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Strategies for Hiring Key Strategies for Hiring Key Employee TalentEmployee Talent

Hire Hire PowerPower

February 21, 2006

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Strategies for Hiring Key Strategies for Hiring Key Employee TalentEmployee Talent

Strategic Strategic ThinkingThinking

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Why worry?Why worry?

• Turnover costsTurnover costs• Effect on PeopleEffect on People• Lower moraleLower morale• Affects customer serviceAffects customer service• Energy spent on turnover versus coachingEnergy spent on turnover versus coaching

30% of all business failures due to poor hiring practices 30% of all business failures due to poor hiring practices (U.S. Chamber of Commerce)(U.S. Chamber of Commerce)

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ObjectivesObjectives• Learn strategic hiring processLearn strategic hiring process• Identify critical success Identify critical success

competencies and related behaviorscompetencies and related behaviors• Understand behavior-based Understand behavior-based

interviewinginterviewing• Develop behavior based interview Develop behavior based interview

questionsquestions• Use scoring system to document Use scoring system to document

search resultssearch results• Avoid common interview mistakesAvoid common interview mistakes• Obtain resource bookObtain resource book

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Plan Your ApproachPlan Your Approach

• Think StrategicallyThink Strategically• Gain ApprovalsGain Approvals• Announce the PositionAnnounce the Position• Form a Search CommitteeForm a Search Committee• Plan and Prepare for the InterviewPlan and Prepare for the Interview• Conduct the InterviewConduct the Interview• Evaluate and DecideEvaluate and Decide• Check ReferencesCheck References• Hire the right personHire the right person

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Think StrategicallyThink Strategically

• Align with strategic plan/business needsAlign with strategic plan/business needs

• Vary strategy depending on position-nonexempt, entry-level Vary strategy depending on position-nonexempt, entry-level exempt, senior level exempt or managementexempt, senior level exempt or management

• Identify jobs that are: Identify jobs that are:

– Hard to fill Hard to fill

– Represent special skills to the college/admin unitRepresent special skills to the college/admin unit

– Have high turnoverHave high turnover

• Consider succession planning where appropriateConsider succession planning where appropriate

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Think StrategicallyThink Strategically

• Balance filling vacancies through internal Balance filling vacancies through internal promotions/diversity goals/ need for external promotions/diversity goals/ need for external expertiseexpertise

• Standing or fixed term?Standing or fixed term?• Should you reassign current job responsibilitiesShould you reassign current job responsibilities• Do you need the position? Full-time or less - HR-88?Do you need the position? Full-time or less - HR-88?• Is it time to reorganize?Is it time to reorganize?• Can the job be combined with another job?Can the job be combined with another job?• Can it be automated?Can it be automated?

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The SecretsThe Secrets

““Hire Tough, Manage Easy” - Max KleinmanHire Tough, Manage Easy” - Max Kleinman

• Hiring the right person is the most important thing Hiring the right person is the most important thing we do as Supervisors/Managers/Directorswe do as Supervisors/Managers/Directors

• It’s less costly to have a vacant position than to hire It’s less costly to have a vacant position than to hire the wrong personthe wrong person

• According to Jim Collins, it’s about getting “the right According to Jim Collins, it’s about getting “the right people on the bus”people on the bus”

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The SecretsThe Secrets

CHANGECHANGE your focus your focus – BE proactiveBE proactive– PLAN your approachPLAN your approach– ENGAGE the whole organizationENGAGE the whole organization– (Activity: Case Study on thinking strategically)

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Recruiting InternallyRecruiting Internally

– Distribute all announcements to Unit employees Distribute all announcements to Unit employees for referralsfor referrals

– Make personal contactsMake personal contacts– Network to recruit passive job seekersNetwork to recruit passive job seekers– Review saved resumes filesReview saved resumes files– Consider new approachesConsider new approaches

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External Recruiting OptionsExternal Recruiting Options

– Open housesOpen houses

– Technical school recruitingTechnical school recruiting

– Announcements at sporting eventsAnnouncements at sporting events

– Vendors and suppliersVendors and suppliers

– Produce a TV adProduce a TV ad

– Movie theater adsMovie theater ads

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External Recruiting OptionsExternal Recruiting Options

