Hiring the Best and
Providing a Good Start
Managing Successfully @ UMHS
Overview
Purpose:
Understanding & awareness of recruitment, selection & orientation
practices; learn skills for a successful hiring process; become
acquainted with UMHS resources
Learning Objectives:
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Analyze department needs
•
Write accurate job descriptions
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Develop recruitment strategies
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Write effective interview questions
•
Analyze and screen resumes
•
Learn how to conduct reference checks
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Develop an orientation plan
•
Resources
Limit: 4 hours
Pg. 1
Attract/Recruit
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Job Descriptions
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Selection Criteria
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Where to post/advertise
Selection Process
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Screening Resumes
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Interview
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Selection of Applicant
Orientation/Orientation
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Central orientation
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Department orientation
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Ongoing onboarding
Key UMHS Human Resource
Contacts
Key Players
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HR Business Partners/ HR Business Unit
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Workforce Planning Specialists
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Findly (Recruitment and Advertising)
Pg. 3
Hiring Process Exercise
Purpose: To become familiar with the steps
of the hiring process.
Agenda: Sort the index cards
in the appropriate order to
describe the hiring process.
Limit: 5 minutes
Steps in the Process
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•
•
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Identify a need
Develop a job description
Candidate sourcing (find candidates)
Screen resumes
Select who to interview
Interview candidates
Select candidate
Check references
Make the offer
Orient new employee
Attract/Recruit
Your Responsibility for ensuring a
Fair and Equitable Hiring Process
Ways to implement fair and equitable
hiring practices:
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Encourage diverse people to apply
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Provide reasonable accommodation
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Remove bias from interviewing methods
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Keep inquiries and questions job-related
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Be consistent with all candidates
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Select the best qualified candidate
Pg. 4
Determining Qualifications
• Don’t over qualify!
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Department qualifications
– Example: Proficient word processing
skills
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Department desired
qualifications
– Example: Microsoft Office experience
Pg. 7
Developing Selection Criteria
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•
•
•
•
•
•
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Guides supervisor in determining which
candidates meet qualifications
Establish before position advertised or posted
Clearly defined and relevant to the position
Used to evaluate applicants for the position
after the initial screening
Relevant, understandable, defensible
Align with department needs
Based on department minimums
Document how decision is made
Pg. 8
Developing Selection Criteria
Generally, you will have at least four to six
selection criteria set for your position
• Make sure that the criteria is job-specific KSAs
needed to undertake the duties of the position
successfully
• Categories to think about:
– Knowledge
– Skills and Abilities
– Education
– Professional Designations
– Experience
•
Pg. 8
Selection Criteria Exercise
Purpose:
To understand how to develop selection criteria
Agenda:
Review the job description you brought with you
today. Think of what selection criteria you are
currently using and determine if you need to add
any additional criteria.
Limit:
10 min.
Pg. 9
Candidate Sourcing Tips
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Think like a coach
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Places to recruit
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Attend job fairs / networking events at
Colleges/Universities
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Create internships &/or part-time positions
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Write position descriptions to attract diverse
candidates
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Utilize faculty, students, physicians, staff
Pg. 10
Job Posting Exercise
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Review the sheet on Avoiding Discrimination in
Job Postings.
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Identify 2 “issues” in each of the 4 statements that
could be discriminating if posted
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Please re-write the statement to remove the
discriminative wording
Selection Process
Reviewing the Candidate Pool
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Do you have a diverse pool?
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Critical that job pools are as diverse as
possible
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Do you have RIF candidates?
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Obligation to candidates who have been
RIF’d
•
Healthcare Source Assessment – SRC
Pg. 12
Vendor: HealthcareSource®
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Pre-Employment
Assessment
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Reference Assessment
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Leadership Assessment
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Integration with ATS
(eRecruit)
http://www.brainshark.com/healthcaresource/Staff-Assessment-Tour?dm=1
Vendor: HealthcareSource®
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Five Job Families
– Nursing
– Patient Care
– Entry-Level Service
– Administrative/Clerical
– Technical/Professional
Affirmative Action and Diversity
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What does a goal represent?
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What should you do when you have a goal?
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Difference between Affirmative Action and
Diversity
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How to develop a diverse staff
Pg. 14
Screening Resumes
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Prepare thoroughly
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Think how the candidate adds to or enhance diversity
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Identify key qualifications
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Focus on qualifications related to essential tasks
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Be wary of sloppiness
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Identify and discuss gaps in employment
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Look for length of time in various positions
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Do not read anything into the resume
Pg. 13
Screening Resumes
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Review all applicants to see if they met the minimal
qualifications
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Focus on key selection criteria set
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–
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Qualified
Possible Qualified
Not Qualified
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Remember when reviewing applicants – remove
biases
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Prescreen telephone interviews
Pg. 13
Activity: Would You Ask These
Questions?
