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The Hiring Process

Part of Practical Skills for Leaders Series

HR Mission Statement
The Mission Of The Human Resources Department, As A Strategic Partner, Is To Recruit, Develop, And Retain The HighCaliber Diverse Workforce, Necessary For The University Of Texas Health Science Center At Houston To Achieve Its Mission And Goals.

Class Objectives
Understand the Universitys recruitment and hiring policy Identify the purpose of the interview; understand the role of Human Resources in the recruitment process Distinguish between appropriate and legal questions and inappropriate (illegal) questions Understand pre-employment tools and how to use them to select the most suitable candidate

Posting Positions
Job Posting Template Job Description Job Content Questionnaire (JCQ) Profiles Benchmark (Job Analysis Survey) formerly (JPS)

Job Posting Information


Requisition # Job Code JCQ JPS Supv/Resp Job Title Total openings Dept Div/Group Exempt/NE Location Full/PT Work# New/Replace Max Salary Replacing FTE # Hours per week Position # of replacing employee Shift MHQ/BC Schedule Recruiter Account Code Supervisor Funding End Date Position # of Supervisor Primary Contact Name: Contact Number Phone: Fax: SvcReq ALL Pre-Screen/Interview Salary Recommendation Reference Check Offer Letter Skills Testing Reg/Temp

Quality Candidates
Defined Position Critical Competencies Job Analysis Training and development Valid Assessment: Improved job/person match Realistic Job Preview

Defining Todays Jobs


OLD Knowledge, skills, abilities Jobs defined as bundles of tasks Employees perform strictly definable tasks New Competencies Jobs defined by competencies Jobs are flexible

Qualification Standards
Old Time Served Occupation-specific Minimal Requirements Limited assessment options Limited career mobility New Whole person competency-based approach Optimal Profile More assessment options Encourages career mobility

Keys to Success
Up-to Date Classification Criteria Job Related Qualifications Targeted Recruitment Valid Assessment

Job Descriptions
UT Classified Title Customized

Job Content Questionnaire (JCQ)


NAME: SS#: PHYSICAL DATE: TIME: HUMAN RESOURCES RECRUITER: JOB CONTE QUESTIONNAIRE NT
Job Title Unit/Department Dept. Phone #

Prepared by (PLEASE PRINT)

Date

The purpose of this questionnaire is to identify the essential physical and mental requirements of the job; how these requirements are met (e.g., working alone, working with others, working w ith equipment, etc.); how much physical activity is involved in meeting the requirements (e.g., how far, how often, number of pounds, etc.) and where -- in what kind of physical environment the requirements are met. PLEASE COMPLETE THIS QUESTIONNAIRE AND RETURN TO UT HEALTH SERVICES, UCT 1620. I. COGNITIVE OR MENTAL REQUIREMENTS Does this position require any of the following on a regularbasis? Check if applicable. _____ W ritten Communication II. _____ Verbal Communication _____ Reading

PHYSICALREQUIREMENTS A. Do the essential activities of this position include any of the following on a basis?Check if applicable. regular _____ Sitting: How long? approximately _4 to 6_ hours/day _____ Standing: How long? approximately _2 to 4_ hours/da any weight be supported (e.g., using a heavy tool) y (Must If so, indicate approximate weight that must be supported and length of time? __________________________ _____ W alking: How far or how long? _Office/lab environment_ _____ Climbing: Howigh? ___________ ______ Ladders _____ Incline ______ Stairs h _____ Kneeling: How long? _10 minutes_ _____ Stooping: How long? _________________ _____ Lifting: How much weight? W aist high _________ Shoulder high __________ Above head _______ ____ _____ Carrying: How much weight? Alone: How much weight? _20 lbs_ With another sharing load: How much weight? __________________________ _____ Pushing: How much weight?_20 to 150 lbs_ Pulling: How much weight?_20 to 150 lbs_ _____ _____ Balancing _____ Crawling _____ Crouching _____ Finger dexterity _____ Use of keyboard _____ Use of Telephone _____ W orking under extreme time pressure/deadline _____ W orking rapidly for long periods _____ Use of Tools? How long? _Interm ittent_ Describe the kinds of tools generally used on this job: _Computer, lab equipment________________________________________________________________________________ __________________________________________________________________________________ _____________________ _______________________________________________________________________________________________________ If other specific physical requirements, please describe: _Occasional physical exertion required, lifting, carrying, moving office supplies, etc.___________________________ lab or _______________________________________________________________________________________________________ ____________________________________________________________________________________________ ___________ _______________________________________________________________________________________________________ B. List of equipment to be operated. _____ computers, printers, fax, etc. _____ lab equipment _____ diagnostic equipment _____ other (list)______________________________

