Good Morning and Welcome Brought to you by

Good Morning, and Welcome! Brought to you by: The Training and Development Team The Management Series Your NU Values Partners “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success” 1

THE MANAGEMENT SERIES Session III Interviewing and Selecting Talent January 20, 2005 Brought to you by: Your NU Values Partners: The University of Nebraska Medical Center The Nebraska Medical Center “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success” 2

Today's Agenda 3

Jobs@ Overview Sandra Mc. Kenzie BS Staffing Consultant, UNMC 4

Universityof Nebraska CORE ACTIVITIES Business Process Improvement 2 RECRUITMENT PLANNING • Advertising • Posting • Screening • Training 1 3 Human Resources REQUISITION • Vacancy • Funding • Approvals 6 REPORTING • Compliance • Measurement Hiring Authority 5 APPLICATION INTAKE & SCREENINIG Academic Services • Receiving • Screening • Forwarding • Documenting 4 HIRE AND CLOSE • Offer • Hire Processing • Close Req. • Notification INTERVIEW & SELECTION • Disposition • Documentation CANDIDATES 5

Three Components: o Hiring Managers’ Site: jobs. unmc. edu/hr o Applicant Site: jobs. unmc. edu o Human Resources/Academic Services Management Site: jobs. unmc. edu/hr 6

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Candidate Review HR PRESCREENS ONLINE Staff CANDIDATE APPLIES ONLINE Academic • Internet posting of all open jobs • Web-based 24/7 accessibility • User Friendly • Point & Click ease • Increased speed & efficiency • Consistency • Accuracy DEPARTMENT REVIEWS ONLINE Candidate can review status on each position applied for and can view and update application /profile on line. Manager can review applicant’s credentials and can record applicant’s status on line 8

Activity since going live with Jobs@ on 7/26/2004: : o o o Total Applicants – Total Positions Applied for – Total Applicants Reviewed by Hiring Managers– Total Candidates Reviewed by H. R. – 4, 008 7, 784 5, 337 6, 113 Internal User Accounts Set Up – Web Hits by Candidates (Average per month) View site – 12, 700 Search jobs – 12, 000 View job details – 13, 640 215 o Total Hires: Staff Academic 204 19 o Current Openings: Staff 42 Academic 42 9

We Work Here………. Maybe You Should, Too!! 10

THANK YOU! If you would like additional information or training on Jobs@, please call: Sandra Mc. Kenzie Bonnie Tompkins Evelyn Grixby Joan Mc. Govern – 559 -5906 – 559 -4070 – 559 -4071 – 559 -8683 simckenz@unmc. edu btompkin@unmc. edu ejgrixby@unmc. edu jmcgovern@unmc. edu 11

Behavioral Interviewing Past Behavior as a Predictor of Future Performance Denise Thramer BSN, RN, PHR Organizational Development Consultant 12

Selecting and Promoting Stars 3 Goals of an Effective Selection System o Accuracy - the ability to validly predict an applicant’s job performance o Equity - every qualified applicant has a fair and equal chance to be selected o Buy-In – the extent to which people involved in the selection process perceive its worth 13

Impacts of a Bad Hiring Decision o When you hire mediocre people one or more of the following things may happen n n n Increased management time and effort Training time and costs Customer satisfaction and error rates Other employee productivity Fill in time Out of pocket costs 14

Selection System Challenges Achieving accuracy, equity, and buy-in hinges on your ability to overcome challenges within the selection system 15

Proven Effectiveness of Behavioral Interviewing o Determine job requirements o Gather complete information o Make hiring decisions based upon data collected o Focus on positionrelated information o Obtain past performance information through behavioral examples o Evaluate the candidate based on defined performance benchmarks 16

Key Selection Components o Competency Model by Position o Selection System o Data Collection o Data Evaluation o Legal Consideration n consistent treatment documented, essential job requirements and competencies only job-related questions 18

Competencies o Competencies describe the knowledge, motivations, and behaviors associated with success or failure in a job 19

Three Categories of Competencies o Experience/Knowledge/Skills/Abilities n Specialized knowledge, license, etc. o Motivation n Internal/external n Job, organizational, location o Behaviors n Adaptability, integrity, teamwork, etc. n NU Values represent the valued behaviors adopted by the University of Nebraska 20

Benefits of Using Values/Competencies o Focus on most important job-related information o Preventing performance in a single competency from overly influencing the hiring decision o Ensuring that candidate information is collected and evaluated consistently and fairly 21

