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Good Morning, and Welcome!. The Management Series. Brought to you by: The Training and Development Team. Your NU Values Partners. “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”. THE MANAGEMENT SERIES. - PowerPoint PPT Presentation
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The Management
Series Faculty
Staff
Human Resources
“Committed to understanding and delivering value-added customer service that contributes
to our customers’ overall success”
Your NU Values Partners
Brought to you by:The Training and Development Team
Good Morning, and Welcome!
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THE MANAGEMENT SERIES Session III
Interviewing and Selecting Talent
January 20, 2005
“Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”
Your NU Values Partners: The University of Nebraska Medical CenterThe Nebraska Medical Center
Brought to you by:
Faculty Staff
Human Resources
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Today's Agenda
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Jobs@ Overview
Sandra McKenzie BS Staffing Consultant, UNMC
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INTERVIEW &SELECTION•Disposition•Documentation
REQUISITION•Vacancy•Funding•Approvals
RECRUITMENT PLANNING•Advertising•Posting•Screening•Training
CANDIDATES
HIRE AND CLOSE•Offer•Hire Processing•Close Req.•Notification
APPLICATION INTAKE& SCREENINIG•Receiving•Screening•Forwarding•Documenting
REPORTING•Compliance•Measurement
CORE ACTIVITIES
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Universityof NebraskaBusiness Process Improvement
CORE ACTIVITIES
HumanResources
HiringAuthority
AcademicServices
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Three Components: Hiring Managers’ Site: jobs.unmc.edu/hr
Applicant Site: jobs.unmc.edu
Human Resources/Academic Services Management Site: jobs.unmc.edu/hr
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Candidate Review
DEPARTMENT REVIEWS ONLINEAcademic
HRPRESCREENS
ONLINEStaff
CANDIDATE APPLIESONLINE
• Internet posting of all open jobs• Web-based 24/7 accessibility
• User Friendly• Point & Click ease
• Increased speed & efficiency• Consistency
• Accuracy
Candidate can review status on each position applied for and can view and update application /profile on line.
Manager can review applicant’s credentials and can recordapplicant’s status on line
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Activity since going live with Jobs@ on 7/26/2004:: Total Applicants – 4,008 Total Positions Applied for – 7,784 Total Applicants Reviewed by Hiring Managers– 5,337 Total Candidates Reviewed by H.R. – 6,113
Internal User Accounts Set Up – 215 Web Hits by Candidates (Average per month)
View site – 12,700Search jobs – 12,000View job details – 13,640
Total Hires: Staff 204 Academic 19
Current Openings: Staff 42Academic 42
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We Work Here……….Maybe You Should, Too!!
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THANK YOU!
If you would like additional informationor training on Jobs@, please call:
Sandra McKenzie – 559-5906 [email protected] Tompkins – 559-4070 [email protected] Grixby – 559-4071 [email protected] McGovern – 559-8683 [email protected]
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Behavioral Interviewing Past Behavior as a Predictor of Future Performance
Denise Thramer BSN, RN, PHROrganizational Development Consultant
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Selecting and Promoting Stars3 Goals of an Effective Selection
System
Accuracy - the ability to validly predict an applicant’s job performance
Equity - every qualified applicant has a fair and equal chance to be selected
Buy-In – the extent to which people involved in the selection process perceive its worth
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Impacts of a Bad Hiring Decision
When you hire mediocre people one or more of the following things may happen Increased management time and effort Training time and costs Customer satisfaction and error rates Other employee productivity Fill in time Out of pocket costs
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Selection System Challenges
Achieving accuracy, equity, and buy-in hinges on your ability to overcome challenges within the selection system
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Proven Effectiveness of Behavioral Interviewing
Determine job requirements
Gather complete information
Make hiring decisions based upon data collected
Focus on position-related information
Obtain past performance information through behavioral examples
Evaluate the candidate based on defined performance benchmarks
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Key Selection Components
Competency Model by Position
Selection System Data Collection Data Evaluation
Legal Consideration consistent treatment documented, essential
job requirements and competencies
only job-related questions
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Competencies
Competencies describe the knowledge, motivations, and behaviors associated with success or failure in a job
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Three Categories of Competencies
Experience/Knowledge/Skills/Abilities Specialized knowledge, license, etc.