_____ phones _____ motor vehicle _____ heavy machines (lawn mowers, printing press, dishwasher)

C. On what type of surface are the major activities of this position performed? Check if applicable. _____ Level Surface _____ Sloping Surface _____ Uneven Surface _____ Slippery Surface _____ Unstable Surface _____ Other (specify) _____________________________________

Profiles Benchmark (JPS)


Job Profile Survey
Information gathered by this survey will be used to create a job pattern to represent job suitability for a particular pos ition. As you complete the survey, draw upon your resources such as a written job description and knowledge of and experience in the job. You may want others who are very familiar with the position to complete a su rvey also. INSTRUCTIONS: As you complete the survey, consider the job itself, not what a person who does the job might be like. Describe the functional requirements of the job. Use the following definitions to differentiate between the terms rarely, occasio nally, and frequently. Rarely A task performed infrequently (or not at all) that is not a key part of the job. Occasionally A task performed weekly to daily. Frequently A task performed every day as a key job function. To complete the survey, read each statement and relate it to the particular job. Decide whether the quality, skill or activity applies to the job Rarely, Occasionally or Frequently and circle the appropriate response. Remember, your response should apply to the work required by the position, not the qualities of an y person doing the job. THINK JOB, NOT PERSON . Be realistic. Respond in terms of acceptable job performance standards , not in terms of a perfect employee . Setting performance standards too high may cause good candidates to be eliminated from considera tion. Job patterns are always subject to review and adjustment from time to time. You may revise a job pattern as new data are gathered that suggest improvements. As you refine and improve a job pattern, its ability to help you select job candidates who are best suited for the position is enhanced.

Job Profile Survey


1 01-30-2000 Information gathered by this survey will be used to create a job pattern to represent job suitability for a particular position. As you complete the survey, draw upon your resources such as a written job description and knowledge of and experience in the

Where We Get Resumes


UT Jobs Web Site www.UTH.TMC.EDU/JOBS Greentree Data Base Career Builders Web Site Internal Transfer Request Career Fairs

Selecting & Interviewing Candidates


Human Resources will prescreen resumes that have directly applied for your position. Search Greentree Data Base Search Career Builders Hard to Fill positions may require placing an ad. (Grant Harrison)

Receiving Resumes
E-Mail Fax Inter Institutional Mail Let your recruiter know you preferred method for receiving resumes.

Telephone Interview
A phone interview

Lacks Skills to do the job

Not team Player Problems with co/workers Bad Hire

Not my job syndrome

Un-Professional

Part of the problem Not the solution

Able & Suitable

Manageability & Teamwork Ideal Candidate

Willingness

Professional Behavior & Demeanor

Problem Solving Abilities

Personal Profile
Drive: A desire to get things done. Goal-Oriented. Motivation: Enthusiasm and willingness to ask questions. Does extra on every job. Communication skills: The ability to talk and write effectively to people at all levels. Chemistry: Gets along with others, A team player. Energy: Someone who goes the extra mile, pays attention to detail, looks for solutions. Determination: Does not quit when a problem gets tough. Confidence: Not arrogant. Poise. Friendly, honest and open to employees high and low. Not intimidated by management, nor overly familiar.

