1. Recruitment and Selection
Posting and Screening
March 2008

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

3. 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

4. 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

5. 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

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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

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

15. 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

16. March 2007

17. March 2007

18. March 2007

19. March 2007

20. March 2007

21. March 2007

22. March 2007

23. 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

24. Recruitment and Selection
Behavior-based Interviewing
March 2008

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

26. Career-banding system
March 2007

27. A Model Structured Interview Process
March 2007

28. KNOW THE JOB
March 2008

29. 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

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

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

32. 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

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

34. Use the “STAR”
March 2008

35. 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

36. 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

37. 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

38. 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

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

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

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

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

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

44. 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

45. 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

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

47. Low Benchmark = Do the best I can.
March 2008

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

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

50. A Model Structured Interview Process
March 2007

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

52. 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.
 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

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

54. Career-banding system
Revised March 2007

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

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

57. 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

58. 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

59. 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

60. 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

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

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

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

64. 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

65. 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

66. 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.

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

68. 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

69. 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

70. 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

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

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

73. 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