Exam 2: Human Resource Selection

Competency:

• A skill, trait, quality, or characteristic that contributes to a person’s ability to perform the duties and responsibilities of a job effectively

Tangible or Measurable Competencies:

·        Technical know-how

·        Tailoring technical information to different audiences

·        Applying technical expertise to solve business problems

Knowledge – Base Competencies:

·        Project management skills

·        Problem solving ability

·        Decision making skills

·        Time management

·        Resource use

Behavioral Competency – Based Competencies:

·        Customer satisfaction

·        Sales

·        Interaction/cooperation with coworkers

Interpersonal skills Competencies:

·        Listening skills

·        Emotional maturity

Behavioral Based Interviewing Competencies:

• Behavioral based interview questions are used as a tool to predict an individual’s future performance by assessing their past performance

Competency Based Interviewing Competencies:

·        Determine if candidates have the required competencies

·        Determine the extent of their competency

Traditional Interview Question:

·        What do you do to exceed expectations in your role?

Behavioral Interview Question:

·        Tell me about a time you went above & beyond to exceed expectations.

The Difference between Behavior and Traditional:

• The candidate is answering the behavioral question based on a real experience, which enables you as the interviewer to gain an understanding of their ability to respond in a similar situation.

Examples of Competency/Behavior - Based Interview Questions:

·        Tell me about a time when you…

·        Give me an example of a situation in which you…

·        How often in the last year were you called upon to…?

·        Describe a situation in your job in which you felt __________ . What happened?

Interview Stages:            

·        Rapport Building

·        Introductory

·        Core

·        Confirmation

·        Closing

Behavioral/Competency-Based Interview Question:

• Tell me about a time when you addressed a large audience. How did you prepare for it?

Open-Ended Interview Question:

• Require complete answers

• Allow interviewers to:

• Actively listen to responses

  • Assess verbal communication skills

  • Observe applicant’s pattern of non-verbal communication

  • Plan subsequent questions

Open Ended Question Examples:

• Why do you want to leave your current job?

• What aspects of your work give you the greatest satisfaction?

• Tell me, what have past employers complimented you on and something they may have coached you to improve?

• What is your experience with public speaking?

Close-Ended Interview:

·        Put applicants at ease

·        Seek clarification

·        Verify information

o   Have you done much public speaking?

Hypothetical:

·        How would you handle an employee who was consistently tardy?

·        How would you solve the problem of an employee whose personal problems are interfering with her work performance?

·        How would you handle a customer who became belligerent?

Probing:

·        Follow-up questions that probe for more specific, detailed information

·        Rational

·        Clarifier

·        Verifier

Exploratory:

·        Opens up broad information.

·        “Walk me through your experience with project management.”

Leading:

·        Should be avoided. Examples:

·        You do intend to finish college, don’t you?

·        This is an extremely busy office… how well do you handle deadlines?

·        Do you intend to stay in this line of work or is this just a stop along the way?

STAR Method:

·        STAR method to be sure you are getting the full answer to any behavioral interview questions you ask

·        S – Situation

·        T – Task

·        A – Action

·        R – Results

S – Situation:

·        Identifying a specific situation

 T – Task:

·        Describing the tasks associated

 A – Action:

·        Sharing the actions taken to address the situation

R – Results:

·        Giving the outcome of the action(s)

Interview Component:

·        Building Rapport, opening remarks

·        Provide information about job opening

·        Asking questions

·        Allow for applicant questions

·        Explain process from that point on

Important Interview Elements:

·        Establishing rapport

·        First question

·        Active listening

·        Summarize periodically – STAR

·        Filter out distractions

Watch out for biases

Nonverbal Communication:

·        Body language

·        Tone of voice

·        Pitch

Micro-expressions:

·        Facial expressions

Perceptual Errors in Interviewing:

·        First impression

·        Information from others

·        Single statements

·        Ethnocentrism

Ethnocentrism:

·        Believing your own culture, values, or norms are superior to others, often leading to biased judgments

Screening Interview:

·        Establish interest on both sides

·        Determine job suitability

·        Essential tasks

·        Required education, skills and knowledge

·        Generally, step 1 with TA/HR and then followed by HM interview

Conducting Screening Interviews:

