be used to screen out persons with disabilities. Furthermore, employment opportunities may not be denied to an otherwise qualified candidate with a disability where denial is based on the need to make reasonable accommodations. Reasonable accommodation is discriminatory unless the employer can show that the accommodation would impose an undue hardship on the operation of the business.

Some of the reasons that an employer might need a pre-employment medical exam: •

To determine that an individual currently has the physical or mental qualifications needed to perform the job

•

To determine if a person can perform a job without posing a direct threat to health or safety, either to him- or herself or to others

If a conditional job offer is withdrawn because of the result of the medical exam, the employer must be prepared to show that the reason for the rejection is job related and consistent with business necessity, or that the person is rejected to avoid a direct threat to health or safety, and that no reasonable accommodation was available that would enable the candidate to perform the essential job functions.


39

The Exit Interview The exit interview is an interview given to a departing employee. This is usually done for employees who voluntarily quit instead of those who are fired or laid off. Exit interviews offer an opportunity to find out information that otherwise might be more difficult or impossible to obtain. The following are some thoughts on the exit interview: •

Interviews can be conducted orally or written. We prefer the oral interview.

•

Before the interview, think carefully about the information you would like to get. This greatly increases the odds of a successful interview.

•

Save the hardest questions for the latter part of the interview. Work up to the tough stuff!

•

A good question to break the ice is “Would you like for us to be a reference/ recommendation for you?” But do not make this offer if you would not recommend the employee!

•

Be prepared for some bombshells. Expect the unexpected: If something is going to come out, it will come out in an exit interview.

•

Carefully select the interviewer. Look for someone who listens well and is openminded. It serves no purpose for the interviewer to get into an argument with the departing employee.

•

Throughout the interview, stay focused on the employee.

•

Use open-ended questions that allow for plenty of expression. An example of this might be “How did you feel you were managed during your employment with us?” or “How do you feel the company is run?”

•

Other excellent questions are “Under what conditions would you have stayed?” and “If you had had a magic wand, what would you have changed?”

•

At some point in the interview, ask, “why are you leaving?” if you do not already know.

•

Good general questions are “What did you like most (least) about your position?”


41

•

Find out the things the departing employee would improve—conditions, production, or morale.

•

Try to get a good feel for how the departing employee viewed the compensation and benefits package.

•

Leave time at the end of the interview for general comments.

•

Take notes of the high points. Get the general idea: It is not essential to get exact quotes. It is more important to listen than to write.

•

Immediately after the interview, determine if you would rehire the employee. Assume they will reapply.

•

Thank the employee for their feedback and candor.

•

Make use of the information gathered. If you do not use this new information, then why do an exit interview?

•

The exit interview can provide you with a good mechanism to take a hard look at how your company is perceived. Since the employee is leaving, they will often be more open and frank in their discussions about the company.

Exit Interview Questions Listed below are some examples of the types of exit interview questions that employers commonly ask departing employees:

42

•

What is your primary reason for leaving?

•

Did anything trigger your decision to leave?

•

What was most satisfying about your job?

•

What was least satisfying about your job?

•

What would you change about your job?

•

Did your job duties turn out to be as you expected?

•

Did you receive enough training to do your job effectively?

•

Did you receive adequate support to do your job?

•

Did you receive sufficient feedback about your performance between merit reviews?


•

Were you satisfied with this company's merit review process?

•

Did this company help you fulfill your career goals?

•

Do you have any tips to help us find your replacement?

•

What would you improve to make our workplace better?

•

Were you happy with your pay, benefits, and other incentives?

•

What was the quality of the supervision you received?

•

What could your immediate supervisor do to improve his or her management style?

•

Based on your experience with us, what do you think it takes to succeed at this company?

•

Did any company policies or procedures (or any other obstacles) make your job more difficult?

•

Would you consider working again for this company in the future?

•

Would you recommend working for this company to your family and friends?

•

How do you generally feel about this company?

•

What did you like most about this company?

•

What did you like least about this company?

•

What does your new company offer that this company does not?

•

Can this company do anything to encourage you to stay?

•

Before deciding to leave, did you investigate a transfer within this company?

•

Did anyone in this company discriminate against you, harass you, or cause hostile working conditions?

•

What appeal does your new position offer that your former position does not?

Any other comments?


