RECRUITING
AND
SELECTING
THE
RIGHT PERSON
Presented by:
ROSHAN PAJNIGAR
of the
Human Resources Department
STATEMENT OF PURPOSE
1. To interview applicants and select
employees on the basis of
job-related qualifications only and
in accordance with legal
requirements.
2. To maintain adequate records
of the steps you take in the
hiring process.
3. To carry out the Affirmative Action
Program of the Institution.
Describe one quality
you want in an
Ideal Employee.
WHY ?
*****
What technique do you use to
achieve this during
interviewing ?
POSISTION
DESCRIPTION
RECRUITING/
ADVERTISING
Out of Date, Incomplete,
Vague Qualifications
Vague, Misleading Wording,
Inappropriate Medium
Testing
EMPLOYMENT
APPLICATION
Invalid Administration,
Not Validated
Illegal Inquiries,
Insufficient Data
Selection
Criteria
Pre-Screening
Non-Job Related
Distorted Weights
Too Hasty, Adverse Impact
Reference
Checks
Interview
Wrong Contact,
Hasty Judgments
Poor/Illegal Questions,
Inappropriate Technique
Job
Offer
Insufficient Documentation,
Disregard for Affirmative Action Goals,
Position Misrepresented,
Poor Communication
The TYPICAL SELECTION PROCESS
Completion of the Application
Form
Initial Screening Interview
Employment
Test
Comprehensive Interview
Background
Investigation
Physical Examination
Final Employment
Decision
THE SELECTION PROCESS
1. Sense of Unfairness
2. Haphazard Selections
a. No Direction
b. No Structure
c. No Procedures
d. Duties Unclear
e. Legal Guidelines
not followed
3. Hiring the Wrong Person
for the Wrong Job
TURNOVER HAS MANY CO$T$
Turnover has both dollar and psychic costs to an employer
Turnover Costs - - -
$ Recruitment (Ads, etc.)
L Low Morale
$ Interviewing Time
L Disruption in Workplace
$ Wasted Salary
L Personal Stress to supervisor,
peer/ employee
$ Wasted Training /Time
$ Lost Business
L Lost Productivity
Which Results In - - Up to $15k spent on
non-exempt employees
Up to $75k spent on
exempt employees
Cannot be measured
but is definitely a
key factor
EDUCATION
EXPERIENCE
SKILL
PHYSICAL REQUIREMENT
THE INTERVIEW PROCESS
 Establish and maintain rapport.
 Listen Carefully.
 Observe nonverbal body language.
 Provide Information.
 Phrase questions objectively.
 Separate facts from information.
 Recognize biases and stereotypes.
 Avoid the “halo effect”.
 Take notes.
 Conclude
The No-No’s About
Interviewing Techniques
Offer the applicant too many clues about the job?
Example: If you inform a candidate that the job requires attention
to detail, do you then ask if the candidate is good at details?
Avoid coaching the person
Ask obvious questions.
Example: “Do you get along with people?”
You’ll get the obvious answer.
Place too much emphasis on an applicant’s
assessment?
Example: Avoid asking how a candidate assesses his or her
management skills. Instead, ask how the person handled a
difficult management decision.
Shy away from probing for information
Example: If a candidate mentions a personality conflict as the
reason for leaving a job, do you push for details?
Tend to be unduly influenced by first
impressions - especially negative ones?
Example: How do you react to candidate who dresses in a style
you dislike even if the clothes are appropriate?
Fail to look for missing clues?
Example: If an applicant keeps stressing that he or she is a
“big-picture person”, would you probe to find out if the person
can handle details?
THE BEST-LAID PLANS OF MICE AND MEN.
Education: CURSES in liberal Arts and
CURSES in Accounting.
An obsession for detail; I like to make
sure I cross my i’s and dot my t’s.
Auditing for small manufacturing
companies since 1877.
REFEREES available upon request.
My resume shows critical career
developments. I’m also including
other important parts of me.