·        State purpose

·        Learn about what they are currently doing

·        Ask competency-related questions (BBQs)

·        Check in on salary range vs. requirements

·        Finish with wrap up question

Video Interview:

·        Dress professionally

·        Practice and ensure good camera angle

·        Speak clearly and succinctly

·        Don’t fidget

·        Maintain eye contact

·        Avoid sudden movements

·        Smile and show interest

Telephone Interview:

·        Generally, 10-30 minutes long

·        Deciding on HM interview

Panel Interview:

·        Good for:

o   Busy candidates

o   Saving company time

o   Compare immediately

·        Good if:

o   Well-planned

o   Not too stressful for candidate

o   *Peer Interviews can be included in this

Other Interview Situations:

·        Difficult/Shy

·        Difficult/overtalkative

·        Difficult aggressive

·        Difficult emotional

·        Stress

Interview Pitfalls:

·        Interrupting

·        Agreement or disagreement

·        Jargon

·        Comparisons

·        Unrelated questions

·        Talking about self

·        Hasty decisions OR taking toooooo long

·        Judging based on cultural or educational differences

Documentation:

·        Avoid subjective language

·        Avoid recording unsubstantiated opinions

·        Refer to job-related facts

·        Be descriptive, but job-related

Pre-Employment Testing:

·        Everything from job simulations to culture fit testing is used in hiring at all levels by some organizations

·        Ranges from measuring quantifiable to more abstract like personality tests

·        Examines skills, knowledge, traits, physical capabilities

Pre-employment Testing Examples:

·        Cognitive Tests

·        Physical Ability Tests

·        Sample Job Tests

·        Medical Inquiries/Physical Exams/Psych Tests

·        Personality or Integrity tests

·        Criminal Checks/Credit Checks

·        Language Proficiency tests

Pre-employment Testing – Why?

·        Objectivity/Standardization

·        Prediction of future behaviors

·        Minimize some types of bias

·        Reduce costs of recruiting/hiring/training

·        Safeguard against savvy interviewers

·        Narrow applicant pool in high-volumes

Pre-Employment Testing Advantages:

·        Identify positive traits, screen out those with negative traits

·        Protect against negligent hiring

·        Can replace reference checks

·        If validated, objective and impartial tool

·        Distinguish between similarly qualified candidates

Pre-Employment Testing Concerns:

·        Overreliance on results

·        Predictive abilities are imperfect

·        Unfair to those who do not test well

·        Inappropriate methods of scoring

·        Unnecessary use when basic training could be equivalent

Testing Policies:

·        Testing Policies should be written and include:

·        Primary objective of testing

·        Commitment to compliance with employment laws

·        Info pertaining to who is subject to testing

·        Info on who will conduct & score tests

·        Description of testing conditions

Validation of Testing Governance | Title VII of the Civil Rights Act:

·        Under Title VII of the Civil Rights Act, 1978 the EEOC adopted the Uniform Guidelines on Employee Selection Procedures (UGESP)

·        Only legally binding to those subject to OFCCP

·        Only needed if there is adverse impact

·        Validity can be tested by one of 3 methods:

o   Criterion-related validity

o   Content validity

o   Construct validity

Title VII of the Civil Rights Act:

·        Intentional Discrimination

·        Scoring

·        Disparate Treatment

·        Disparate Impact

Age Discrimination in Employment Act (ADEA):

·        Consistency

·        Disparate Treatment

·        Disparate Impact

Validation of Testing - Governance | Title I of the ADA

·        No Qs about disabilities and no medical exams until after offer

·        Any pre-employment screening should be job-related

·        Reasonable accommodations are required

·        Post employment for job-related necessities only

·        Genetic Information Notification Act (GINA) Disparate Impact

Drug Testing:

·        Estimates vary, but trending on the decline:

·        Marijuana legalization in many states has led to increased acceptance

·        People “stay clean” for testing purposes

·        Too many people failing

Psychological Tests:

·        Achievement

·        Aptitude

·        General Intelligence

·        Interest & Vocational Inventories

·        Job/Trade Knowledge

Work Sample

Personality Tests:

·        The unique organization of characteristics that define an individual and determine that person’s pattern of interaction with the environment

·        ~35% of companies use, according to SHRM

·        Over 2,500 tests on the market

·        Must be job-related

Integrity Tests:

·        Checking for Honesty, Dependability, Trustworthiness

·        Employee Theft: Estimated at $50 billion annually

·        Honesty/Integrity Tests measure an applicant’s attitude towards theft

·        Question Examples:

o   Most people are dishonest – yes or no?

o   Is it true that to be human is to be dishonest?

o   In any of your other jobs, did you find a way that a dishonest person could take money if he or she had your job?

o   What percentage of people you know would you say are honest?

Employee Polygraph Protection Act of 1988:

·        Prohibits use of polygraphs for hiring with a couple of exceptions:

·        Private security firms

·        Areas of public concern

·        Manufacturers and distributors of controlled substances

·        Federal, state and local governments

Physical Ability Tests:

·        Resulting from:

o   Increase in female and disabled applicants

o   Desire to reduce work-related injuries

·        ADA limits pre-employment medical exams to post-offer only

Psychomotor Tests:

·        Simulations Test for:

o   Manual Dexterity

o   Motor Ability

o   Hand-Eye Coordination

·        Frequently Outsourced

·        Skilled, Repetitive work

References & Background Checks | Why?

·        Negligent Hiring

·        Identity Theft

·        Compliance

·        Tracking!

·        i.e. Checklist or ATS

Legal Considerations:

·        Defamation of Character = difficulty in getting references

·        Good Faith References

·        Authorization

·        FCRA (Fair Credit Reporting Act)

·        Other laws such as DMV/BMV or State-Specific

·        Adverse Action process

·        Educating Hiring Managers

·        I-9: Immigration Reform and Control Act of 1986

References & Background Checks:

·        Reference Types

o   Telephone

o   Technology

o   Educational

o   Personal

·         Background Checks:

o   Criminal, Debarments, Certifications, Licenses, etc

·        Giving References and/or Employment Info

o   Centralize (Payroll, Shared Services, etc.)

o   Outsource (i.e. The Work Number)

Social Media & Hiring:

·        What are Employers checking for?

·        Inconsistencies vs Resume, etc.

·        Bad Mouthing or Disclosure of Confidential Info

·        Poor Judgment

·        Red Flags of: Discriminatory, Deviant, Extreme Reactions, Criminality, Violence

·        Evidence of Volunteerism

·        Communication Skills

·        Drinking/Drug Use

Social Media & Hiring Advantages:

·        Quick Access to lots of information

·        Ability to see another side of candidate

·        A way to gauge professionalism

Social Media & Hiring Disadvantages:

·        Exposure to irrelevant personal information

·        Could introduce bias or perception of bias

·        Not everyone uses social media

·        Mistaken Identity

Social Media & Hiring Legal Risks:

·        Discrimination

·        Disparate Treatment/Impact

·        Invasion of Privacy

·        Failure to Hire claims

·        Protected Class

·        Qualified for job

·        Rejected even though qualified

·        Position remained open after rejection and others were considered with similar qualifications

The Selection Process:

·        Final Selection Factors to consider:

·        Objective of job

·        Job Description/Success Profile of job

·        Intangibles (job-related)

·        Evaluate interviews, communication patterns

·        Salary Requirements vs. Range

·        Past Employment and reasons for leaving

·        Check your biases

Pre-Offer Stage:

·        Conversation held generally for higher-level positions

·        Gathering final details

·        Sharing info in advance of or in response to questions

·        Builds additional rapport, may lock in candidate

·        Caution: Use only when very serious about candidate

Offer Stage:

·        Determine Compensation

o   Internal Equity

o   Market Data

o   Experience/Education/KSAs

·        Verbal first

·        Confirm with Written (have acknowledged)

Components of a Job Offer:

·        Job Title

·        Exemption Status

·        Department, Direct Manager

·        Start Date

·        Schedule

·        Location

·        Salary

·        Additional Compensation

·        Benefits, PTO

·        Additional offerings

·        Legalities:

o   Employment-At-Will

o   Conditions of Employment/ Pre Employment Screenings

·        Non-Compete type documents

·        Other conditions

·        Salary

·        Next Steps

Offer Stage:

·        Once officially accepted:

·        Start Pre-Employment Processes

·        Notify Rejected Applicants

·        Disposition in ATS

·        Prep for Onboarding

·        Keep candidate engaged during notice period!

