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Tanya IhloCaryn S. Ward

SISEP Center

Recruiting and Selecting High Quality Talent: Practices to Ensure

Best Fit

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Objectives for Today’s Webinar

By the end of the webinar, participants will have/be able to…

• Deeper knowledge of best practices in recruiting and selecting high quality talent

• Assess their current selection process to identify strengths and areas for improvement

• Knowledge of strategies and tools to support building or refinement of an effective selection process

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Homework Discussion

Which one driver did you to pick to analyze?

• What are your strengths related to this driver?

• What are opportunities for improvement related to this driver?

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Active Implementation

Fixsen, Blase, Metz, & Van Dyke (2015)

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Active Implementation Stages

(Fixsen, Naoom, Blase, Friedman, & Wallace, 2005)

Assess need;Examine fit and

feasibility

Exploration InstallationInitial

ImplementationFull

Implementation

Assure resources;Develop supports

Initiate practice; use data to

improve supports

Practice is consistent;

positive outcomes

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Active Implementation Formula

Fixsen, Blase, Metz, & Van Dyke (2015)

C VC V

C V

CV

CV

CV

Stages

Drivers Improvement Cycles

Evidence-based Practice Selection

Teams

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How are staff typically picked for their roles?

By the first person who says, “yes!” By our budget!

After judicious review of selection criteria, skills observed during an

interview, and then alignment of those competencies with the role.

A committee meets, does secret stuff, and “poof” a

new staff member is chosen.

By a sociometric measure of popularity

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Compe

tency

Driv

ers

Organization Drivers

Leadership

Selection

Training

Coaching

Fidelity

Consistent Use of Innovations

Positive Outcomes

Integrated &

Compensatory

Implementation Drivers

Decision Support Data System

Facilitative Administration

Systems Intervention

Selection

Training

Coaching

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Selection

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Selection

A person is

accountable

for selection

process

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Selection

Job description

developed or

reviewed

A person is

accountable

for selection

process

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Selection

Job description

developed or

reviewed

A person is

accountable

for selection

process

Mutual

understanding

of needed skills

and abilities

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Selection

Job description

developed or

reviewed

A person is

accountable

for selection

process

Mutual

understanding

of needed skills

and abilities

Selection

Protocol

developed or

reviewed

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Selection

Job description

developed or

reviewed

A person is

accountable

for selection

process

Mutual

understanding

of needed skills

and abilities

Interviews

conducted

Selection

Protocol

developed or

reviewed

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Selection

Job description

developed or

reviewed

A person is

accountable

for selection

process

Mutual

understanding

of needed skills

and abilities

Interviews

conducted

Selection

Protocol

developed or

reviewed

Candidate

Selected using

data collected

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Selection

Job description

developed or

reviewed

A person is

accountable

for selection

process

Mutual

understanding

of needed skills

and abilities

Interviews

conducted

Candidate

selected using

data collected

Selection

Protocol

developed or

reviewed

Selection

process

reviewed

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Training

Selection

Job description

developed or

reviewed

A person is

accountable

for selection

process

Mutual

understanding

of needed skills

and abilities

Interviews

conducted

Candidate

selected using

data collected

Selection

Protocol

developed or

reviewed

Selection

process

reviewed

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Compe

tency

Driv

ers

Organization Drivers

Leadership

Selection

Training

Coaching

Fidelity

Consistent Use of Innovations

Positive Outcomes

Integrated &

Compensatory

Implementation Drivers

Decision Support Data System

Facilitative Administration

Systems Intervention

Selection

Training

Coaching

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Poll: What is the staff longevity rate across your department?

Medium?

Low?

High?

Not sure

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Sets expectations for staff

Why do we need to focus on Selection?

Improves retention

Prompts thoughtful discussionof resources

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• Selection processes are regularly reviewed

Set up a regular review of interview processes

Best Practices for Selection

Select for “tough to teach traits”

Identify someone to be accountable for selection

process

Ensure job descriptions are aligned with positions

Ensure selection protocol examines relevant

competencies

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22Reflection: Think and Share

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Exam

ple

from

an

SEA

Functions of MTSS specialist

• Support development of regional implementation team for Multi-Tiered Systems of Support (MTSS)

• Provide professional learning and technical assistance for MTSS implementation

ContextFunding for new position of statewide MTSS coaches

Requirement to add a position (MTSS Specialists) that leads implementation capacity development within regions.

TA support on guiding states on selection process needed improvement (low longevity rates in similar held positions)

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Impl

emen

tatio

n In

form

ed

Sele

ctio

n Pr

oces

s

Leadership Team

Leadership Commitment

Position Description

Selection Criteria

Selection Process

Developed

Interview Protocol

Debrief with Leadership for Improvement

1 2

34

5 6

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Impl

emen

tatio

n In

form

ed

Sele

ctio

n Pr

oces

s

Leadership Team

Leadership Commitment

Position Description

Selection Criteria

Selection Process

Developed

Interview Protocol

Debrief with Leadership for Improvement

1 2

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5 6

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Knowledge, skills, & abilities Reporting structure

Overall performance and function Tasks and FTE

STS Position

Components of aJob

Description

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Impl

emen

tatio

n In

form

ed

Sele

ctio

n Pr

oces

s

Leadership Team

Leadership Commitment

Position Description

Selection Criteria

Selection Process

Developed

Interview Protocol

Debrief with Leadership for Improvement

1 2

34

5 6

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Leadership Team

Which of these are “tough to

teach” traits?