Professional
Reliability: Following up, not relying on anyone else to ensure the job is well done, keeps management informed. Honesty/Integrity: Taking responsibility for own actions, Good and bad. Pride: Pays attention to details all jobs done to best of their ability. Dedication: Whatever it takes in time and effort to see a project through to completion. Analytical Skills: Weighing the pros and cons. Weighing the shortand long term benefits against all possible negatives. Listening Skills: Listening and understanding, as opposed to waiting your turn to speak.

Profile Assessment
The Profile is an all-purpose assessment that measures the qualities that make up The Total Person-Thinking-style and Reasoning, occupational interests, and behavioral traits.

Required for all positions.


Can be e-mailed to any location. May be taken in HR assessment center Mon-Fri 8:00 a.m. to 3:00 p.m. (by appointment) Given in English or Spanish Results e-mailed directly to hiring manager

Uses for the Profiles


Placement Promotion Self-improvement Coaching Succession planning

Profiles can generate the following


Individual Report- A guide for self-understanding Placement Report- Selecting the right people through Job Match Multi-Job Match Report- Useful for succession planning and reassigning employees to new positions. Coaching Report- An excellent training and development tool Job Analysis Survey Report- Used with job descriptions to more accurately define job requirements. Summary Reports- To give you a snapshot of information.

Structured Interview
Contains interview questions for both general and technical competencies. Modular format; Department determines which questions to ask. Benchmarks are used in scoring responses.

Goals of Structured Interview


To ensure a systematic coverage of applicants. To provide a technique for gathering all the relevant facts. To provide a uniform strategy that objectively evaluates all job candidates. To determine candidates ability, willingness, and manageability.

What are the five most important skills of the job?


The Job description Skill 1 Skill 2 Skill 3
Skill 4

Skill 5

Develop questions covering each area


Interview Questions

Skill 1

Skill 2

Skill 3

Skill 4

Skill 5

True or False?
A poor interviewer can be a wonderful manager ?

True !
Interviewing skills are learned, not inherited.

Ways not to conduct an interview


Interviewers desk is cluttered, looks at the resume 5 minutes before the interview. Constant interruptions, phone calls Starts off with negative aspects of the job. Asks a long line of open ended questions. Makes up questions as they go along.

The Job Interview Situation


Have as much privacy as possible Call applicant by name when inviting them into the office Ensure that the applicant knows your name Greet the applicant courteously and sincerely Make the applicant feel that you are pleased with their interest in the position Establish an informal but business like atmosphere

Make the applicant feel important Talk to the applicant as though you were the only contact he would ever have with the University Compliment a good employment record Interrupt the conversation to keep interview on track Use active listening skills Relax and the applicant will relax Keep information given, confidential

Remember the applicants time is valuable Watch for gaps in work record Use application blanks and other data in planning the interview Make an outline in advance, of the main items of information you want to obtain during the interview Plan the time required for interview

Donts
Interview when worried, upset, ill or under stress Hold the interview in a noisy place Keep applicants waiting unnecessarily Give the impression of being abrupt or harsh Allow outside interruptions Seek information you already have

Antagonize the applicant Show emotion at any physical handicap Hurt the applicants feelings or destroy his faith in himself Forget that the applicant is sensitive to every word the interviewer speaks Appear to loose interest in the interview Pry into personal lives Break or delay an appointment Waste time on a long interview if the applicant is clearly not suitable

Fall into a set pattern of interviewing Conduct the interview in a haphazard manner

The Interview
Greet the applicant. Start the interview promptly. Open with a warm, genuine greeting and firm handshake. Offer the applicant something to drink. Outline the interview. Give the applicant an overview of the process, length of the interview and what to expect after the interview. Give the applicant a realistic job preview. Research suggest that realistic job previews increase employee retention because the applicant gets honest information at the beginning of the process. Present the applicant with a copy of the job description, physical requirements of the job and a list of the responsibilities of the position.