– Advertise in trade journals and professional Advertise in trade journals and professional societiessocieties

– Recruit at conferences and trade showsRecruit at conferences and trade shows– Newspapers, listservesNewspapers, listserves– HigherEdJobs.com; Monster.comHigherEdJobs.com; Monster.com– Diversity Talent BankDiversity Talent Bank

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Continuous Recruiting OptionsContinuous Recruiting Options

– Maintain database of good applicantsMaintain database of good applicants

– Alumni recruiting Alumni recruiting

– Local community connectionsLocal community connections

– Dual Careers and ONE programsDual Careers and ONE programs

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Continuous Recruiting OptionsContinuous Recruiting Options

– Employee referralsEmployee referrals

– Make yourself the “employer of choice”Make yourself the “employer of choice”

– Improve your work environmentImprove your work environment

– Establish school-to-work programsEstablish school-to-work programs

– Conduct informational interviewsConduct informational interviews

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ProcessProcess

Contact your Human Resources RepContact your Human Resources Rep– Provide updated job descriptionProvide updated job description

– Ensure job is appropriately gradedEnsure job is appropriately graded

(Handout: Process Guidelines resource (Handout: Process Guidelines resource material)material)

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Diversity ConsiderationsDiversity Considerations

• Applicant pool should reflect college/administrative Applicant pool should reflect college/administrative unit diversity goals i.e. gender & minorities unit diversity goals i.e. gender & minorities

• Get with HR Rep to check the diversity of your Get with HR Rep to check the diversity of your applicant pool and your short listapplicant pool and your short list

• Finalize the short list of candidates to interview, to Finalize the short list of candidates to interview, to ensure they reflect diversity goalsensure they reflect diversity goals

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Identify Identify Competencies Competencies

& Related & Related BehaviorsBehaviors

• Review job descriptionReview job description• Interview highly successful employees in the position, Interview highly successful employees in the position,

if possible (will have different competencies)if possible (will have different competencies)• Interview supervisor of positionInterview supervisor of position• Develop scorecard for candidates to be interviewedDevelop scorecard for candidates to be interviewed

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DefinitionsDefinitionsCompetencyCompetency

A combination of knowledge and skill sets needed to A combination of knowledge and skill sets needed to effectively perform a role in an organization. They are effectively perform a role in an organization. They are used as human resource tools for hiring, training and used as human resource tools for hiring, training and development, performance evaluation and succession development, performance evaluation and succession planning. They are observable and measurable through planning. They are observable and measurable through defined behaviors.defined behaviors.

BehaviorsBehaviors

Examples that demonstrate the desired competencies.Examples that demonstrate the desired competencies.

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Penn State CompetenciesPenn State Competencies

1. Effective knowledge1. Effective knowledge2. Accountability and self-management2. Accountability and self-management3. Teamwork and leadership3. Teamwork and leadership4. Communication4. Communication5.5. Innovation and problem-solvingInnovation and problem-solving6.6. Customer serviceCustomer service7.7. QualityQuality8.8. Support of diversitySupport of diversity

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Obtain ApprovalsObtain Approvals

• Obtain internal approvals to fill a vacancy or create Obtain internal approvals to fill a vacancy or create a new joba new job– Budget Executive (Dean, VP, Chancellor or HR Budget Executive (Dean, VP, Chancellor or HR

Rep)Rep)– Verify funding with Financial Officer Verify funding with Financial Officer – Coordinate with HR RepCoordinate with HR Rep– Update job descriptionUpdate job description

• If filling existing position, obtain written, signed If filling existing position, obtain written, signed letter of resignation from employeeletter of resignation from employee

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Announce the PositionAnnounce the Position

• Draft the announcement based on current job descriptionDraft the announcement based on current job description• Market/sell your job/college/Penn StateMarket/sell your job/college/Penn State• Include language appealing to diverse audiences, e.g. Include language appealing to diverse audiences, e.g.

