title: you be the judge: how to interview and select the ... · title: you be the judge: how to...
TRANSCRIPT
Title: You be the Judge: How to Interview and Select the Right Candidate
Brenda Shott
Sunday ■ May 21, 2017 3:50 – 4:40 PM
Assistant CEO, Finance and Internal Operations, Orange County Employees Retirement System
Amy CastroPresident, Innovative Communication & Training SolutionsHeidi VoorheesPresident, GovHRUSA
MODERATOR
SPEAKERS
#GFOA20171
Today’s Hiring Landscape
Demographic realities Difficult recruitments – finance, public works, utilities
Crossover areas –accounting, utility
billing, general administration
Grow your own…utilization of
temps and mentors to fill resume gaps
2
Strategies for Recruiting – Getting Ready
Ensure job descriptions are not overly specific, providing for flexibility in hiring decisions.
Be cautious about requiring specific degrees, particularly advanced degrees.
3
Other Limiting Factors
Any residency requirements
Excessive night meetings
4
Strategies for Recruiting – Getting Ready
Consider posting job announcements in unconventional places– utilize social media!
Utilize an online application process
Empower current employees to assist in recruitment
5
Strategies for Recruiting–Getting Ready
Be aware of your organization’s reputation as a workplace and as an employer.
Conduct recruitments professionally, ensuring a responsive, timely process. Remember what it is like to be a candidate!
6
Getting Ready – Job Announcement
Focus on key requirements/core competencies
Include the salary range
Include a deadline for application or “apply at once” or “open until filled”
7
Where to Advertise –Professional/Technical Positions
Professional associations – ICMA, GFOA, etc.
Indeed, Craigslist
Diversity websites LinkedIn
State affiliates for ICMA, GFOA, etc.
Expect to spend $1,500 - $2,000 or more8
Job description: An internal document that clarifies what the role will do.
Job Ad: #1 purpose is getting the RIGHTperson to click ‘apply.’
9
www.Amy-Castro.com
www.Amy-Castro.com10
11
www.Amy-Castro.com
Perfect Match
12
www.Amy-Castro.com
First day on the job
13
www.Amy-Castro.com
14
www.Amy-Castro.com
15
www.Amy-Castro.com
7 Tips for Reviewing Applications and Resumes
16
www.Amy-Castro.com
Tip #1: Start with cover letter review
IF your resume acceptance process allows them• Priority to those who have them• If no cover letter, may be a sign of “mass distribution”• Have names and addresses marked out of review copies• Look for quality communication and clear direction
17
www.Amy-Castro.com
Tip #2: Screen OUT not IN
Resume/Application review is for screening out those you won’t interview because they don’t meet minimum qualifications
18
www.Amy-Castro.com
Tip #3: Scan to identify basic requirements
Scan for overall impression
Identify deal breakers:
Bachelor’s degree in finance?
Minimum 3 years experience with a government agency?
19
www.Amy-Castro.com
Tip #4: Pay close attention to listed goals
Should mirror the job for which the candidate is applying
Generalities indicate:• Candidate doesn’t know what he/she wants• Is applying for a wide range of positions
20
www.Amy-Castro.com
Is there one?
Does it “fit” your organization and the position?
Is it inflated like a Thanksgiving parade float?
Tip #5: Pay attention to the summary
21
www.Amy-Castro.com
Tip #6: Seek “accomplishments” not descriptions
“Set up budget to actual reports as requested by department heads. Resulted in increased use of reports and quicker decision-maker attention to variances.”
“Worked with Purchasing as the single point contact with Accounting. Automated three “shadow system” reports that previously required 10 staff hours weekly.”
22
www.Amy-Castro.com
Tip #7: Beware of “Flags”Red FlagsFailure to follow DIRECTIONS!
Major employment gaps
Decreasing/stagnant responsibility
Many shifts in roles/direction
Qualifiers in experience statements
Dates that don’t make sense
23
www.Amy-Castro.com
“Yellow Flags”Information inconsistent w/ social media profiles
Typos, misspellings
Grammar, poor writing
Frequent job changes
Overqualified
24
www.Amy-Castro.com
Tip #7: Skype / Phone screen before interview
For those who seem like a “go”
To determine who will interview
Clear up flags
Ask additional questions to narrow the field
25
www.Amy-Castro.com
“Right Fit” Interviewing
26
www.Amy-Castro.com
Eliminate interview questions that are a waste of time
1
www.Amy-Castro.com
27
www.Amy-Castro.com
What’s your greatest strength / weakness?