Equal Employment Opportunity Laws


Title VII of the Civil Rights Act of 1964 (Title VII) forbids employment discrimination based on race, color, religion, sex, or national origin; The Equal Pay Act of 1963 (EPA) protects men and women who perform substantially equal work in the same establishment from sex-based wage discrimination. The Age Discrimination in Employment Act of 1967 (ADEA) protects individuals who are 40 years of age or older against age based discrimination. Title I of the Americans with Disabilities Act of 1990 (ADA) forbids employment discrimination against qualified individuals with disabilities. The Civil Rights Act of 1991 provides monetary damages in cases of intentional employment discrimination.

Questions that are illegal


Questions regarding religion, church, synagogue, or parish, the religious holidays you observe, political beliefs or affiliations. Does your religion allow you to work on Saturdays?

If Job Requirement May Ask


This job requires work on Saturdays. Is that a problem?

Questions that are illegal


Regarding ancestry, national origin, or parentage; in addition, you cannot ask about the naturalization status of parents, spouse or children. Regarding place of birth.

May Ask
Are you authorized to work in the United States?

Questions that are illegal


May not ask about your native language, the language you speak at home, or how you acquired the ability to read, write, or speak a foreign language. You indicated on your resume you are fluent in German, French and Spanish. How did you manage to learn all of those languages?

If required for the Job may ask


What languages are you fluent in

Questions that are illegal


May not ask about age, date of birth, or the ages of children. May ask whether you are over eighteen years of age.

Questions that are illegal


May not ask about maiden names or whether you have changed your name; marital status, number of children or dependents, or spouses occupation; or whether (if you are a woman) you wish to be addressed as Miss., Mrs., or Ms.

May ask
How would you like to be addressed (a common courtesy) and if you have worked for the University before under a different name.

Questionable Interview Questions


In a scene from the first episode of The Mary Tyler Moore Show, Lou Grant is interviewing Mary for a job. Lou: So, Mary, what religion are you? Mary: You cant ask me that, Mr. Grant! Its against the law. Lou: Wanna call a cop?

Pitfalls to Avoid
In order to gain information without asking specific questions, many interviewers use the tell me about yourself approach, hoping that the applicant will tell all about spouse, kids, working on weekends, and so on.

Dangers of this approach


Say the applicant is a woman who tells the interviewer she is divorced and has children. Another person is hiredperhaps equally qualified who is single. The first applicant, desperate for the job, becomes angry and files a complaint saying that the employer learned during the interview that she was divorced and had children and was not hired for that reason.

Even though the interviewer did not ask for the information, the fact is, the information came to light during the interview. If she files suit, it is then up to the employer to prove that the information was volunteered and not used as a basis of discriminatory actions, It is the interviewers responsibility and in the Universitys best interest that you stop the applicant from volunteering illegal information.

What to do when illegal information is out


First, stop the flow of information and tell the applicant not to bring up the subject again. Courteously explain that the University does not base its hiring practices on that particular subject area. Specifically state that a decision to hire is never based on age, gender, race, or whatever subject was brought up.

Dont assumeask specifics


We are open to the public from 8:00 a.m. to 5:00 p.m., and because of a small staff, its important that everyone be here daily and on time. Is there anything that would prevent you from being at work on time and on a regular basis? We feel that the first six months on the job is your training period. Because of the expense and time invested in our staff we are looking for people who give the University a commitment in return. Is there anything that would prevent you from staying with the University for a minimum of two years?

Caution
Be sure the requirements are reasonable and required of each applicant for the particular job. If a job takes one to two weeks of training, and the typical employee rarely stays over six months, we could be on shaky ground with the EEOC if your excuse for not hiring someone was the expectation tat they would be transferred with a spouse within a year, particularly a spouse in the military service.

Ask everyone the same, job-related questions and youll have little to fear if a rejected candidate has a legal bone to pick with your hiring practices.

END
Visit

Human Resources Training website for additional classes. www.uth.tmc.edu/training