Interviewing Tips: Weeding Out Bad Hires

Presented by Michelle Marchand Canseco

70%

30% of the first-year potential earnings

$50,000 $15,000

$100 million

Bad HireSomeone who is not qualified, and is not willing and able to perform the functions of the job in order to achieve the business goals under the necessary working conditions.

Protected classes

HIPAACan you perform the

necessary functions of the job with or

without a reasonable accommodation?

P.C.C

.1. Hiring objectives match candidates objectives.

2. Demonstrates team attitude

3. Education and experience match requirements.

4. Confirm credentials.

5. Skills are transferable.

6. Can handle the working conditions

7. Is change oriented

Recruiting

IndicatorsAwkward voice-mail message 1

Crazy ring tone 2Unprofessional email address 3

Omissions on the job application 4Inconsistencies 5

Inappropriate information about their protected-class status 6

IndicatorsVague about gaps in employment 7

Not allowing you to contact previous employers 8

Handwriting is different 9Strange reasons for leaving 10

Changes jobs every 6 months 11

Stay compliant with state and

federal laws with regard to being fair and consistent with

all applicants.

Other areas of the law:Include employment-at-will statements.

Show diversity in your recruiting efforts.

Consider BFOQs.

How to Find and Attract Excellent Customer Service Professionals

Disparate Treatment Disparate Impact

Could there be misrepresentation of information?

It may be construed as an invasion of privacy.

DosDonts

Connect with the person to gather info about not hiring.Use social media to look for negative attributes.

Only use online info to make hiring decisions.

Document all collected info.Use public info.Use social media to confirm positive rather than negative.Approach it the same way as credit or background checks.Use Websites to find candidates.

1. Is there a complete profile?

2. Do they have recommendations?

3. Is the applicant a member of groups?

4. Do you have any connections?

5. Does the resum match the profile?

6. Look at previous employers.

7. What is the length of time employed?

8. Look for patterns of behavior.

You may be promoting the individual to his or her highest

level of incompetence.

You could create a bad hire by not looking at the right competencies.

Promoting From Within

InterviewWhat do you consider an unacceptable question?

Any question that is not related to the

position or necessary to evaluate the

applicants ability to perform the job

What do you think about Regina preferring married applicants?

Does Regina consider race?

What about religion?

Is she staying compliant with regard to those with disabilities?

How does Regina interpret ADEA?

Schedule the same amount of time for all interviews.

Per Candidate

30 mins.

Use an interview guide. Use the job description.

Talk 80%

Listen

Build rapport.

Demonstrate listening.

Be careful about making judgments.

Document only what is legal.

Dont agree with anything you feel may be wrong.

Phone InterviewConfirm the candidate can speak,

read, write, and understand English.Listen for slang and heavy accents.Clear up what you dont understand.

Ask why the candidate left.Address the desire to continue training.

Ask stump questions.Ask advanced questions.

Dress

CodeKeep dress-code requirements

as they relate to the job.

Behavior-BasedInterviewing

Would Should Could

Behavior-BasedInterviewing

Tell me about a time when you had a conflict with a coworker. How

did you handle it?

Behavior-BasedInterviewing

Tell me about a time ...Give me

an example ...

Budgets Fact-finding Persistence Job functions

Use others to help you interview.

A+ Workers

True1False2True3

Third Party

Personality test Fit-for-duty test Drug test Demonstration of job functions

1 Credit2 Referral3 Background

1 Which role might this candidate be able to grow into?2 How will this candidate assist in developing other staff?