“Demonstrated commitment to diversity required.”“Demonstrated commitment to diversity required.”• Official SPEC/Competencies Job Title (industry title Official SPEC/Competencies Job Title (industry title

in parens)in parens)• Key Duties and ResponsibilitiesKey Duties and Responsibilities• Knowledge and Experience minimum qualificationsKnowledge and Experience minimum qualifications• Work unit and locationWork unit and location• Required Certifications or SkillsRequired Certifications or Skills

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Announce the PositionAnnounce the Position

STEP 1 - THE INTERNAL SEARCHSTEP 1 - THE INTERNAL SEARCH

• Vacancies are announced weekly for 1 or 2 weeks Vacancies are announced weekly for 1 or 2 weeks • Coordinate with your HR Rep to ensure appropriate Coordinate with your HR Rep to ensure appropriate

deadlines are met for announcementsdeadlines are met for announcements• Vacancies close on Tuesday the following week, Vacancies close on Tuesday the following week,

11:59pm11:59pm

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SearchSearch

CommitteeCommittee

ResponsibilitiesResponsibilities

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Form a Form a Search CommitteeSearch Committee

• Select a committee chairSelect a committee chair

• Select individuals based on …..Select individuals based on …..

• Confirm commitment to the search processConfirm commitment to the search process

• Set up first meeting to include trainingSet up first meeting to include training

• Establish timeframe and guidelinesEstablish timeframe and guidelines

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Search Chair Search Chair ResponsibilitiesResponsibilities

• (May) select the appropriate (May) select the appropriate members, representative of stakeholdersmembers, representative of stakeholders• Ensure gender and minority representationEnsure gender and minority representation• Have at least three members (odd number)Have at least three members (odd number)• Charge committee:Charge committee:

– Do you want pros and cons; ranking, Do you want pros and cons; ranking, recommendation, etc.recommendation, etc.

• Establish ground rules for committee participationEstablish ground rules for committee participation

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Search Chair ResponsibilitiesSearch Chair Responsibilities• Obtain access to resumes from the HR Rep.Obtain access to resumes from the HR Rep.

• Ensure:Ensure:

– Planned hire date is metPlanned hire date is met - handout- handout

– Time commitment Time commitment

– Members are trainedMembers are trained

– Confidentiality, now and foreverConfidentiality, now and forever

– There is documentation & maintain it for 3 yearsThere is documentation & maintain it for 3 years

– There are no personal notes or illegal comments on There are no personal notes or illegal comments on documentationdocumentation

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SearchSearchCommittee Committee ResponsibilitiesResponsibilities

• Identify competencies critical to success for the jobIdentify competencies critical to success for the job• Develop/select behavior-based questions that Develop/select behavior-based questions that

revolve around critical success competencies revolve around critical success competencies • Address situations that are familiar to the Address situations that are familiar to the

candidatescandidates• Determine what appropriate responses to Determine what appropriate responses to

questions should address/include:questions should address/include:

A good answer should address 3 things:A good answer should address 3 things:

ThinkThink P-A-R for the course in learning what to P-A-R for the course in learning what to listen for during the interview listen for during the interview

(Problem- Action- Result).(Problem- Action- Result).

P – Problem: P – Problem:

− What was the problem the candidate was faced withWhat was the problem the candidate was faced with

or what did he or she need to accomplish? or what did he or she need to accomplish?

− What were the circumstances?What were the circumstances?

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A – Action: A – Action:

− What specifically did the candidate do to solve theWhat specifically did the candidate do to solve the

problem? Ask follow-up questions to discern the problem? Ask follow-up questions to discern the

candidate’s involvement.candidate’s involvement.

ThinkThink P-A-R for the course in learning what P-A-R for the course in learning what

to listen for during the interview.to listen for during the interview.

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R – Result: R – Result:

− What was the outcome? Were the tasks What was the outcome? Were the tasks accomplished?accomplished?

− Did the actions solve the problem with which the Did the actions solve the problem with which the candidate was faced?candidate was faced?

− What did the candidate learn from the experience?What did the candidate learn from the experience?

ThinkThink P-A-R for the course in learning what P-A-R for the course in learning what

to listen for during the interviewto listen for during the interview..