43

Appendices Appendix A: Forms Appendix B: Samples Appendix C: Report Samples

Appendix A: Forms The Cost of Hiring Worksheet Interviewer’s Evaluation of Candidate Interview Guide and Recap Form Interview Checklist

The Cost of Hiring Worksheet Direct Hiring Costs Agency fees

$

___________

Advertising costs

___________

Recruiter costs

___________

Interviewing time (initial/phone)

___________

Management interviewing time

___________

Travel expenses

___________

Subtotal:

$ __________

Training Expenses Training time

$

Supervisor time Subtotal:

___________ ___________

$ __________

Position Impact Reduced sales production

$

___________

No up-selling

___________

Lost customers

___________

Equipment downtime

___________

Subtotal: Estimated Cost of a New Hire


$ __________ $

__________

49

Interviewer’s Evaluation of Candidate Candidate’s Name: ____________________ Position: _________________________ Interviewer: __________________________ Interview Date: ____________________ Position Location: _______________________________________________________ Complete an evaluation form after each interview. Keep specific requirements of the position in mind and rate only those items that apply to position requirements. Candidate is: R Internal Candidate R External Candidate R Managerial For each skill category, rate the level at which the candidate meets the requirements of that skill. Use the following scale: 4 = Above average 3 = Meets requirements 2 = Below minimum requirements 1 = N/A Skill Categories

4

3

2

1

Motivation/Achievements Works hard to accomplish tasks and overcome obstacles

R

R

R

R

Decision Making/Judgment Makes effective, realistic decisions within organizational guidelines based on analysis, wisdom, and experience

R

R

R

R

Following Procedures Follows established policies and procedures

R

R

R

R

Resourcefulness Exhibits ability to find resources or create innovative solutions to problems

R

R

R

R

Personal Attributes Consider the candidate’s personality, attitude, and motivation with reference to the requirements of the job. Will this candidate be an asset in this position?

R

R

R

R

Ability to Handle Responsibility Does the candidate seem to have the ability/capabilities to handle the responsibilities of this position?

R

R

R

R

Communication Skills Does the candidate have the communication skills to obtain full cooperation from subordinates (if applicable) and to work effectively with peers, managers, superiors, and if applicable, customers or vendors?

R

R

R

R

(continued) The Hiring Blueprint

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Interviewer’s Evaluation of Candidate (concluded) Recommendation: R Recommend for hire R Not a match R No decision yet Provide your overall opinion and any additional pertinent comments on any of the above. _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________

_______________________________________________________________________ Interviewer’s Signature ____________________________________________ Title

________________________ Date

Warning: Once the interview is completed, it is very important to immediately complete the evaluation form. The tendency after an interview is to try to catch up on any work that might have been missed during the interview—phone calls, e-mails, the line at your office door. The longer you wait to complete the evaluation form, the less accurate and complete the information will be.

52


Interview Guide and Recap Form Interview Information Candidate’s Name: ____________________ Position: _________________________ Interviewer: __________________________ Interview Date: ____________________ Total interview time will be: ________________________________________________

Notes from Job Description Observable skills/knowledge/abilities critical to the job: ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Motivation/achievement: __________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Decision making/judgment: ________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Following procedures: ____________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Resourcefulness: ________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Proactive: ______________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ (continued)


53

Interview Guide and Recap Form (continued) Notes from Résumé Documented examples of skills: ____________________________________________ ______________________________________________________________________ ______________________________________________________________________ Related work experience: _________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Red flags—areas to probe: ________________________________________________ ______________________________________________________________________ ______________________________________________________________________

Notes on the Job and Organization Location: ______________________________________________________________ Qualifications: __________________________________________________________ ______________________________________________________________________ Promotional opportunities: _________________________________________________ ______________________________________________________________________ Direct/indirect reports: ____________________________________________________ ______________________________________________________________________ Performance evaluations: _________________________________________________ ______________________________________________________________________ Benefits: _______________________________________________________________ ______________________________________________________________________ Accountabilities:_________________________________________________________ ______________________________________________________________________ Summary about organization: ______________________________________________ ______________________________________________________________________ ______________________________________________________________________ 54


(continued)

Interview Guide and Recap Form (continued) Guidelines for Starting the Interview Use the following guidelines when interviewing the candidate: • • • •

Establish rapport Set interview agenda. Explain the interview. Tell the candidate: −

“I’ll ask a series of questions related to the job.”

−

“I’ll give you background on the job and the organization.”

−

“You’ll have the opportunity to ask any questions.”

−

“I’ll explain what happens next.”

−

“I’ll discuss expected behavior.”

−

“I will take notes to evaluate you fairly. I may ask you to repeat so that I can fully understand.”

