Recruitment and Selection Posting and Screening March 2008

This Session RECRUITMENT COMPONENTS: Posting and Screening Behavior-based Interviewing Setting Salaries March 2008

Objectives Analyze a position to determine its key competencies Write a compelling, competency-based job posting to attract qualified candidates Use key competencies to screen applications and determine who to interview March 2008

Purpose of Postings Sell the job Attract applicants who can do the job Provide information for applicants to use in determining whether to apply or not Justify and defend hiring decisions March 2008

Steps in Developing a Posting Define the business need Describe the work Identify the Competencies Establish the training and experience requirements Establish the recruitment range Take care of the details- where and how long to post? March 2008

Define the Business Need Consider departmental goals and objectives Consider workforce planning needs Consider funds available March 2008

Describe the Work What are the main or primary responsibilities of the position? Describe the range of duties (narrow vs. broad) based on the business need March 2008

Determine the Minimum Competency Requirements Review the Position Description, Competency Profile, Competency Dictionary for behavioral competencies, and Agency core competencies Review previous Performance/Competency evaluation forms (for existing positions) Meet with Manager to determine Required and Preferred Competencies for the Posting Competencies are part of the Job Description March 2008

Establish Training and Experience Requirements Basic requirement is the class minimum from the class specification Transition teams determined T&E (Training and Education) guidelines for each competency level. 1-4 Competencies from Job Description Remember, applicant must meet posted T&E minimum required and posted competencies to be qualified March 2008

Establish the Recruitment Range Consider the four pay factors (business need, competencies, equity, market) Have relationship with competency level If you are willing to accept an entry level candidate, drop to minimum of the class range March 2008

Establish the Pay Range Generally the entire banded pay range If there is a limit on the level of duties possible for a job, a range maximum may be set below the salary range maximum. March 2008

Salary Grade Equivalency Currently, a salary grade equivalency is set for each competency level Levels the playing field between banded and non-banded employees March 2008

Taking Care of Details Comments To Consider Lower Level Candidates: “If no applicants apply who meet the required competency and T&E requirements, then management may consider other applicants.” Salary would be determined based on competencies, equity, budget, and market considerations Salary Grade Equivalent provided for determination of Promotion Priority March 2008

Purpose of Screening Determine Qualified vs. Not Qualified Determine Most Qualified Pool from Qualified Pool Identify Candidates for Interview March 2008

Steps in Screening Know the job Know the job requirements (required competencies and T&E) as stated in vacancy announcement Incorporate competencies into “Posting Specific Questions” on Posting Requisition in Jobsearch March 2008

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Summary Posting Screening Questions? Define Business Need Describe the Work Establish Minimum Training & Experience Reqs Determine Minimum Competency Reqs Establish the Recruitment Range Compose Posting Specific Questions Based on Competencies Screening Questions? March 2008

Recruitment and Selection Behavior-based Interviewing March 2008

Objectives Write effective behavioral interview questions Use the STAR technique to assess applicant responses Make a fair and informed selection decision March 2008

Career-banding system March 2007

A Model Structured Interview Process March 2007

KNOW THE JOB March 2008

Competency-Based Approach Uses past behavior to predict future behavior Uses job’s key competencies Evaluates behavior against target job Requires applicant to focus on job-related behavior Uses planned questions March 2008

Why Behavioral? Increase quality of hire Direct link to competencies Use questions that effectively evaluate performance Assess candidates consistently March 2008

Develop Questions List of Behavior-based Questions on: Your CD HRS Website March 2008

Sample Question: “Tell me about a recent problem that came up in your job for which old solutions would not work. How were you able to solve this problem?” March 2008

Sample Question 2: “Describe a situation where you were successful in getting people to work together effectively.” March 2008

Use the “STAR” March 2008

Action – active attempts to effect change or influence events Situation or Task – the situation or problem leading to the candidate’s actions Action – active attempts to effect change or influence events Result – the outcome of the candidate’s actions March 2008

Unusable STARs “Non” STARs Incomplete STARs Feelings or opinions Theoretical statements Future-oriented statements Vague statements Incomplete STARs Missing one or more components March 2008

Behavioral Questioning Focus on “why, how, what” candidates have learned from their experience Use active listening skills to assess candidate’s credibility genuineness March 2008

Questioning Sequence March 2008 Behavioral Question Incomplete STAR Follow-up to Complete STAR False STAR Follow-up to Get Follow-up to Get Another STAR March 2008

Develop benchmarks Framework to assess candidates’ responses objectively and consistently Defines 3 levels – High, Medium, Low Determine Benchmark for Specific Position March 2008

Benchmark Examples Q: Describe some projects that you have been largely responsible for in your previous work experiences. March 2008

High Benchmark = Responsible for initiating and completing several major projects or developments.  Candidate describes how projects were accomplished and the results. March 2008

Medium Benchmark = Responsible for initiating or completing several major projects. March 2008

Low Benchmark = Worked on projects, but had no part in their initiation or responsibility for their completion. March 2008

Q: Suppose you had many important projects with rigid deadlines, but your manager kept requesting various types of paperwork, which you felt were totally unnecessary. Furthermore, this paperwork was going to cause you to miss your deadlines. What would you do? March 2008

High Benchmark = Present the conflict to the manager High Benchmark = Present the conflict to the manager. Suggest and discuss alternatives.  Establish a mutually acceptable plan of action. Communicate frequently with the manager. March 2008