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SearchSearchCommittee Committee ResponsibilitiesResponsibilities

• Maintain confidentiality Maintain confidentiality foreverforever • Develop & use scorecard for screening applicants’ Develop & use scorecard for screening applicants’

resumes resumes • Develop & use scorecard for candidates Develop & use scorecard for candidates

interviewedinterviewed(Handout Scorecard -Activity: Screen resumes - what (Handout Scorecard -Activity: Screen resumes - what

would you do?)would you do?)

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Screening Internal ResumesScreening Internal Resumes• Review resumes online on EJMS:Review resumes online on EJMS:

– Must meet minimum qualifications Must meet minimum qualifications

• 2:1 ratio work-related experience: formal 2:1 ratio work-related experience: formal educationeducation

– option to consider experience in identified option to consider experience in identified competenciescompetencies

• Close off candidates who are clearly not qualifiedClose off candidates who are clearly not qualified

• Selects short list of applicants to considerSelects short list of applicants to consider

• Complete the resume scorecard for every applicant Complete the resume scorecard for every applicant consideredconsidered

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If the Internal Search Fails….If the Internal Search Fails….

Announce the job externally Announce the job externally • RecruitRecruit• AdvertiseAdvertise

– NES can help write ads to market Penn NES can help write ads to market Penn State and our jobState and our job

– Remove PSU jargonRemove PSU jargon

STEP 2 - THE EXTERNAL SEARCHSTEP 2 - THE EXTERNAL SEARCH

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Announce the Position ExternallyAnnounce the Position Externally

• After considering/interviewing/carrying over/closing-After considering/interviewing/carrying over/closing-off internal applicantsoff internal applicants

• Notify internal candidates you decide to carry over Notify internal candidates you decide to carry over (3-5)(3-5)

• Notify HR Rep with decision to go external if no Notify HR Rep with decision to go external if no qualified internal candidates, no diversity, and or qualified internal candidates, no diversity, and or need for external expertise or just to test the watersneed for external expertise or just to test the waters

• Check with your HR Rep to ensure appropriate Check with your HR Rep to ensure appropriate deadlines are metdeadlines are met– Follow process of screeningFollow process of screening

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Prepare for the InterviewPrepare for the InterviewPast-behavior predicts future performance!!Past-behavior predicts future performance!!

• Behavior based questions require examples of a time Behavior based questions require examples of a time when he/she demonstrated a specific when he/she demonstrated a specific competency/behaviorcompetency/behavior

• Should be based on competencies/behaviors critical for Should be based on competencies/behaviors critical for success in the jobsuccess in the job

• Provide consistency and structureProvide consistency and structure• Ask a diversity-related question, such as, “Give me an Ask a diversity-related question, such as, “Give me an

example of how you have demonstrated your example of how you have demonstrated your commitment to diversity.”commitment to diversity.”

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Sample QuestionSample QuestionJob Title: Program ManagerJob Title: Program Manager

CompetencyCompetency BehaviorBehavior QuestionQuestion

Interpersonal Skills/Relation-ships

Developing & Developing & using using collaborative collaborative relationships to relationships to facilitate the facilitate the accomplishment accomplishment of work goalsof work goals

Tell me about a Tell me about a time when you time when you worked out an worked out an agreement with a agreement with a partner. What partner. What did you do?did you do?

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Sample QuestionSample QuestionJob Title: CounselorJob Title: Counselor

CompetencyCompetency BehaviorBehavior QuestionQuestion

Customer Customer ServiceService

Meets students’ Meets students’ expectations in a expectations in a high volume high volume environmentenvironment

Give an example of Give an example of how you meet how you meet student expectations student expectations during the busy during the busy times of the semester times of the semester prior to graduationprior to graduation

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Sample QuestionSample QuestionJob Title: CounselorJob Title: Counselor

CompetencyCompetency BehaviorBehavior QuestionQuestion

Customer Customer ServiceService

Activity:Activity:

Identify a behavior Identify a behavior that is critical to that is critical to success in this success in this position - refer to position - refer to the announcementthe announcement

Activities: Activities:

Develop questions Develop questions

A good answer A good answer should address: should address: problem, action, problem, action, resultresult

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Additional CompetenciesAdditional CompetenciesJob Title: CounselorJob Title: Counselor

CompetencyCompetency BehaviorBehavior QuestionQuestion

Check for Check for additional additional Competencies?Competencies?