Motivation Internal/external Job, organizational, location
Behaviors Adaptability, integrity, teamwork, etc. NU Values represent the valued behaviors
adopted by the University of Nebraska
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Benefits of Using Values/Competencies
Focus on most important job-related information
Preventing performance in a single competency from overly influencing the hiring decision
Ensuring that candidate information is collected and evaluated consistently and fairly
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How Can We Identify Competencies
Competencies are obtained through job analysis Job description Look at tasks, frequency of tasks (k/s/a) Go to the content experts; Managers, individuals
currently in the position Determine appropriateness of a competency for
a particular job Expand and tailor it to the job by identifying job-
specific activities/behaviors
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An interview or assessment is only as good as the
competency profile of the job
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Data and STARs:Three Types of Candidate
Information
Work/Education History/Certification/Skills
Specific Experiences
Interests/Desires
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One thousand candidates were asked the question…
“How would you describe yourself to an interviewer?”
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Elements of a Behavioral Example
The Situation or Task facing the candidate
The Actions the candidate took
The Results or changes caused by these actions
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Situation or Task
The background or context in which the candidate took action.
It explains why the candidate acted as he or she did.
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Actions
What was said or done in response to a situation or task and how he/she said or did it.
The heart of the STAR - show us the candidates behavior.
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Results
The effects of the candidates actions
What changes or differences the person’s action made and whether the actions were effective and appropriate.
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Elements in a STAR Exercise
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False STARs
Vague or general statements
Opinions or personal beliefs/judgements
Theoretical or future/oriented statements
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Partial STARs
Behavioral examples that are missing one or more of the elements
a situation, but no action action and results, but no situation
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Managing False and Partial STARs
With False STARs; Redirect and ask for specific examples – drill down
With Partial STARs; Ask probing questions to find the missing piece
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Recognizing Stars Exercise
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Components of an Interview Guide
Preparation Checklist
Outline for Opening the Interview
Key Background Review
Planned Behavioral Questions
Interview Close Post-Interview
Instructions for Evaluating
Competency Coverage Grid
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Three types of Follow Up Questions
Behavioral Theoretical Leading
Of These 3 types only Behavioral will get you what you need - complete examples of the candidate’s past behavior
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??Behavioral Questions Exercise
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Taking Notes
Take notes openlyNote only pertinent informationNote behavior observed in the
interviewTake notes on sensitive or negative
information carefully
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Building Rapport
Spend a few minutes on small talk Begin with relevant, but non-threatening
information: “What did you enjoy most about your last job?”
Focus on the candidates feelings and needs to be treated with respect to feel important to be seen as competent
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Managing the Interview
Utilize interview management skills to: control the pace direct the discussion prevent confusion/misunderstanding manage time
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Reference Checking
Competency questions - seek behavioral information on critical competencies
Situational questions - seek behavioral information about an incident that you want to verify
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Guidelines for Completing References
Contact people who have observed the candidate recently
Focus on behavioral informationGain complete information - STARMembers of an interview panel can
provide reference information
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Checking Referencesat UNMC
UNMC Reference Checking Form Executive Memorandum 26
Regularly working with confidential and/or otherwise protected/sensitive information?
If yes, a reference check must be completed pertaining to the candidate’s ability and aptitude in handling “covered data and information” in accordance with the law and University policy
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Candidate Evaluation
First step is to rate each competency
Not an average of the positive and negative behavioral examples
Behavior that is more significant, more recent, more job related, and shows a consistent trend should have more impact
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Four Factors to Consider in Evaluating Behavior
Significant Behavior - all behaviors are not equal Recent Behavior - recent behavior is a better
predictor than behavior in distant past Related Behavior - the more similar the
behaviors, the better predictor Impact Behavior - behavior that makes a big
difference in meaningful situations should get more weight
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Steps in the Candidate Evaluation Process
Identify complete STARs in the interview guide Categorize all STARs as effective or ineffective Rate the candidate in each competency area,
making sure to factor in information from all sources Reference checks Key background Interview Simulations, etc.
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Legal Considerations
A selection system with legal credibility contains the following attributes: Job-Related Selection Requirements Job-Related Components Consistency in Handling Applications
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??Legal Questions Exercise
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Staffing Servicesat UNMC
Recruitment Staffing Plans Jobs@ Training Behavioral Interview Training
Selection Criteria Advertising/Sourcing Interview Plans/Questions Reference Checking Process Documentation Candidate Communication
NuValues Website www.nuvalues.edu
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THE MANAGEMENT SERIES Session III
Interviewing and Selecting Talent
• Feedback• Evaluations• Next Session: Performance Leadership I• Thank You!
Brought to you by: