BUILDING YOUR TEAM BEFORE THEY ARRIVE The University of Alabama W. Michael George, University Registrar Teresa Faulkner, Human Resources SACRAO 2015

Question: Why is it important to develop a specific plan for recruitment, interviewing, onboarding?

Answer: You want talented employees who will represent your department well and fit into your culture.

The Cost of Employee Turnover SHRM Statistics: – Every time a business replaces a salaried employee, it costs 6-9 months’ salary on average. – Others predict that it can be 2x their annual salary (for higher earners)

The Cost of Employee Turnover The cost of hiring a new employee including the advertising, interviewing, screening, and hiring. Cost of on-boarding a new person including training and management time. Lost productivity... it may take a new employee 1-2 years to reach the productivity of an existing person. Lost engagement... other employees who see high turnover tend to disengage and lose productivity. Customer service and errors, for example new employees take longer and are often less adept at solving problems. Training cost. For example, over 2-3 years a business likely invests 10-20% of an employee's salary or more in training Cultural impact... Whenever someone leaves others take time to ask "why?"

So what are you going to do? Prepare for your candidates and the interview process the same way you would prepare for and serve your customers! “Take your time on the front end so that you can enjoy having the RIGHT PEOPLE on your team.” -David Cottrell

Position descriptions, the Job Analysis, (KSAs) Past Job Behavior = Future Job Performance Training the Interview Team – (legal matters, etc.) The STAR Method - Situation, Task, Action & Result Jumpstarting Onboarding Process

PREPARE Develop your plan: – timeline, data, systems, marketing, approvals, team Create/Update: – job description, duties and task list, week at-a- glance guide, “culture caption” Communicate: – post position, tap into employee networks, connect efficiently and appropriately with applicants/candidates (before, during and after)

Just as you are evaluating the applicant, they are evaluating you. Prepare for, communicate with, and welcome them appropriately – online, face-to-face, etc. throughout the process.

TOOLS Position/Job Description – Use this information to build your interview questions, develop activities, etc. Behavioral Based Interviewing (STAR) – Use a proven method/technique Interview Team – Equip your team with legal and effective interview skills and techniques

STAR Method S ituation or T ask Describe the situation that you were in or the task that you needed to accomplish. You must describe a specific event or situation, not a generalized description of what you have done in the past. Be sure to give enough detail for the interviewer to understand. This situation can be from a previous job, from a volunteer experience, or any relevant event. task job A ction you took Describe the action you took and be sure to keep the focus on you. Even if you are discussing a group project or effort, describe what you did -- not the efforts of the team. Don't tell what you might do, tell what you did. project R esults you achieved What happened? How did the event end? What did you accomplish? What did you learn?

PLAN (Ahead) Orientation and Onboarding Strategies – Consider your organization and develop an orientation and onboarding plan for the First Day, First Week, First Month….First Year for your new hire. This should go from specific to broad and involve a technical orientation as well as a socialization component. What might that look like? – Welcome – Technical – Team

You become an Employer of Choice Future job searches will be successful The best equipped applicants are hired to represent your department What else? What are the Benefits of Building Your Team Before They Arrive