−

“Take your time in responding to questions. Take notes on any questions you have.” (Offer paper and pencil.)

Questions to Ask During the Interview Questions should be established before the interview process begins. (Sample questions by category—Motivation/Achievement, Decision Making/Judgment, Following Procedures, Resourcefulness—with space to record your responses are listed below.) •

Motivation/Achievement Sample Questions Takes initiative and overcomes obstacles to accomplish tasks Describe a recent time when you were required to motivate yourself to get something done. What did you do? Situation: ___________________________________________________________ __________________________________________________________________ __________________________________________________________________ Action: _____________________________________________________________ __________________________________________________________________ __________________________________________________________________ (continued)


55

Interview Guide and Recap Form (continued) Outcome:___________________________________________________________ __________________________________________________________________ __________________________________________________________________ Tell me about the situation in the past six months in which you worked the hardest? Situation: ___________________________________________________________ __________________________________________________________________ __________________________________________________________________ Action: _____________________________________________________________ __________________________________________________________________ __________________________________________________________________ Outcome:___________________________________________________________ __________________________________________________________________ __________________________________________________________________ •

Decision-Making/Judgment Sample Questions Effectiveness of decisions; willingness to make decisions, involving others when appropriate; sought for his/her advice Describe the best work decision you have made in the past six months. Situation: ___________________________________________________________ __________________________________________________________________ __________________________________________________________________ Action: _____________________________________________________________ __________________________________________________________________ __________________________________________________________________ Outcome:___________________________________________________________ __________________________________________________________________ __________________________________________________________________ (continued)

56


Interview Guide and Recap Form (continued) Describe a specific decision-making process in which you involved many people. How did you go about involving everyone? Situation: ___________________________________________________________ __________________________________________________________________ __________________________________________________________________ Action: _____________________________________________________________ __________________________________________________________________ __________________________________________________________________ Outcome:___________________________________________________________ __________________________________________________________________ __________________________________________________________________ •

Following Procedures Sample Questions Ability to follow and enforce policies and procedures All jobs have some unpleasant tasks. Recall for me the most unpleasant task you were required to do at work. Situation: ___________________________________________________________ __________________________________________________________________ __________________________________________________________________ Action: _____________________________________________________________ __________________________________________________________________ __________________________________________________________________ Outcome:___________________________________________________________ __________________________________________________________________ __________________________________________________________________ (continued)


57

Interview Guide and Recap Form (continued) Describe a time when you chose not to follow a company procedure or policy. Why? What did you do? Situation: ___________________________________________________________ __________________________________________________________________ __________________________________________________________________ Action: _____________________________________________________________ __________________________________________________________________ __________________________________________________________________ Outcome:___________________________________________________________ __________________________________________________________________ __________________________________________________________________ •

Resourcefulness Sample Questions Develops new solutions to problems; overcomes obstacles Describe a recent situation at work where you overcame major obstacles to get something done. Situation: ___________________________________________________________ __________________________________________________________________ __________________________________________________________________ Action: _____________________________________________________________ __________________________________________________________________ __________________________________________________________________ Outcome:___________________________________________________________ __________________________________________________________________ __________________________________________________________________ (continued)

58


Interview Guide and Recap Form (concluded) Interview Wrap-up • • • •

Be honest about what happens next. Quote adequate time to make a decision. Don’t make promises. Thank the candidate.

Interview Summary Summarize your notes and the interview based on job-related criteria only: ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Outcome/decision: ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________


59

Interview Checklist R Is the information you’ve obtained about the candidate based on objective observations that can be verified?

R Is the information consistent with the candidate’s résumé and/or application? R Did each of the candidate’s subsequent jobs logically build and expand upon the previous work assignment, leading to increased responsibility?

R Is there a pattern of success? R Did the candidate have positive productive relationships with previous supervisors, clients, peers, and subordinates?

R How did the candidate follow the flow of the interview? R Did it appear that the candidate had done some background work on your company?

R Was the candidate prepared with questions? R How well were the candidate’s thoughts organized?


61

Appendix B: Samples Job Description for an Administrative Assistant Classified Ads for Various Positions Application for Employment Authorization to Obtain a Consumer Report Conditional Job Offer

Sample Job Description: Administrative Assistant Job Title:

Date:

Name:

Hire Date:

Department:

Reports to:

Position Summary: (summary of duties and responsibilities) Description of Responsibilities: • • • • • • • • • • • • • • • •

Prepare and maintain owner’s daily schedule Make appointments and establish scheduled telephone conferences for owner Answer telephone calls, screen, forward, and take messages Maintain effective file plan Prepare executive correspondence of various forms for the management team Update and maintain marketing database Make travel arrangements and develop detailed travel itineraries for owner Maintain executive office supplies and order as necessary Greet visitors Maintain and nurture the marketing system in conjunction with other executive administration Maintain correspondence and follow-up system for activities of owner Maintain employee files Prompt supervisors to execute annual staff performance reviews Coordinate firm-wide projects (i.e., office expansion and renovation) Oversee office maintenance Other projects as assigned

Supervisory Assignments: Part-time executive administrative support Qualifications: • • • • • • • •

Strong organizational and administrative skills Strong attention to detail Ability to complete assigned tasks in an accurate and timely fashion Adaptable to changing priorities Customer service-oriented Positive attitude and professional appearance Strict adherence to standards of confidentiality Solid knowledge of software as applicable to the firm


65

Sample Classified Ad for Bookkeeper Progressive construction company seeks full-time bookkeeper. Qualifications desired: PC literate, reconciliation experience, organized, and accurate. Duties include A/R, A/P, and some administrative duties. Salary to $_____ K. Send resume only to: attn: President, Sample Company, 1600 Sample Road, Sample, PA 50003

Sample Classified Ad for Accounting Manager Growth mode property management company has excellent accounting position available in western suburb: •

Prepare financial statements

•

Maintain payroll and personnel records

•

Responsible for taxes, benefits, pension plan

Candidate: 3+ yrs. exp and computer skills a plus. Send résumé and salary history to: Sample Company, 1600 Sample Road, Sample, NY 50003; attn: Box 107

Sample Classified Ad for Administrative Assistant Use all your administrative skills when you join forces with this leading property management organization. In this fast-paced position, selected candidate will handle a full range of administrative functions, including typing, correspondence, memos, presentations, reports, and more. Qualifications include 2 yrs of supporting a senior-level executive along with a working knowledge of PC programs. Selected candidate will be rewarded with a competitive salary and a full range of benefits. For immediate consideration, please send résumé including salary history to: Sample Company 1600 Sample Road Suite E Sample, NM 50003 The Hiring Blueprint

67

Sample Classified Ad for Maintenance Person Progressive property management company looking for building maintenance/handy person, exp. required. Knowledge of electrical, HVAC, plumbing, minor building repairs, and general maintenance. Call 666-555-9990.

Sample Classified Ad for Maintenance Engineer Sample Company, a progressive manufacturing company, has an immediate opportunity for a Maintenance Engineer in the Sample area. Responsibilities include overseeing maintenance and assisting when needed. Qualifications: Minimum 3 yrs experience in building maintenance along with knowledge of electric, HVAC, and plumbing. We offer excellent benefits package and salary. Please send résumé and salary requirements to: Sample Company 1600 Sample Road Sample, CA 50003

Sample Classified Ad for Manager Progressive management company seeking customer service manager. Qualified candidate must have previous management experience along with excellent organizational and people skills. We offer competitive salary and benefits program. Please send résumé and salary history to: Sample Company 1600 Sample Road Sample, WV 50003

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Sample Classified Ad for Maintenance Supervisor Sample Company, a progressive management company, has an immediate opportunity for a Maintenance Supervisor to oversee properties in the Sample Valley area. Responsibilities include overseeing maintenance of all facilities and assisting when needed. Qualifications: Minimum 3 yrs experience in building maintenance along with organizational and people skills. Knowledge of electric, HVAC, and plumbing a plug. We offer excellent benefits package and salary. Please send résumé and salary requirements to: Sample Company 1600 Sample Road Sample, KY 50003

Sample Classified Ad for Receptionist/Secretary Sample Company needs receptionist/secretary for busy reception area. Telephone, typing, and other general office skills required. Must be reliable and have a pitch-in attitude. Competitive salary and benefits. Send résumé to: Sample Company 1600 Sample Road Sample, IA 50003


69

Sample Application for Employment (Please Print)

Please fill out this application to the best of your ability. We are an equal opportunity employer. We do not discriminate on the basis of race, religion, color, sex, age, national origin, disability, or sexual orientation. Name: ________________________________________________________________ Address:_______________________________________________________________ City: _____________________________________ State: ________ Zip:__________ Phone: ___________________________________ SS #: ______ - ______ - _______ Position applied for: ______________________________________________________