LEGAL BASIS
Equal Employment Opportunity
Commission’s Uniform Guidelines
of Employee Selection Procedures
Title VII of the Civil Rights Act, 1964
Equal Pay Act
Age Discrimination In Employment
Act, 1967 as amended
Vocational Rehabilitation Act, 1973
and Americans with Disabilities Act, 1990
Pregnancy Discrimination Act, 1978
State and Local Laws
PROTECTED CLASSES
Women
Minorities
Black, not of Hispanic origin, with origins
in any of the black racial groups of Africa
who is also of not Hispanic origin.
Hispanic person of Mexican, Puerto Rican,
Cuban, south American, or other Spanish
culture or origin, regardless of race.
Asian or pacific Islander person with origins
in any of the original peoples of the Far East,
Southeast Asia, the Indian subcontinent of the
Pacific Islands (e.g., China, Japan, Korea,
The Philippine Republic, and Samoa).
American Indian or Alaskan Native: person with
origins in any of the original peoples of North
America and who maintain cultural identification
through tribal affiliation or community recognition.
People age 40 and over.
Handicapped.
Disabled veterans/ veterans of the Vietnam era.
Special
Considerations
Age
Pregnanc
y
Marital Status
Health & General
Physical
Requirements
Police Records
Appearance
Credit Ratings
Educational Background &
Work
Experience
Citizenship
ADVERTISING
EEOC Permits “Focused Recruitment”:
“Minorities and Women are
Encouraged to Apply”
“Equal Opportunity Employer”,
or (Too Common)
An Advertisement may be placed in
specifically
minority-oriented
publications,
or on radio stations
and television
channels which are
known to be popular with minority groups,
e.g. a Spanish-speaking radio station.
Position Description
Recruiting/ Advertising
Resume/ Application
Selection Criteria
Pre-screening
Testing
Interview
Reference Checks
Job Offer
Document
Maintain Records
LOOKING AHEAD
PREDICT - -
- Promote from within
- References
- Eager
- Dollars
- Interview
- Cooperative
- Tenacity
UNIVERSITY OF NEBRASKA-LINCOLN
TELEPHONE REFERENCE CHECK
Applicant's Name
Position Applied For
Company Contacted
Start Date
Contact Person/Title
Contact's Phone Number
Starting Duties:
Verification
Leaving Date Leaving Duties:
Reason for Leaving
Where Did Person Go?
How Long?
q Yes
q No
q Reference would only confirm dates of employment
Eligible for
q Yes
q No
rehire?
q Company Policy Prohibits
How well were objectives accomplished?
Learns quickly/ applies knowledge?
Did you know
personally?
Performance
Did person meet established deadlines?
Relationships to peers/
supervisor/subordinates?
How well were paperwork/detail handled?
What skills developed in the job?
How did results compare with other workers?
Did person require close supervision?
Frequency of days off?
Job Performance Problems?
What person could have done to produce better What promotions were earned?
results?
Abilities
Greatest Strengths?
Weaknesses/ Areas for Development?
Supervised
others?
q Yes
q No
Work Ideally suited for?
University of Nebraska-Lincoln
Human Resources Requisition
From: __________________ Date: _________ Dept No. _______
Company Center: ____________Position Title _______________
Title Code Position No: ____________ Salary Grade: _________
Former Employee: ____________ Separation Date: __________
Requested Rate of Pay: $ _ Rate Approved by Human Resources: $ _
Full Time __ Part Time __ Regular __ Temporary to: _________
Budgeted FTE: ___ 9 Month or ___ 10 Month or ___ 12 Month
Position: _____________ Planned Hire Date: ________________
Hours of work: ____ S M T W R F S (circle usual workdays for the position)
Recruitment Process: __Dept only __ University only ___ External
Opening Date: _____________ Closing Date: ________________
Newspaper Advertisement: _Yes _No Bill to Company Center: __
Lincoln ____ Omaha ____ Other: ____________ Date(s): ______
Description of Work: (Please use attachment if additional space is
needed.)
Minimum Qualifications (Education/Experience) and Additional
Remarks:
WP Speed: _____
Contact Person: ______________Telephone Extension: ________
Signature of Requisitioner: _______________________________
Dean/Director Approval: ________________________________
Chancellor/Vice Chancellor Approval: _____________________
Human Resources Approval: _____________________________