Purpose:
To practice reviewing legal and illegal
questions
Agenda:
Complete the sheet of questions.
Follow the directions of the instructor.
Limit:
15 minutes
Pg. 15-16
Appropriate Questions
Appropriate questions are:
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Legal and job-related
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Objective
Illegal questions not to ask about:
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Identity
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Race or national origin
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Residence
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Citizenship
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Child care
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Disability
Pg. 17
The Interview Guide
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Opening
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Transition to interview
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Overview
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Education, Experience, Knowledge, Skills
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Behavior
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Interests
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Strengths and Areas for Improvement
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Sharing
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Transition to close
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Close
Pg. 18-19
Hiring The Best
Online Wiki
What is a Wiki?
• Hiring the Best Online Wiki
•
Pg. 20
Using the Interview Guide
Purpose:
To become familiar with the Interview Guide.
Agenda:
1.
Review the Interview Guide
2.
Discuss these questions:
 Is anything missing? What would you add?
 Is anything wrong or objectionable?
3.
Debrief with entire class
Tips to Prepare for the Interview
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Develop structure of process and norms and follow
uniformly
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Decide what will be required from candidates
– Work sample vs. testing vs. something else
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Allow adequate time
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Base interview questions on selection criteria
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Selection criteria based on job description and
posting
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All questions job related and written before
interviews
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Interview sheets for each interview team member
Pg. 25
Things to Keep in Mind

Develop a tolerance for silence.

Keep candidates informed.

Keep notes on all the candidates.

Debrief right after each interview when
using teams.
Pg. 24
Types of Interview Questions
• Traditional
– Straight forward answers
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Behavior Based & Competency
– Provides insight on how interviewee acted or will
behave in the future
– Requires interviewee to give specific examples
in which they demonstrated particular skills or
attitudes
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Organizational and Job Fit
– Focuses on the likely fit with the job and
organization
Additional Interview Questions
Retention or “Stay” questions to ask
candidates during the interview?
•
What are some of the key factors
that would keep you here if you got
the job?
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What might entice you away?
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What would keep your energy up?
Pg. 24
Behavioral Based Interviewing
VIDEO CLIP
Writing Behavioral Based
Interview Questions
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Highlight the competencies and behaviors associated
with the job and skills needed
•
Samples of how behavioral based questions may
start:
– Tell me about a time…
– What strategies have you used…
– Give me an example…
– Describe a decision/situation….
– How did you respond…
– What would you do if…
Developing BehaviorallyBased Interview Questions
Purpose:
Practice developing behaviorally-based interview questions
Agenda:
1.
Refer to job description and selection
criteria.
2.
Using the information given to you by
the instructor, develop behaviorallybased questions.
4.
Share with larger group.
Pg. 27
Behavioral Based Interview Practice
Purpose:
To practice conducting behavioral-based
interviews.
Agenda:
1.
Form triads and select an interviewer, interviewee
and an observer
2.
Conduct a mock interview using the behavioralbased interview questions developed (3-4 questions
total)
Debrief as a large group
1.
Share observations and response to the following
question: What would you do differently?
Preparing for the Interview
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Develop a structured and standardized
interview plan
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Typical Interview Structure:
– Opening – 5%
– Job/Organizational Culture – 10%
– Question/Information Gathering – 75%
– Candidate Asking Questions – 5%
– Wrap/Up Overview of Next Steps – 5%
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Think about some answers you may receive and any
follow-up questions the applicant may ask, this will
prepare you for what may need to be addressed
Evaluation and Analyzing
Answers during Interview
• STAR Method*
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S – Situation
T – Task
A – Action Taken
R – Results of Outcome
Good answers to behavioral questions should
specifically describe a situation or task, outline
the actions taken and summarize the outcome
*Source – Alan De Back – Career Management International
Interviewing Techniques
and Tools
Information you should supply to the candidate:
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Manager and supervisor(s) names
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Location & working conditions
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Who employee supervises, what level(s) (if applicable)
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Job tasks
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Education, experience, knowledge and skills needed
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Behaviors needed to be successful
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Benefits of the position
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How many interviews will they have to go through?
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When will they hear back?
Pg. 29
Selection Guidelines
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Based upon objective, job related factors
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Choose candidates with complementary interests, skills,
etc.
