Effective Hiring Practices

1
Effective Hiring Practices

• Recruiting the Best Person
• October 15, 2007

2
Recruitment/Selection Process Overview

• Position vacancy is identified
• Budget and affirmative action (AA) priorities are
  addressed
• Recruitment effort is approved
• Sourcing is initiated
• Resumes/CVs are screened and forwarded
• Initial phone screens are conducted
• AA forms and Employment Applications are obtained
• On campus interviews are conducted
• Lead candidate identified, due diligence tasks
  performed
• Offer made, accepted, file completed
• Start/New Employee Orientation

3
Workshop Objectives

• Discuss the benefits/costs of hiring decisions
• Review the recruitment/selection process
• Identify pre-interview issues
• Workforce Diversity Plan Hiring Evaluation
  Checklist
• http//www.twu.edu/humanresources/DiversityEEO_fil
  es/Hiring_Evaluation_Checklist.doc
• Preparing the Request for Faculty Search
• Considering different types of interviews
• Predicting future behavior based on past behavior
• Developing behavior-based interview questions
• Improve our interviews
• Avoiding common selection problems Red Flags
• Dealing with inadequate answers or examples
• Managing time and closing the interview
• Define and discuss Negligent Hiring
• Discuss how effective hiring practices affect
  retention

4
Advertising Update/QA

• Ad template now posted on Human Resources section
  of TWU website expedites the launch of your
  recruitment ad
• Accepts your input for required data
• Permits your customization of job description and
  required/desired candidate qualifications for
  inclusion
• Candidates electronic responses sent to
  Recruitment and Selection resulting in faster
  referral for your review
• http//www.twu.edu/humanresources/employment/adver
  tisingtemplate.htm
• Employment ads are normally placed with
• TWU Website
• Higher Ed Jobs
• Inside Higher Ed

5
About the Resume/CV

• A resume/CV is a story and your candidate is
  the author
• Literary license is not OK with us
• Fact or fiction or some combination?
• Our collective goal is to discover any errors in
  facts or any omissions throughout the process
• Good candidate the story gets better the more
  we find out
• Bad candidate the story falls apart the more
  we find out
• Alert reviews of resume/CV and employment
  application is each interviewers job

6
Your Resume Review

• Catching an inconsistency on a resume should
  cause concern about a candidates overall ethics
• Common resume inconsistencies (according to a
  recent study from electronic job board
  CareerBuilder)
• Employment dates stretched to cover up gaps
  the most common resume inconsistency
• One-in-five hiring managers reported finding this
  on a candidates resume
• Other top resume inconsistencies include
• Previous employers (18)
• Academic degrees and institutions (16)
• Technical skills and certifications (15)
• Accomplishments (8)

7
Look and Listen for Red Flags

• On the resume and/or application
• Missing/incomplete information
• Frequent job changes/time interval between jobs
• Negative/vague reasons for leaving past
  employment
• Inadequate written communication skills
• During the initial screen/phone interview
• Inconsistent answers/lack of preparation
• Unrealistic job expectations/career goals
• Unsatisfactory attitude
• Inadequate verbal communication skills

8
Common Interview Mistakes

• Poor time management during the interview
• Not maintaining the interview schedule
• Excess talking about yourself, the job, or the
  University
• Creating inappropriate stress for the candidate
• Not asking the tough questions
• Being overly familiar with the candidate
• Being influenced by the halo/horns effect
• Asking illegal/inappropriate questions
• Asking leading questions

9
Personal Interview Questions
10
Negligent Hiring

• DEFINITION
• Negligent hiring normally refers to an employers
  obligation not to hire an applicant that they
  knew or should have known was likely to undertake
  conduct against other individuals or otherwise
  subject employees or third parties to actions
  which can create legal liability.
• DUE DILIGENCE STANDARD
• Depending on the particular responsibilities and
  trust placed upon an employee, there is a
  correlation with the diligence required in
  attempting to investigate the individuals
  background before hiring. An employers
  obligation to its employees and third parties for
  negligent hiring will depend upon whether that
  employer acted as a reasonable prudent employer
  would in hiring such employees.

11
Negligent Hiring continued

• What we do at TWU to promote due diligence
  standards
• Reference Checks
• Background Checks
• Employment Verifications
• Degree Verifications

12
Recent Cases

• May 29, 2007 University Hospitals of Cleveland
  psychiatric unit was placed on probation by the
  OH Dept of Mental Health after a grand jury
  indicted Herman Brown, a UH employee since April
  of this year, on multiple counts of rape,
  kidnapping, gross sexual imposition and sexual
  battery. The hospital said a temporary agency
  that provided Brown failed to conduct a proper
  background check. The fact that UH was relying on
  an employment agency does not excuse the hospital
  from responsibility for the injuries suffered by
  these innocent victims. Source
  cleveland.injuryboard.com
• May 22, 2007 Home Depot the home improvement
  giant sent a convicted sex offender into a single
  woman's home to remodel her kitchen. Thankfully
  the woman was not assaulted, but as a result,
  Home Depot will redo the background screening for
  38,000 installers nationwide. Source
  thebostonchannel.com

13
Recent Cases continued

• April 26, 2007 Marilee Jones, MIT's Dean of
  Admissions, resigned after 28 years at the school
  for misrepresenting her academic degrees. Jones
  listed on her resume that she had degrees from
  Albany Medical College, Union College, and
  Rensselaer Polytechnic Institute, but she had no
  degrees from any of those schools, said MIT
  chancellor Phillip Clay. Source
  www.boston.com