Staffing and Human Resources
Best Practices and Competency-based Hiring: Why We
Should Care More About Who and How We Hire
NC WSS Leadership Summit – April 22-23, 2013
www.pcghumanservices.com
Agenda
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Overview
Cost of Turnover
NC FAST and WSS Changes
The Hiring Process
Supervisors
Training
Other Considerations
Questions
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Cost of Turnover
Employee Cost
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Loss of Productivity of Other Staff
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Cost To Hire
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Training Costs
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Days to Full Productivity
Cost of Turnover: Income Maintenance Caseworker II = $30,0000 - $50,000
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NC FAST and WSS Changes
• Universal Workers
• Reception
• Triage
• Task Management
Redesigning
Service
Delivery
• No Wrong Door
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Starting with the End in Mind?
State/Organization
Activity
APHSA
• Changes to job descriptions/ classifications do not change the workers'
jobs, just the way the work is done.
• Once you have made changes to your business process, keep HR in the
loop and ask them for input. You should be talking to HR!
Florida
• Job classifications have not changed; however, skill set needed for
today's work environment and performance metrics have changed
• Production/performance measures have changed as the workload has
changed/increase, performance is measured by quantity and quality
which are measurable via a data management system.
Arizona
• Task-based transition in 2010. Didn't change job positions/classifications
because the work didn't change- just how it's organized.
• Using a data dashboard to manage resources better.
Hawaii
• Transformation to task management did not change the duties and
responsibilities of eligibility workers, supervisors and clerical.
• Hawaii is not planning to make any changes in the future as well.
• Changed training methodology as well as performance tracking
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You Don’t Have to Wait !
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The Hiring Process Flow
Notice of
Vacancy
Assessment of
Agency Needs
Communication
with HR
Posting
Interview(s)
Communication
with HR
Screening
Communication
with HR
Discussion
Communication
with HR
References and
other follow-up
Offer
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The Hiring Process: Assessment
Considerations
• Where are our needs?
• What are our opportunities to do things differently?
• Where do we have flexibility?
Opportunities
• Non-traditional classifications
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Flexibility in hiring
The ability to segregate work elements where learning
curve is shorter so get workers up-to-speed faster
Contract workers
OSP Allowances
Community-base
http://www.osp.state.nc.us/Guide/CompWebSite/Classification/classification.htm
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Job Postings
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The Hiring Process: Develop a Profile
Think about your
performer(s) when considering your next hire:
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What skills are required for a candidate to be successful?
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Is there a realistic job preview you can provide in the posting?
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What prior experience has led a person to be successful in this role?
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What constitutes a good personality fit in this position?
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If someone was not successful, why?
The Hiring Process: KSAs
Behavioral
• Trait belonging to a person
• A quality characteristic
• Teamwork
• Culture Fit
• Prioritization
• Organization Skills
• Handling Difficult Situations
• Good Communication Skills
Technical
• Attained through education,
training and repetition
• The ability, coming from one's
knowledge, practice, aptitude,
etc., to do something well
• NC FAST
• Data Entry
• Interviewing
• Mathematics/Budgeting
• Translation – Written/Verbal
• Computer Maneuverability
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The Hiring Process: Posting
UNC SSW Jobs List: http://ssw.unc.edu/dssjobsnc/jobs_list
North Carolina Association of County Commissioners Jobs
County Webpage
Colleges/Universities
Local Community Organizations
Free Job Posting Sites
Twitter: #ncjobs
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The Hiring Process: Screening
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The Hiring Process: Screening
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The Hiring Process: Interviewing
& Selecting
Behavioral Interviewing: Conduct behavioral based interview focused questions
such as: leadership, attention to detail, stress management, customer focus, etc.
Developing a Behavioral Interviewing Process - The steps to develop a
behavioral interviewing process include:
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Identifying which job competencies to focus on during interviews.
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Developing and asking the right interview questions designed to provide as
much information as possible about the interviewee’s experience in each
competency by detailing a specific situation in the past where they exhibited a
particular competency.
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Each question should be designed to elicit three specific pieces of information:
1. A description of the situation.
2. The interviewee’s role, responsibility or action in the example.
3. The specific outcome of the situation.
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Competency
Teamwork
Decision-Making
Working
Environment
Handling Frustration
Communication
Stress Tolerance
Question
• What did you do in your last job to contribute toward a teamwork
environment?
• When working on a team, what role do you usually take? Why?
• Can you tell us about a really difficult decision you had to make at work
recently?
• How have you handled a difficult situation with a co-worker?
• Tell me about a time in which you could not finish a task because of lack
of information. How did you handle it?
• Relate a time in which you had to use your verbal communication skills in
order to get an important point across.
• Can you recall a particularly stressful situation you have had at work
recently? What was your role in the situation? Did you do anything
specific to deal with the stress
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The Hiring Process: Interviewing
& Selecting
Technical Interviewing: Addressing specific, desired skill through interview
focused questions and performance tests on subjects such as: computer skills,
budgeting, conflict management, and data input.
Developing a Technical Interviewing Process - The steps to develop a
technical interviewing process are much like those for behavioral and include:
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Identifying which job skills to focus on during interviews.
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Asking the right interview questions and developing the right tests designed to
provide as much information as possible about the interviewee’s abilities.
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Supervisors
Supervisor
Leadworker
IMC II
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Qualities of a Good Supervisor
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Training
Considerations: A Step Process
Changes
Reviews
Conversions
Intake
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Other Considerations
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Professional Development
Succession Planning
Individual Performance Measures
Coaching and Support
Mentoring
Enhance Subject Matter Expertise
Recognition
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Questions
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Contact Sheet
Erin Henderlight, WSS Project Manager
ehenderlight@pcgus.com
(828) 214-3614
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Public Consulting Group, Inc.
148 State Street, Tenth Floor, Boston, Massachusetts 02109
(617) 426-2026, www.publicconsultinggroup.com
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