·        Monitor Pre-Employment Processes for completion

Failure‑to‑Hire: What Applicants Must Prove:

·        They are part of a protected class (race, gender, age 40+, disability, etc.)

·        They were qualified for the job.

·        They were rejected despite being qualified.

·        The employer continued seeking applicants or hired someone outside the protected class.

·        Evidence of discriminatory intent (direct or indirect).

Social media checks:

·        What employers can do

o   Review public profiles.

o   Look for job‑related red flags (harassment, threats, illegal activity).

o   Verify professionalism and cultural fit.

·        What employers cannot do:

o   Ask for passwords.

o   Use protected class information (religion, disability, pregnancy, etc.) in decisions.

o   Violate state privacy laws.

·        Best practice: Use a third‑party screener to avoid seeing protected information.

Non‑Verbal Communication:

·        Non‑verbal communication includes body language, facial expressions, tone, posture, and eye contact.

·        What to look for:

o   Engagement

o   Confidence

o   Professionalism

o   Honesty

o   Emotional intelligence

Non‑Verbal Communication - Good Examples:

·        Upright posture

·        Steady eye contact

·        Nodding to show understanding

·        Calm tone

·        Appropriate facial expressions

Non‑Verbal Communication - Bad Examples:

·        Slouching

·        Avoiding eye contact

·        Fidgeting

·        Crossing arms defensively

·        Eye‑rolling or smirking

Drug Testing & Pre‑Employment Testing:

·        Drug testing is part of pre‑employment testing to ensure safety, reliability, and compliance.

·        What to pay attention to when developing tests

o   Job‑relatedness

o   Consistency across all applicants

o   Validity & reliability

o   Compliance with ADA, EEOC, and state laws

·        Clear communication of testing requirements

·        Skills‑based tests

·        Must measure actual job skills (e.g., Excel test for admin role, welding test for skilled trades).

Pre‑Employment Testing Advantages:

·        Reduces turnover

·        Improves quality of hire

·        Ensures safety

·        Identifies falsified credentials

·        Helps predict job performance

·        Fair Credit Reporting Act (FCRA) — governs background checks conducted by third‑party agencies.

Physical Ability Tests:

·        What they measure

o   Strength

o   Endurance

o   Flexibility

o   Balance

o   Ability to perform essential job functions

·        Important considerations

o   Must be job‑related and consistent with business necessity.

o   Must not screen out individuals with disabilities unless the ability is essential.

o   Must comply with ADA.

Positive vs. Negative Body Language in Interviews:

·        Positive

o   Leaning slightly forward

o   Open posture

o   Smiling

o   Good eye contact

o   Calm hands

·        Negative

o   Looking at phone

o   Closed arms

o   Lack of facial expression

o   Fidgeting

Interrupting

Interpersonal Skills Questions:

·        Interpersonal skills include:

o   Communication

o   Teamwork

o   Conflict resolution

o   Empathy

o   Active listening

o   Professionalism

·        Interviewers look for:

o   Ability to collaborate

o   Respectful communication

o   Emotional intelligence

What you should do as an interviewer during the interview:

·        Prepare structured questions

·        Take notes

·        Maintain consistency across candidates

·        Build rapport

·        Avoid illegal questions

·        Use behavioral & situational questions

·        Listen more than they talk

·        Evaluate based on competencies

Workday and ADP are what?

·        HRIS/ ATS systems

·        HRIS = Human Resource Information System

·        ATS = Applicant Tracking System

You have a direct report who is consistently calling off. How would you handle it?”

·        Review attendance records for patterns.

·        Meet privately with the employee.

·        Use a coaching approach: ask what’s going on, listen, and document.

·        Clarify expectations and attendance policy.

·        Offer resources (EAP, schedule adjustments if appropriate).

·        Set a follow‑up plan and document the conversation.

·        If behavior continues, follow progressive discipline.