Employment History Please begin with your current or last job. Include military service assignments. If you include volunteer activities, please exclude organizations that might indicate race, color, religion, national origin, disability, or other protected status. Employer:______________________________________________________________ Address:_______________________________________________________________ Phone Number: _________________________________________________________ Duties/Responsibilities: ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ From: ______/______ To: ______/______ Yearly/Hourly wage: $ _________________ Job Title: ____________________________ Supervisor: _______________________ Reason for leaving: ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ (continued) The Hiring Blueprint

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Sample Application for Employment (concluded) Employer:______________________________________________________________ Address:_______________________________________________________________ Phone Number: _________________________________________________________ Duties/Responsibilities: ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ From: ______/______ To: ______/______ Yearly/Hourly wage: $ _________________ Job Title: ____________________________ Supervisor: _______________________ Reason for leaving: ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Education: Years completed: 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Please include the school name, location, diploma, or degree received: High School:___________________________________________________________ Trade School:__________________________________________________________ College:_______________________________________________________________ Graduate School:_______________________________________________________ Have you ever applied for a position with this company before?

R Yes R No

If so, when? ____________________________________________________________

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Sample Authorization to Obtain a Consumer Report As part of the contracting process for XXXXX Company (hereinafter, collectively “Company”), Company may request a Consumer Report, as that term is defined in Section 603 of the Fair Credit Reporting Act, which may include information bearing on your credit worthiness, credit standing, credit capacity, character, general reputation, personal characteristics, and/or mode of living. Additionally, as part of its supervision requirement, Company may, at any time during your contractual relationship with Company, obtain an updated Consumer Report. Your signature below constitutes your full understanding of this procedure as well as your authorization. Company and its employees will hold all information discovered about you during its review of your Consumer Report(s) in the strictest confidence. If Company turns you down because of the information contained in your Consumer Report, you will be entitled to receive a copy of the Consumer Report as well as a copy of your rights under the Fair Credit Reporting Act. Date: _________________________________________________________________ Name: ________________________________________________________________ Signature: _____________________________________________________________ SS#: __________________________________________________________________ DOB: _________________________________________________________________


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Sample Conditional Job Offer Ms. Jane Doe 123 Main Street Any Town, USA 00000 Dear Ms. Doe: We are delighted (to confirm our offer of employment or extend an offer of employment) to you as (job title), effective (starting date). Your salary will be $0,000 (weekly, biweekly, monthly—enter the amount and the frequency to be paid). This offer is contingent on satisfactory results from a medical examination (if applicable). I trust that you will call us if we can be of assistance to you in advance of your employment, or if you should require any additional information. Very truly yours,

(Title)


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Appendix C: Report Samples FirstView™ Report Prevue™ Report

The Hiring Blueprint

Blueprint

Agile Hiring

The Adamas Blueprint

Blueprint One: Workbook (Blueprint Series)

The Adamas Blueprint

The Cosmic Blueprint

The Adamas Blueprint

Niche Blueprint

The Primal Blueprint Cookbook

The Primal Blueprint Cookbook

Hiring People (Essentials)

Hiring Made Easy

Boost Your Hiring I.Q

Blueprint Reading

Nature's Blueprint

Hiring and Keeping the Best People

Magazine Editing (Blueprint)

Blueprint For Life

Blueprint for Love

Blueprint For Revenge

A Blueprint. Corporate Governance

The Perfect You: A Blueprint for Identity

Department of the Treasury Blueprint for Actions

Tips & Traps for Hiring a Contractor

Hiring and Firing Question and Answer Book

Blueprint for Greening Affordable Housing

Blueprint for Computer-assisted Assessment

The Hiring Blueprint

Blueprint

Agile Hiring

The Adamas Blueprint

Blueprint One: Workbook (Blueprint Series)

The Adamas Blueprint

The Cosmic Blueprint

The Adamas Blueprint

Niche Blueprint

The Primal Blueprint Cookbook

The Primal Blueprint Cookbook

Hiring People (Essentials)

Hiring Made Easy

Boost Your Hiring I.Q

Blueprint Reading

Nature's Blueprint

Hiring and Keeping the Best People

Magazine Editing (Blueprint)

Blueprint For Life

Blueprint for Love

Blueprint For Revenge

A Blueprint. Corporate Governance

The Perfect You: A Blueprint for Identity

Department of the Treasury Blueprint for Actions

Tips & Traps for Hiring a Contractor

Hiring and Firing Question and Answer Book

Blueprint for Greening Affordable Housing

Blueprint for Computer-assisted Assessment

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