Effective Hiring
Practices
Recruiting the Best Person
Myrna Flores
Manager of Recruitment
&
Rhonda Redfearn
Senior Human Resources Generalist
Objectives
• Discuss the benefits/costs of hiring
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decisions
Review the recruitment/selection process
Advertising
Identify pre-interview issues
Resume Review
The Interviews
Define and discuss “Negligent Hiring”
TWU Recruitment Policies and
Employment Laws
Recruitment/Selection Process
Overview
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Identify position vacancy
Address budget and affirmative action (AA) priorities
Approval of recruitment effort
Initiate sources for Advertising
Forwarding Resumes/CVs
Conduct initial phone screens
Obtain AA forms and Employment Applications
Conduct on-campus interviews
Identify lead candidate
Perform due diligence tasks
Make offer made, acceptance, file completed
Start/New Employee Orientation
Advertising
Ad template now posted on Human Resources section of
TWU website expedites the launch of your recruitment ad
 Accepts your input for required data
 Permits your customization of job description and
required/desired candidate qualifications for inclusion
 Candidates’ electronic responses sent to Recruitment
resulting in faster referral for your review
http://www.twu.edu/recruitmentselection/advertising.asp
Employment ads are normally placed with …
 TWU Website
 Higher Ed Jobs
 WorkInTexas
 Local Newspaper (generic ad directing to HR website)
Pre-interview issues
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Workforce Diversity Plan Hiring Evaluation
Checklist
http://www.twu.edu/downloads/diversity-equalemployment/Hiring_Evaluation_Checklist.pdf
Preparing the Request for Employment Search
Considering different types of interviews
Behavioral Interviewing - predicting future
behavior based on past behavior
Developing behavior-based interview questions
Your Resume review
Your Resume Review
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Catching an inconsistency on a resume should cause
concern about a candidate’s overall ethics
Common resume inconsistencies (per a recent
CareerBuilder study):
• Employment dates “stretched” to cover up gaps
…the most common resume inconsistency (Onein-five hiring managers reported finding this on a
candidate’s resume)
Other top resume inconsistencies include:
• Previous employers (18%)
• Academic degrees and institutions (16%)
• Technical skills and certifications (15%)
• Accomplishments (8%)
About the Resume/CV…
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A resume/CV is a “story” and your candidate is the author
“Literary license” is not OK with us
Fact or fiction …or some combination?
Our collective goal is to discover any errors in facts or any
omissions …throughout the process
Good candidate …the “story” gets better the more we find
out
Bad candidate …the “story” falls apart the more we find
out
Alert reviews of resume/CV and employment application is
each interviewer’s job
Look and Listen for “Red Flags”
On the resume and/or application:
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Missing/incomplete information
Frequent job changes/time interval between jobs
Negative/vague reasons for leaving past employment
Inadequate written communication skills
During the initial screen/phone interview:
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Inconsistent answers/lack of preparation
Unrealistic job expectations/career goals
Inadequate verbal communication skills
Unsatisfactory attitude
Types of Interviews
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The Screening Interview – Screening candidates to
identify those individuals that meet the basic
qualifications (initial screens).
The Informational Interview – Information exchange
between the jobseeker and employer get to know one
another better without reference to a specific job
opening.
The Behavioral Interview – “The premise behind
behavioral interviewing is that the most accurate
predictor of future performance is past performance in
similar situations. Behavioral interviewing, in fact, is
said to be 55 percent predictive of future on-the-job
behavior”.
Interviews
• Improve our interviews
• About the Resume/CV
• Types of Interviews:
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• Screening
• Informational
• Behavioral
Avoiding common selection problems – Red
Flags
Common interview mistakes
Personal interview questions
Managing time and closing the interview
Common Interview Mistakes
Poor time management during the interview
Not maintaining the interview schedule
Excess talking about yourself, the job, or the
University
Creating inappropriate stress for the candidate
Not asking the tough questions
Being overly familiar with the candidate
Being influenced by the “halo/horns” effect
Asking illegal/inappropriate questions
Asking leading questions
Interview Questions
Category
Age
Arrest Record
Unacceptable
Permissible
•For or about birth certificate, date of high school or
•Whether candidate meets minimum or maximum age
college graduation, age.
requirement that is a bona fide occupational
qualification.
•About arrests.
•None (may have a disparate impact on certain
minority groups).
Citizenship
•Whether candidate is a U.S. citizen.
•Whether candidate is legally eligible to work in the
United States.
Disabilities
•If designed to elicit information about a disability.
•How candidate would perform the job and whether the
candidate could perform the job with or without
accommodation.
