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Recruiting & Hiring
Transcript of Recruiting & Hiring
Write down 3 of the best aspects from a good interview experience that you have had.
You have an open
position in your department –
HR will post externally if no internal candidate surfaces
CareerBuilder, NYS DOL, Craigslist, LinkedIn, Indeed, Industry websites, GRB website
*Consideration given to referrals
Have a good idea of the characteristics of desirable candidates – GRB’s philosophy is to hire high performing, high potential people who fit into our dynamic culture
HR Fundamentals in Management: Recruiting & Hiring
GRB Recruiting & Hiring
HR screens resumes and forwards qualified candidates to hiring manager(s)
This clip illustrates some common questions we ask and what we’re looking to gain in asking them.
Candidate comes in for interview and completes application
Managers indicate interest in candidates, and HR phone screens
If phone screen is passed, HR schedules an interview with HR and hiring manager(s)
*Depends on position. HR will independently interview candidates first based on job and manager preference
*Hard working, good attitude, experienced, self-sufficient, self-starter, team player, smart, responsible, flexible/resilient, stable
HR typically leads the interview; manager(s) ask specific, technical questions
*Many managers come prepared with great questions
Interviewer asks every applicant the same questions and follow-up probes
Interviewer asks each applicant questions that are from the same knowledge, skill or ability area (questions are not necessarily the same)
Interviewer asks open questions and provides general direction; allows the applicant to guide the process
Interviewer asks questions designed to elicit stories & examples that demonstrate the applicant’s KSA’s
Interviewing – Do’s
Interviewing – Do’s Cont'd...
Listen carefully – good interviewers spend at least 80% of their time actively listening
Interviewing – Don’ts
Certain questions may violate the EEO (Equal Employment Opportunity) and the ADA (Americans with Disabilities Act)
Establish and maintain rapport
Take lots of notes – but don’t write on the resume!
Avoid “you” statements – state, “The person in this position is responsible for…”, etc. (legal ramifications)
Interviewing – Do’s
Focus the interview time on:
Relationships with bosses
Relationships with peers
Specific competencies relative to job
Ask lots of questions - use probing questions, avoid leading questions
If you’re not sure if it’s appropriate,
don’t ask it!
Be aware of your body language – are you unintentionally sending negative messages?
Provide realistic information
Summarize the interview with what will happen next
...If it’s not job-related, don’t ask the question!
You cannot ask about:
Number of children
Interviewing – Don’ts Cont'd...
Promptly redirect the conversation if the candidate starts disclosing too much information
– don’t pursue the topic further
Interviewing – Red Flags
Dates of employment do not match between resume and application
Interviewers may inadvertently create EEO problems or make inappropriate selection choices by misinterpreting the information they receive
The objective of the Affirmative Action Program is to place qualified females, minorities, individuals with disabilities and protected veterans in all job classifications
Selection & Hiring
The candidate may come back for a second (or third) interview with other manager(s)
Make a note that the “candidate disclosed that…”
If you’ve landed in unsafe conversation about personal issues, don’t panic; just be sure the candidate took you there and you did not lead them there
we cannot discriminate against what we do not know
Candidate indicates we cannot contact an employer (not the one they are currently working for)
Candidate checks that he/she was convicted of a crime, other than a minor traffic offense (let HR handle this)
Bad-mouthing current or former colleagues
Being late or unprepared
Taking a call during the interview
Can’t name a weakness
Don’t know where they see themselves in 5 years
Inconsistency in questioning
Multiple analyses are conducted for the purpose of reviewing whether women and minorities are fairly represented in the workforce given their availability in the identified recruiting areas
Analyses are also conducted to determine whether there is any adverse impact on females or minorities within the employment processes of hiring, promoting and terminating
The team will commiserate to choose the best candidate
Don’t settle! Wait for the “warm, fuzzy” feeling
When finalist is identified, HR conducts background, credit and reference checks*
HR reviews social media (let HR handle this)
The Employment Offer
1) HR works with manager(s) and SM to determine offer, obtains approval from CFO & CEO
The Onboarding Process
New hire orientation covers:
The Onboarding Process Cont'd...
HR takes employee on tour of Linden
• You Have an Open Position – Now What?
• Recruiting Process
– Types of interviews
– Do’s & don’ts
– Red flags
– Affirmative Action
• Selection & Hiring
• Employment Offer
• Onboarding Process
2) HR creates letter & package and contacts candidate
3) HR works with manager(s) & SM if negotiation is required
4) HR receives response, determines a start date and notifies team
5) HR notifies Technology and Compliance
GRB required paperwork for payroll & benefits
Policies/procedures (HR & Compliance)
Compliance training from Christine
History of GRB
The GRB Experience
Ovation Timeclock (if necessary)
I & H drives
Manager of position takes employee to lunch if position located at Linden
If position is located at a branch, HR takes employee to lunch and then to branch
Employee has time to set up office/cubicle area, learn the phone system, sign on, etc.
Employee works one-on-one with another employee, as determined by manager
Each department is unique in how training is handled
HR meets with new employees after 30 days
Phil Pecora meets with each new employee within first 90 days
“I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.”
– Lawrence Bossidy, GE
*Cultural fit is extremely important
HR posts externally if a specific skill set is required that is not available internally
Obtain approval from SM
Review and update job description
Notify HR and forward job description
HR will meet with position manager to fully understand the job duties (if necessary)
HR will post internally if position is promotable
Manager reviews G&O after 30 days
DO ask questions relative to their resume experience.
Do NOT ask