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Review reasons for choosing or not choosing a candidate
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Reflect upon your decision for a few days
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Complete the process before making final offer
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Consider transferable skills
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Use standard method for selection and reference
checking
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Reflect on biases and how they influenced decision
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Document entire process.
Pg. 30
Inclusionary
Selection Techniques
Key items to remember when looking for candidates:
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Practice inclusion. Think about how you define
“best.”
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Don’t label “best” or “worst” until all candidates are
seen
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Don’t assume! Ask the candidate about salary, being
“the only,” moving, etc.
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Examine behaviors to make sure biases aren’t
influencing selection decisions
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Help candidates see how they will “fit”
– Hiring the candidate who has complimentary
experiences, interests, values and dimensions of
Pg. 31-32
diversity
Selling the Job
Some things to tell candidates:
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Summary of paid benefits
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Generous time off and retirement package
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Benefits of working at UMHS
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Fast paced environment
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We’re leaders in healthcare
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Large, diverse place where a career can be built
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Team environment
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How the department is unique
Pg. 33
A Few More Things To
Remember
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You Are Not Hiring:
– For yourself
– For individual faculty members
– For research grants
– For a friend
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You Are Hiring:
– To fulfill a University need
– To meet Federal/State guidelines
– To meet University needs today and in the
future
Pg. 34
“Great recruiting is not about hiring a large
number of people or hiring them cheaply;
it’s about hiring individuals who become
top performers and who stay with the
organization.”
Dr. John Sullivan
Pg. 34
Prospective Employee
References
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Why Do Them?
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How to do them
– Current UM employees
– Outside candidates
– You can call people who are not on the
“reference list.”
– The law is evolving
– Gain confidence of reference person
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Get other opinions if reference is
problematic
Pg. 35-36
Candidate Is Selected
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Choose best qualified
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Affirmative Action goals
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Departmental diversity
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Salary is Set
– Before making an offer, obtain approval from
the Employment Process Coordinator
– He or she will review salary, goals, RIF’s to
avoid potential pitfalls.
Pg. 37
Extending the Offer
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Get to the point!
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Be enthusiastic
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Give the candidate time to consider
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Send to orientation
Pg. 37
Onboarding/
Orientation
Orientation
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Before the new employee’s arrival
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Within the first month – first day
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Ongoing orientation
Pg. 38-39
Orientation
Within the first month – first day:
– Welcome person with enthusiasm
– Introduce to orientation buddy and colleagues
– Double check to make sure all paperwork is
completed
– Give employee tour
– Explain departmental policies and practices
– Reintroduce the function of the department, their
job, team assignments, key partners etc.
– Orient to key assignments
– At the end of the day, check to see if there are
questions, etc.
Pg. 38
Orientation
The rest of the first month:
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–
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Arrange for appropriate training
Continue to introduce employee to key people
Review performance standards
Regularly check back for problems, questions,
successes
– Questions to ask yourself about the employee:
• In what job area is he or she especially strong?
• How well is he or she functioning so far in relation to
others at this point?
• What suggestions do you have for the new employee?
• Are there things the department can do to assist the
employee?
• Are there areas that seem to need further clarification?
Pg. 39
Retention
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The ability to keep talented employees in the
organization.
– Involves strategic actions to keep high performers
motivated and focused
– Preserves and develops an organization's human capital
– Reduces voluntary turnover costs
•
Retention Strategies
– Socialization
– Clear and Fair Supervision
– Growth and Promotional Opportunities
– Training and Development
– Recognition
– Clear and Consistent Job Expectations
– Respect
Pg. 40
Blue Folders – Requirements
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Why do we have them?
Different from Personnel Files
How do you get one?
Importance of completing when first on job
What is/isn’t in it?
www.med.umich.edu/umhshr/supervisor/bfb.htm
Email: bfbrigade@med.umich.edu
Pg. 40
New Hire Survey
For all new hires:
– All new hires receive survey
– Survey ask questions about on-boarding
and orientation (yes, they are different)
– Survey sent via email at 90 days
– Encourage employees to fill out
Encouraging Career
Development
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Shared responsibility
– Employee-Management-Organization
Role of the Supervisor
• Develop in or out of role
• Why people come here
• Resources Available
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– Career Navigator
– Career Development Website (VOICES)
End of Day Activities
End of Day Activities
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Table Words
– As a team share 2 key concepts, lessons learned, or actions
you plan to take based on your table word
– Leave table word cards in basket on table
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Erase names
•
Remove trash from tables
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Evaluations
•
Completely shut down netbooks before
powering off