Medium Benchmark = Tell the manager about the problem. March 2008

Low Benchmark = Do the best I can. March 2008

Selecting the Candidate Use High, Medium, Low scale More significant behavior More recent behavior More related behavior March 2008

Make the Selection Decision Relative importance of competencies Quality/Quantity of behavioral information Consistency of behavior Trainability March 2008

A Model Structured Interview Process March 2007

Summary Behavioral Questions STAR Probing Benchmarks Skill Development Activities Questions? March 2008

Recruitment and Selection Setting Salaries  Welcome the participants. Introduce yourself and any pertinent information. Ask the class participants to introduce themselves including any specific information that is pertinent to the subject, for example, department, area of responsibility.  5-10 mins.  Explain that this training module is to explain how to set a starting salary for the applicant selected to fill a position. The applicant could be a new employee, an current employee in the A/U who has applied for a new position, or a current employee in another A/U. It is assumed that the hiring manager has completed the interview process and documented the Applicant Assessment and the Initial functional competency Assessment March 2008

Objective Set the correct salary based on competency assessment and pay factors March 2008

Career-banding system Revised March 2007

It’s the job…. It’s the employee…. It’s the PAY! Business Need Career Development It’s the PAY!  I March 2008

In a Perfect World…. Competency level of position/posting Competency level of selected applicant Market Rates Pay Factors March 2008

Pay Based on Competencies Competency Assessment Form Contributing Journey Advanced Comp A X Comp B X Comp C X Overall X Next 3 slides discuss the Competency Evaluation and the Distinctions of Competency Level Differences to Determine whether an employee is C, J, or A and how to relate to the Pay Rates For Example, and employee with all Contributing Competencies should be at Contributing Rate Employee’s Pay Career-Banded Class Rates Min Max Contributing Reference Rate Journey Market Rate Advanced Reference Rate

Pay Based on Competencies Competency Assessment Form Contributing Journey Advanced Comp A X Comp B X Comp C X Overall X An Employee who has primarily Contributing Level Competencies should be Overall Rated as Contributing, but if they Exhibit some Journey level competencies, consideration should be given to pay a bit beyond the Contributing Rate Employee’s Pay Career-Banded Class Rates Max Min Contributing Reference Rate Journey Market Rate Advanced Reference Rate

Pay Based on Competencies Competency Assessment Form Contributing Journey Advanced Comp A X Comp B X Comp C X Overall X An Employee who has competencies rated at all three levels, should be leveled (for PMIS entry) based on the majority of competencies. However, pay decisions are based on a review of all competencies and might be determined to be paid like illustrated due to the mixture of competencies. Employee’s Pay Career-Banded Class Rates Min Max Contributing Reference Rate Journey Market Rate Advanced Reference Rate

But where do I Start???? 1. Plan the work, THEN work the plan Gather all necessary tools 2. Consistent use of policy/procedure Know policies and procedures Utilize your HR Program Managers for questions 3. Apply ALL pay factors consistently Have a thorough understanding of PF’s 4. Justify and Document Document, document, document March 2008

1. Tools Needed Thorough Knowledge of: The Position The Selected Candidate The Work Unit March 2008

Tools Needed – the Position Posting information Profile Competency level of work $ amount posted Job Description Work Plan March 2008

Tools Needed – the Candidate Application of selected candidate Competency level of selected applicant Interview notes and supplements March 2008

Data and Tools Needed Work Unit information – Salary/competency info. of work unit – Spreadsheet of employee/salary info. $ amount available University/Division policies on Awarding Pay March 2008

2. Policy & Procedure Things to think about…again. Any special uses of reserves? Other salary needs already in the work unit? Other employees in work unit already working toward new competencies? When does UNCG award for competencies? Interim PMP and Final PMP March 2008

3. The Pay Factors Financial Resources The amount of funding that a manager has available when making pay decisions. Appropriate Market Rate The market rate applicable to the functional competencies demonstrated by the employee. Internal Pay Alignment The consistent alignment of salaries for employees who demonstrate similar required competencies in the same banded class within a work unit or organization. Required Competencies The functional competencies and associated levels that are required based on organizational business need and demonstrated on the job.

4. Document – Forms! Salary Information Spreadsheet for Salary Recommendations Salary Decision Worksheet Competency Assessment Sheet March 2008

The Process Step 1: Level the selected candidate Step 2: Apply ALL Pay Factors Step 3: Justify/Document Step 4: Obtain appropriate approvals Step 5: Offer to selected candidate Explain Career Banding and how salary derived Explain any additional short range opportunities March 2008

Step 1: Level the Candidate Determine overall level for candidate by… Identifying key functional competencies of job Compare those to the candidate using Application Interview Skills/Sample Ratings Reference check March 2008

Step 2: Apply the Pay Factors 1. Financial Resources Agency business need (budget) 2. Appropriate Market Rate Journey market rate guidelines/market reference rate guidelines and related market information 3. Internal Pay Alignment Internal pay alignment (equity) Current salary and total compensation 4. Required Competencies March 2008

Step 3: Justify & Document Document, Document, Document March 2008

Step 4: Approval Follow University/Unit procedure Obtain appropriate approvals March 2008

Step 5: Offer to Candidate by HR Offer and explain salary Explain Career Banding Explain how salary derived Explain any additional short range opportunities March 2008