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Sample QuestionSample Question

Job Title: CounselorJob Title: Counselor

CompetencyCompetency BehaviorBehavior QuestionQuestion

Problem SolvingProblem Solving Research the Research the background background information information thoroughly and thoroughly and successfully.successfully.

Tell me about a time Tell me about a time when you resolved a when you resolved a students difficult students difficult academic problem. academic problem.

What steps did you What steps did you take? How was it take? How was it resolved?resolved?

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Behavior Based InterviewingBehavior Based Interviewing

STRUCTUREDSTRUCTURED

INTUITIVEINTUITIVE

JOBJOBSKILLSKILL

SSPERSONPERSON

Gut-FeelGut-FeelInterviewsInterviews

ConversationalConversationalInterviewsInterviews

Behavioral-Behavioral-BasedBased

InterviewsInterviews

TraitTraitInterviewsInterviews

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Determine Interview ProcessDetermine Interview Process

• Who needs to interview one-on-oneWho needs to interview one-on-one

• Entire search committee group interviewEntire search committee group interview

• Any other groups, stakeholders, partnersAny other groups, stakeholders, partners

• Any presentations/samples/testAny presentations/samples/test

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Determine Interview ProcessDetermine Interview Process

• How long should the interview beHow long should the interview be

• Conduct a second interview, as appropriateConduct a second interview, as appropriate • Assign specific questionsAssign specific questions

• Chair invites final candidates to interviewChair invites final candidates to interview

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Interview TipsInterview Tips

• Advise candidates that you will be taking notes Advise candidates that you will be taking notes during interviewduring interview

• Downplay negatives - give a pat on the backDownplay negatives - give a pat on the back• Use active listeningUse active listening• Look for auditory and visual cluesLook for auditory and visual clues• Benchmark against appropriate response Benchmark against appropriate response

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DOsDOs

• Make candidate feel comfortableMake candidate feel comfortable• Explain agendaExplain agenda• Advise you’ll take notesAdvise you’ll take notes• Ask same behavior-based questions of every Ask same behavior-based questions of every

candidatecandidate• Ask probing follow-up questionsAsk probing follow-up questions

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DOsDOs

• Keep an open mindKeep an open mind• Take notes (legal)Take notes (legal)• Ask legal questionsAsk legal questions• Avoid interruptionsAvoid interruptions• Let candidate do the talkingLet candidate do the talking• Listen and observeListen and observe

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DON’T’sDON’T’s

• Talk too much (the 80/20 rule)Talk too much (the 80/20 rule)• Telegraph answersTelegraph answers• Make premature decisionsMake premature decisions• Ask questions requiring yes or no answersAsk questions requiring yes or no answers• End the interview before asking every question End the interview before asking every question • Restate what the resume already statesRestate what the resume already states• Ask illegal questionsAsk illegal questions

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Topics to AvoidTopics to Avoid

• Arrest record Arrest record

• Less than honorable military Less than honorable military dischargedischarge

• Gender and marital statusGender and marital status

• Maiden name/mother’s maiden nameMaiden name/mother’s maiden name

• Number/ages of childrenNumber/ages of children

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Topics to AvoidTopics to Avoid

• Childcare arrangementsChildcare arrangements• Spouses name/education/incomeSpouses name/education/income• Family plans/birth control formFamily plans/birth control form

• Place of birth/citizenshipPlace of birth/citizenship

• Other languages spokenOther languages spoken

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Topics to Avoid…Topics to Avoid…

• Proficiency in speaking/writing English, Proficiency in speaking/writing English, unless job relatedunless job related

• Disabilities/handicaps/prior illnesses & Disabilities/handicaps/prior illnesses & accidentsaccidents

• Age/date of H. S. graduation/weightAge/date of H. S. graduation/weight• Religion/church affiliationReligion/church affiliation• Social organizationsSocial organizations

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Conduct the InterviewConduct the Interview

• Structure the interview for control and Structure the interview for control and consistencyconsistency– Ask the same behavioral-based questions Ask the same behavioral-based questions