Positive and passionate

Exhibits resilience and perseverance

Exhibits adaptive skills – can

determine when flexibility is needed

Consensus building skills

Commands credibility with a team

Instructional skills for training

and coaching

Effective facilitation skills

Values diverse

perspectives

Familiar with state processes and

procedures Consensus building skills

Strong data analysis skills

Selection Criteria Generated by Leadership

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Impl

emen

tatio

n In

form

ed

Sele

ctio

n Pr

oces

s

Leadership Team

Leadership Commitment

Position Description

Selection Criteria

Selection Process

Developed

Interview Protocol

Debrief with Leadership for Improvement

1 2

34

5 6

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Inte

rvie

w P

roce

ss

Performance Tasks(Top 3-5 candidates)

In Person Interview (Top 5-10 candidates)

15-minute phone interview(Candidates meeting screening)

1

2

3

10 selected for in-person

interview

3 selected for

performance Tasks

Top candidate selected

15 candidates (out of 55) met screening criteria

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Impl

emen

tatio

n In

form

ed

Sele

ctio

n Pr

oces

s

Leadership Team

Leadership Commitment

Position Description

Selection Criteria

Selection Process

Developed

Interview Protocol

Debrief with Leadership for Improvement

1 2

34

5 6

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Example Phone Interview Questions

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Example In-Person Interview Questions

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Example Performance Task

Situation (presented five minutes prior to the simulation)

You are headed in to facilitate a meeting with district leadership to discuss next steps in supporting initialimplementation of a new practice in a large urban county. You have worked hard to develop the agendaand prepare your role to facilitate the meeting. Upon arriving, you learn that the AssociateSuperintendent for Teaching and Learning who has championed this effort, has resigned. The interimAssociate Superintendent that is taking her place is the former school improvement facilitator who hadpreviously expressed great skepticism about implementing this new practice. How do you respond tothis news and what actions might you take?

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Impl

emen

tatio

n In

form

ed

Sele

ctio

n Pr

oces

s

Leadership Team

Leadership Commitment

Position Description

Selection Criteria

Selection Process

Developed

Interview Protocol

Debrief with Leadership for Improvement

1 2

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5 6

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Discussion

How have you used performance tasks as part of the selection process for

staff in your work? What have been

facilitators and/or barriers to being able to use them

well?

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Lessons LearnedObstacles to Use of Behavior Rehearsals

“All interviews must follow the exact same protocol - thus providing

feedback is not possible”

Rehearse Providing FeedbackTo make sure that feedback provided can be incorporated

into task that candidate is asked to do again

Handling ChangeMake sure explicit attention is dedicated to new focus areas

Reporting StructureEnsure that individual to whom

candidate is reporting is clear and that he or she is included in

interview process

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Resources• Selection Lesson on AI Hub: https://nirn.fpg.unc.edu/resources/drivers-ed-

selection

• Staff Selection Checklist: https://nirn.fpg.unc.edu/sites/nirn.fpg.unc.edu/files/resources/AIHub-Handout17-StaffSelectionChecklist.pdf

• Selection Drivers Best Practices Handout: https://nirn.fpg.unc.edu/sites/nirn.fpg.unc.edu/files/resources/AIHub-Handout27-DriversEd-Selection.pdf

• Examples:• Example Position Descriptions• Example Interview Questions and Tasks• Example Competency Development Plan (Selection – Training – Coaching – Fidelity)

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Would you like to assess your infrastructure?

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Compe

tency

Driv

ers

Organization Drivers

Leadership

Selection

Training

Coaching

Fidelity

Consistent Use of Innovations

Positive Outcomes

Integrated &

Compensatory

Implementation Drivers

Decision Support Data System

Facilitative Administration

Systems Intervention

Selection

Training

Coaching

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Next steps:

Before the next webinar…• Review your current selection

processes for a position.• What tough to teach traits

are you selecting for? • Revise/create a performance

task for skills needed.

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Evaluation

http://bit.ly/RS-HQT

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Believe in Possibilities….

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https://nirn.fpg.unc.edu/ai-hub

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Citation and CopyrightThis document is based on the work of the National Implementation Research Network (NIRN).© 2019 NIRN-UNC

This content is licensed under Creative Commons license CC BY-NC-ND, Attribution-NonCommercial-NoDerivs . You are free to share, copy, distribute and transmit the work under the following conditions: Attribution — You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work); Noncommercial — You may not use this work for commercial purposes; No Derivative Works — You may not alter, transform, or build upon this work. Any of the above conditions can be waived if you get permission from the copyright holder.

email: nirn@unc.eduweb: http://nirn.fpg.unc.eduThe mission of the National Implementation Research Network (NIRN) is to contribute to the best practices and science of implementation, organization change, and system reinvention to improve outcomes across the spectrum of human services.

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