Height or
Weight
Requirements
•Concerning height or weight when not related to the
•Whether the candidate meets height or weight
job.
requirement necessary for the job.
Marital and
Family Status
•About marital status, child care, number of children,
•Whether the candidate can meet work schedule. Ask
or pregnancy.
all questions to candidates of both sexes.
Name
•About national origin, ancestry, or prior marital
•Whether candidate has ever worked under a different
status.
name.
Race or Color
•About complexion or color of skin.
•None.
Religion
Concerning religious preference or affiliation, except
at religiously affiliated institutions when hiring faculty
or ministerial positions that further the institution’s
religious mission.
•Whether candidate can meet the work schedule with
About the candidate’s sex, where sex is not a bona
fide occupational qualification.
•Where candidate’s sex is a bona fide occupational
Sex
reasonable accommodation if necessary.
qualification, such as actor or locker room attendant.
Negligent Hiring
DEFINITION:
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Negligent hiring normally refers to an employer’s
obligation not to hire an applicant that they knew or
should have known was likely to undertake conduct
against other individuals or otherwise subject
employees or third parties to actions which can create
legal liability.
DUE DILIGENCE STANDARD:
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Depending on the particular responsibilities and trust
placed upon an employee, there is a correlation with
the diligence required in attempting to investigate the
individual’s background before hiring. An employer’s
obligation to its employees and third parties for
negligent hiring will depend upon whether that
employer acted as a reasonable prudent employer
would in hiring such employees.
Negligent Hiring …continued
What we do at TWU to promote due diligence
standards:
• Reference Checks
• Background Checks
• Employment Verifications
• Degree Verifications
• Driving Records (if required)
Employment Laws
Prior to beginning any step in the selection process, interviewers and
appointing authorities need to be familiar with the following
employment laws and guidelines:
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The Civil Rights Acts of 1866, 1870, and 1871 - prohibits discrimination against minorities.
The Fair Labor Standards Act of 1938 - specifies a minimum wage, requires overtime pay for
certain employees, and restricts child labor.
The Equal Pay Act of 1963 - requires equal pay for men and women performing work that
involves similar skill, effort, responsibility, and working conditions.
The Civil Rights Act of 1964, particularly Title VII - prohibits the selection of employees
based on race, color, sex, religion, or national origin, in all matters of employment from
recruitment through discharge, and requires employers to discover discriminatory practices
and eliminate them. Also prohibits sexual harassment.
The Age Discrimination in Employment Act of 1967 - prohibits discrimination because of
age for anyone age 40 or over.
Employment Laws….continued
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Pregnancy Discrimination Act of 1978 - amended Title VII to recognize pregnancy as
a temporary disability and prohibit bias on the basis of pregnancy, childbirth, or related
medical conditions.
1978 Uniform Guidelines on Employee Selection Procedures - applies to employers
subject to Title VII or Executive Order 11246; provides a framework for determining
the proper use of tests and other selection policies or practices; requires that all
selection procedures must withstand validation tests.
The Immigration Reform and Control Act of 1986 - prohibits discrimination in
employment on the basis of national origin or citizenship status, prohibits employment
of unauthorized aliens and provides penalties for violations.
The Americans with Disabilities Act of 1990 (ADA) - prohibits discrimination against
qualified individuals with disabilities—that is, individuals with disabilities who can,
with or without reasonable accommodation , meet the skill, experience, education, and
other job-related requirements of a position—in regard to job application procedures;
hiring, advancement, or discharge of employees; employee compensation, job training,
and other terms, conditions, and privileges of employment.
Employment Laws…continued
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The Genetic Information Nondiscrimination Act of 2008 - prohibits discrimination
against employees and applicants because of genetic information. Title II prohibits the
use of genetic information in employment decisions and restricts employers from
requesting, requiring, or purchasing genetic information, as well as disclosing genetic
information.
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There are also a number of other employment laws that must be
adhered to by agencies that receive federal funding or who hold
federal contracts. Some are listed below:
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Executive Order 11246 - prohibits discrimination and requires government contractors
to take affirmative action to assure that applicants are treated equally.
The Rehabilitation Act of 1973 - prohibits federal contractors discriminating against
individuals with disabilities.
The Vietnam Era Veterans Readjustment Act of 1974 - encourages employers to hire
qualified Vietnam veterans, including those who were disabled.
TWU HR
Please feel free to contact:
Myrna Flores
Manager, Recruitment (X3557)
Rhonda Redfearn
Senior HR Generalist, Recruitment (X3554)
Tony Yardley
Manager, Institutional Equity (X3563)