• Techniques to use to get informationTechniques to use to get information– Ask Ask probing follow-upprobing follow-up questionsquestions– Pause or silencePause or silence– Restatement or reflectionRestatement or reflection

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Sample QuestionSample QuestionJob Title: Supervisor

CompetencyCompetency BehaviorBehavior QuestionQuestion

CommunicationsCommunications Regularly reviews Regularly reviews performance and performance and holds timely holds timely discussions; deals discussions; deals effectively with effectively with troublemakers; troublemakers; doesn’t allow doesn’t allow problems to festerproblems to fester

Tell us about a time Tell us about a time when you had to deal when you had to deal with an employee’s with an employee’s performance problem.performance problem. Activity: Case Study -Activity: Case Study -What probing What probing questions would you questions would you ask in response to ask in response to answer(s)answer(s)

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Conclude the InterviewConclude the Interview

• Conclude the InterviewConclude the Interview– Ask for questionsAsk for questions– Thank candidate for comingThank candidate for coming– Obtain reference list of Obtain reference list of former supervisorsformer supervisors– Tell candidate about next stepsTell candidate about next steps

• Time lineTime line• Second interviewSecond interview

• Stay and fill out scorecard Stay and fill out scorecard – Give documentation to committee chairGive documentation to committee chair

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Sample Interview ScorecardSample Interview Scorecard

CompetencyCompetency How DemonstratedHow Demonstrated Numeric ScoreNumeric Score

Effective Effective KnowledgeKnowledge

Masters & 9 years work Masters & 9 years work related experiencerelated experience

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TeamworkTeamwork Works with local business Works with local business to create job opportunitiesto create job opportunities

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Customer ServiceCustomer Service Experience in student Experience in student advising and multiple advising and multiple clientele clientele

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TOTALTOTAL 1111

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Let’s test our knowledge!!Let’s test our knowledge!!

• What will you do if your children get sick?What will you do if your children get sick?• How do you get to work?How do you get to work?• Describe the most difficult person you ever worked Describe the most difficult person you ever worked

with and what you did about it.with and what you did about it.• Do you own your own home/car?Do you own your own home/car?• Tell me about on-the-job stress you have Tell me about on-the-job stress you have

encountered.encountered.

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Let’s test our knowledge!!Let’s test our knowledge!!

• Do you get along well with other men (women)?Do you get along well with other men (women)?• Do you like football?Do you like football?• How’s your health?How’s your health?• Describe a time you “lost your cool” at work Describe a time you “lost your cool” at work

and the result.and the result.• Will it bother you if others swear?Will it bother you if others swear?• Tell me about your attendance record.Tell me about your attendance record.

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Reference CheckingReference Checking• Final candidatesFinal candidates

– Review Penn State application onlineReview Penn State application online• Conduct reference checksConduct reference checks

– Obtain permission before contacting current Obtain permission before contacting current employer; if refused, ask for peersemployer; if refused, ask for peers

– Always check references on top 2 or 3 candidatesAlways check references on top 2 or 3 candidates– Check even on Penn State employeesCheck even on Penn State employees

80% of job applications contain false information 80% of job applications contain false information regarding work history; 30% false related to regarding work history; 30% false related to educational background.educational background. Small Business ReportSmall Business Report

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Reference CheckingReference Checking

– Ask only legal questionsAsk only legal questions– Good question - If you had the opportunity to re-Good question - If you had the opportunity to re-

hire this person, would you?hire this person, would you?– Talk to former supervisors, not just references Talk to former supervisors, not just references

provided by applicantprovided by applicant– Review the job’s responsibilities; competencies; & Review the job’s responsibilities; competencies; &

culture with former supervisors and ask if culture with former supervisors and ask if candidate would be successfulcandidate would be successful

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Verbal OfferVerbal Offer• Contact HR RepresentativeContact HR Representative

– Discuss & obtain approved salary Discuss & obtain approved salary

– Discuss total compensation - HR Rep can help Discuss total compensation - HR Rep can help

• Make verbal offerMake verbal offer

– Offer position, including salary Offer position, including salary

– Contingent upon a successful background checkContingent upon a successful background check

