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Recruiting & Hiring

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by

Audrey Fletcher

on 22 October 2014

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Transcript of Recruiting & Hiring

Types of Interviews
Write down 3 of the best aspects from a good interview experience that you have had.
Sample Interview
You have an open
position in your department –
now what?
HR will post externally if no internal candidate surfaces
CareerBuilder, NYS DOL, Craigslist, LinkedIn, Indeed, Industry websites, GRB website
*Consideration given to referrals

Interviewing
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
May 2014

Recruiting
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.

May 2014
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

Structured Interview:

Patterned Interview:

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)

Behavioral Interview:

Situational Interview:

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
Prepare thoroughly

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:

Career history
Job responsibilities
Accomplishments
Relationships with bosses
Relationships with peers
Motivations
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:

Age

Height/weight

Gender

Religion

Disabilities

Number of children

Marital status

Economic status

Language
Criminal record

Military service

Citizenship/race

Sexual orientation

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

Interviewer Biases
Interviewers may inadvertently create EEO problems or make inappropriate selection choices by misinterpreting the information they receive

Affirmative Action
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

Remember -

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

Stereotyping

Inconsistency in questioning

First-impression error

Negative emphasis

Halo/horn effect

Nonverbal bias

Contrast effect

Similar-to-me error

Cultural noise

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

AGENDA
• You Have an Open Position – Now What?
• Recruiting Process
• Interviewing
– Types of interviews
– Do’s & don’ts
– Red flags
– Biases
– 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)
Intranet
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

New Hires
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
Activity
DO ask questions relative to their resume experience.
Do NOT ask
Thank you!
Full transcript