How Can We Identify Competencies o Competencies are obtained through job analysis n n n Job description Look at tasks, frequency of tasks (k/s/a) Go to the content experts; Managers, individuals currently in the position Determine appropriateness of a competency for a particular job Expand tailor it to the job by identifying jobspecific activities/behaviors 22

An interview or assessment is only as good as the competency profile of the job 23

Data and STARs: Three Types of Candidate Information o Work/Education History/Certification/Skills o Specific Experiences o Interests/Desires 24

One thousand candidates were asked the question… “How would you describe yourself to an interviewer? ” 25

Elements of a Behavioral Example o The Situation or Task facing the candidate o The Actions the candidate took o The Results or changes caused by these actions 26

Situation or Task o The background or context in which the candidate took action. o It explains why the candidate acted as he or she did. 27

Actions o What was said or done in response to a situation or task and how he/she said or did it. o The heart of the STAR - show us the candidates behavior. 28

Results o The effects of the candidates actions o What changes or differences the person’s action made and whether the actions were effective and appropriate. 29

Elements in a STAR Exercise 30

False STARs o Vague or general statements o Opinions or personal beliefs/judgements o Theoretical or future/oriented statements 31

Partial STARs o Behavioral examples that are missing one or more of the elements a situation, but no action n action and results, but no situation n 32

Managing False and Partial STARs o With False STARs; Redirect and ask for specific examples – drill down o With Partial STARs; Ask probing questions to find the missing piece 33

Recognizing Stars Exercise 34

Components of an Interview Guide o Preparation o Planned Behavioral Questions Checklist o Outline for Opening o Interview Close o Post-Interview the Interview Instructions for o Key Background Evaluating Review o Competency Coverage Grid 35

Three types of Follow Up Questions o Behavioral o Theoretical o Leading Of These 3 types only Behavioral will get you what you need - complete examples of the candidate’s past behavior 36

? Behavioral Questions Exercise 37

Taking Notes o Take notes openly o Note only pertinent information o Note behavior observed in the interview o Take notes on sensitive or negative information carefully 38

Building Rapport o Spend a few minutes on small talk o Begin with relevant, but non-threatening information: “What did you enjoy most about your last job? ” o Focus on the candidates feelings and needs n n n to be treated with respect to feel important to be seen as competent 39

Managing the Interview o Utilize interview management skills to: control the pace n direct the discussion n prevent confusion/misunderstanding n manage time n 40

Reference Checking o Competency questions - seek behavioral information on critical competencies o Situational questions - seek behavioral information about an incident that you want to verify 41

Guidelines for Completing References o Contact people who have observed the candidate recently o Focus on behavioral information o Gain complete information - STAR o Members of an interview panel can provide reference information 42

Checking References at UNMC o UNMC Reference Checking Form o Executive Memorandum 26 n n Regularly working with confidential and/or otherwise protected/sensitive information? If yes, a reference check must be completed pertaining to the candidate’s ability and aptitude in handling “covered data and information” in accordance with the law and University policy 43

Candidate Evaluation o First step is to rate each competency Not an average of the positive and negative behavioral examples n Behavior that is more significant, more recent, more job related, and shows a consistent trend should have more impact n 44

Four Factors to Consider in Evaluating Behavior o Significant Behavior - all behaviors are not equal o Recent Behavior - recent behavior is a better predictor than behavior in distant past o Related Behavior - the more similar the behaviors, the better predictor o Impact Behavior - behavior that makes a big difference in meaningful situations should get more weight 45

Steps in the Candidate Evaluation Process o Identify complete STARs in the interview guide o Categorize all STARs as effective or ineffective o Rate the candidate in each competency area, making sure to factor in information from all sources n n Reference checks Key background Interview Simulations, etc. 46

Legal Considerations o A selection system with legal credibility contains the following attributes: Job-Related Selection Requirements n Job-Related Components n Consistency in Handling Applications n 48

? Legal Questions Exercise 49

Staffing Services at UNMC Recruitment n n n Staffing Plans Jobs@ Training Behavioral Interview Training Selection Criteria n n n Advertising/Sourcing Interview Plans/Questions Reference Checking Process Documentation Candidate Communication o Nu. Values Website www. nuvalues. edu 54

THE MANAGEMENT SERIES Session III Interviewing and Selecting Talent • • Feedback Evaluations Next Session: Performance Leadership I Thank You! Brought to you by: 55