– Negotiate starting date with current Supervisor (internal Negotiate starting date with current Supervisor (internal hire) OR with applicant hire) OR with applicant

(2-4 weeks is customary notice)(2-4 weeks is customary notice)

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Verbal Offer…Verbal Offer…

• Give an end date that the offer remains openGive an end date that the offer remains open• Start date early in the month for being paid and Start date early in the month for being paid and

vacation/sick daysvacation/sick days• Discuss any other contingenciesDiscuss any other contingencies

– Receipt of signed PSU employment applicationReceipt of signed PSU employment application– Physical examsPhysical exams– Possible moving expenses/house-hunting tripsPossible moving expenses/house-hunting trips

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Written OfferWritten Offer

– The offerThe offer• Confirm offer in writing Confirm offer in writing • Obtain acceptance in writingObtain acceptance in writing• Contingent upon successful Contingent upon successful

background check background check – Schedule orientation for new employeeSchedule orientation for new employee– Follow-up with the new employeeFollow-up with the new employee

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Written OfferWritten Offer

– Public relations: Close off unsuccessful candidatesPublic relations: Close off unsuccessful candidates

• Must send close-off letters to all candidates Must send close-off letters to all candidates “carried over” from step I - the system does not “carried over” from step I - the system does not do thisdo this

• Call and/or send personal thank-you notes/close-Call and/or send personal thank-you notes/close-off letters to all candidates who were interviewed off letters to all candidates who were interviewed but not selected - the system does not do thisbut not selected - the system does not do this

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Questions?Questions?

Congratulations and THANKS for Congratulations and THANKS for serving!!!!serving!!!!

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Reference MaterialsReference Materials

Employment Law for Business,Employment Law for Business, Bennett-Alexander & Bennett-Alexander & Hartman, McGraw Hill Irwin, NY, NY, 2004.Hartman, McGraw Hill Irwin, NY, NY, 2004.Get Hired!,Get Hired!, Paul C. Green, Ph.d., Bard Books, Austin Paul C. Green, Ph.d., Bard Books, Austin TX, 1996.TX, 1996.Good to Great,Good to Great, Jim Collins, HarperCollins Publishers Jim Collins, HarperCollins Publishers Inc., NY, 2001.Inc., NY, 2001.Hire Tough, Manage Easy,Hire Tough, Manage Easy, Max Kleinman, Humetrics Max Kleinman, Humetrics Inc., Houston, TX, 1999.Inc., Houston, TX, 1999.

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Reference MaterialsReference Materials

Interviewing Skills/Secrets of Recruiting,Interviewing Skills/Secrets of Recruiting, Lynda Lynda Ford, The Ford Group, Rome NY 2004-5.Ford, The Ford Group, Rome NY 2004-5.Recruiting Architect Handbook,Recruiting Architect Handbook, Robert W. Robert W. Eichinger & Michael M. Lombardo for Lominger Eichinger & Michael M. Lombardo for Lominger Limited, Inc., August, 1996.Limited, Inc., August, 1996.High-Impact Interview Questions,High-Impact Interview Questions, Victoria A. Victoria A. Hoevemeyer, AMACOM, NY, 2005.Hoevemeyer, AMACOM, NY, 2005.

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Search Committee MembersSearch Committee MembersKim EvanchoKim Evancho Julie HartleyJulie HartleyCrystal SwitalskiCrystal Switalski Clint EuryClint EuryRobert HanneganRobert Hannegan Ken LehrmanKen LehrmanCarolyn FisherCarolyn Fisher David PiltzDavid PiltzChris FivekChris Fivek Susan MorseSusan MorseDorothy GuyDorothy Guy Cindy CampbellCindy CampbellEsther LauchleEsther Lauchle Marianne Marianne KarwackiKarwackiJoe MattiviJoe Mattivi Steve HayesSteve HayesBob OakesBob Oakes Kenesha BentleyKenesha BentleyPaul PeworchikPaul Peworchik Bobby MisherBobby MisherDale PunshonDale Punshon Chris ClermontChris ClermontSharon SymanovichSharon Symanovich Mike ZuckettMike ZuckettJolaine TeyssierJolaine TeyssierBeth TrimbleBeth Trimble