Asking useless
questions
Why should we hire you?
What would others tell us about you?
Where do you see yourself in 5 years?
What kind of tree would you be?
What else?
28
www.Amy-Castro.com
Develop “right fit” interview questions
2
29
www.Amy-Castro.com
1. Create a picture of the ideal employee
CharacteristicsHabits
Why they work for youWhat they like/dislike about the job
What would make them leave
30
www.Amy-Castro.com
2. Identify knowledge &abilities/skillrequired for job success
31
www.Amy-Castro.com
3. Identify fit factors to be successful in your organization
32
www.Amy-Castro.com
Fit Factors
“What’s important is that hiring managers, interviewers, recruiters, and everyone at your organization can identify critical characteristics that mesh well with that culture.”- HBR, 7/2015
ValuesAttitudesBeliefsBehaviors
33
www.Amy-Castro.com
4. Design questions AND benchmark responses
Superior?Satisfactory?
Unsatisfactory?
wwwAmy-Castro.com
34
www.Amy-Castro.com
Rapport buildingBackgroundJob knowledgeHypothetical/situationalBehavioral
35
www.Amy-Castro.com
Knowledge QuestionsAbility QuestionsSkill-level Questions
Fit QuestionsWhat should you TEST for?
36
www.Amy-Castro.com
Design 3 benchmark responses for each question
Tell me about a time when you had to handle a conflict situation with a department manager / elected official.
37
www.Amy-Castro.com
Points Benchmark/Scoring Criteria
5SUPERIORExceptional Answer
3SATISFACTORYAcceptable Answer
1UNSATISFACTORYPoor Answer
38
www.Amy-Castro.com
Tell me about a time when you had to handle a conflict situation with a department manager / elected official.
What did you do and say? What was the outcome?
Points Benchmark/Scoring Criteria
5SUPERIORThe exceptional answer
3SATISFACTORYThe acceptable answer
1UNSATISFACTORYThe poor answer
39
www.Amy-Castro.com
40
www.Amy-Castro.com
Want a copy of my Behavioral Interviewing Form?
Text: AMYto 444999
41
www.Amy-Castro.com
Crack the “Interviewee Façade”3
42
www.Amy-Castro.com
Behavioral Interview Questions
Tell me about a time when…
Harder for interviewees to “game” - require specifics
Better alternative to hypothetical questions
43
www.Amy-Castro.com
Questions should relate directly to Knowledge, Skill, Ability or Fit Factors for the position!
Give me an example of a time when you set a goal and you achieved it.
Give me a specific example of a time when you had to conform to a policy with which you did not agree.
Tell me about a time when you had too many things to do and you were required to prioritize your tasks.
44
www.Amy-Castro.com
Do we want to cover or have time for?
Addressing the interview process from start to finish of a sit-down interview?
45
www.Amy-Castro.com
Interviewing Strategies
1. Present a welcoming, comfortable interview environment
2. Diversify your interview panel(s) to ensure different perspectives are reflected
5. Conduct more than one interview with final candidates
4. Conduct a tour with final candidates
3. Conduct an on site written/budget exercise, if job related
46
Interviewing Strategies
Conduct other job related assessments such as an oral presentation
Probe attitudinal issues whenever possible. Employees are hired for technical skills and most often fired for behavioral issues.
Use of personality assessments
47
Making the Decision
Obtain feedback from everyone who interacted with candidates
Due diligence -- reference checks, internet, lexis/nexis, motor vehicle etc.
Do not ignore nagging feeling – probe this!
48
Missteps in the Recruitment Process
Settling for less than you want
Hyper focus on one negative aspect – probe it with references to verify
Falling for the “sales pitch”
Handling of internal candidates
Lack of response to candidates
Slow, delayed process
49
Failure to Find the Right Candidate
Do not settle!
Examine your process for flaws – what was missing in the final candidates? Is salary sufficient?
Going out again can and often does work!
50
Good luck!!
51
Amy CastroPresident
Innovative Communication & Training [email protected]
M: 281-728-2248
Heidi J. VoorheesPresident
M: 847-902-4110
52