Recruiting for Talentnationalworkforceinstitute.org/lower/open/Recruiting for Talent - v1_0… ·...

Recruiting for Talent. . . . . . . .

Recruiting for Talent. . . . . . . .

1WorkFORCE Solutions © 2008.

Version 1.0-lr, 3/6/09

WORKFORCE SOLUTIONS Recruiting for Talent

TABLE OF CONTENTS

Overview Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Defining the PositionJob Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Job Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Job Specifi cations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Pay Determination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Advertising the JobDetermine the Scope of Your Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Selecting the ApplicantWhat Questions Should I Not Ask? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

What Can I Ask? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Organizational Fit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Selection Panels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Additional Information and Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Workforce Solutions Talent Recruitment ProcessProcess Steps 1-37 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10


2WorkFORCE Solutions © 2008. Version 1.0-lr, 3/6/09

NOTES




RECRUITING FOR TALENT

Workforce Solutions recruits talent that is a unique fi t to the organization. As a forward thinking organization, WFS not only seeks to identify current talent needs but strategically plans for future needs. At WFS, our goal is to support our organizational culture through our talent and recruitment processes.

Purpose: Leading Change, Connecting People and Improving Potential

Core Values: Commitment, Integrity and Innovation

“Hiring Right" requires taking a long-term view. Leaders need to be clear about the culture they want to create and the skills they need in the company.

To make a good hiring decision, everyone needs to know what is required. Both the employer and job seeker must ask relevant and meaningful questions. Recruiters are critical to making the successful match between candidates and employers. The most successful recruiters understand both the candidate's and employer's needs and are able to provide the framework and context which allows both parties to exchange information and make good hiring and career decisions.

Throughout your recruitment efforts, it's important to tailor your recruitment strategy to the individuals you are trying to recruit.

At Workforce Solutions, our goal is to become the employer of choice.



DEFINING THE POSITION

There are four distinct steps that should be completed before the actual recruitment process:

Job analysis

Job descriptions

Job specifi cations

Pay determination

Job Analysis

Job analysis is a systematic study of the tasks involved in a job; the knowledge, skills, and abilities required to do the job; time factors; situational factors such as technology use, physical aspects, information fl ow, interpersonal and group interactions; and historical traditions associated with the job.

Job Descriptions

Job descriptions summarize clearly and concisely the essential information gathered in the job analysis.

Job Specifications

Job specifi cations spell out the qualifi cations necessary for an incumbent to have a reasonable chance at being able to perform the functions of the job. Included in job specifi cations are:

Competencies (knowledge, skills, and abilities)

Required experience, training, education, licenses, and certifi cation

Level of organizational responsibility

Physical and mental demands of the job

Completing these fi rst three steps will help you write an effective job vacancy notice. They will also make it easier to sort through many applications and screen out those which lack the minimum requirements for the job.




Pay Determination

The pay range for a position should be determined after you have specifi ed the job requirements and chosen the appropriate job class or class series. To determine pay, you must access resources such as the State of Texas Compensation System. The State of Texas Compensation System is designed to promote salary parity for similar positions across agencies, to allow agencies to recruit and retain employees, and to provide salary administration guidelines for agencies to make individual pay decisions. The site may be accessed at: http://www.hr.state.tx.us/Compensation/.

Organizations should consider posting positions with as broad a range as they can, given the job class salary range, to attract the best applicant pool. Organizations can hire at any salary level within the appropriate range.



ADVERTISING THE JOB

Determine the Scope of Your Search

Before advertising, you need to determine whether your position will require a local, regional, or national search. As you might expect, local searches are the most common because they are the least expensive. However, state agencies and universities that have executive level or very specialized positions open should consider broadening their search regionally and/or nationally. Agencies and universities should identify the best recruiting sources for the type of position that is open. The following are examples of internal and external recruiting sources available.

Internal Postings - All open positions should be available for viewing in the agency’s Human Resources Department. The organization can also post internally through the use of bulletin boards, Intranet, or organization newsletters.

External Recruiting - This is useful for reaching a broad range of potential applicants. The organization can post externally through the following:

Texas Workforce Commission — - All state agencies are required to list their job openings with the Texas Workforce Commission. This law applies to vacancies in which persons from outside the agency will be considered. TWC sponsors WorkInTexas.com, the largest database of state jobs.Newspaper — - Newspapers are the most common recruitment resource.




SELECTING THE APPLICANT

To select the best applicants, consider these interviewing tips.

Ask standardized questions.

Interview questions should cover objective, job-related criteria, and should be consistently applied.

Stick to questions about the essential functions of the job. Only ask those questions that will give you information about whether or not applicants have the essential knowledge and competencies to perform the job well. Interviewers can and should ask follow-up questions to clarify or expand responses to questions.

All interviews should be conducted in the same environment.

All interviewees should be asked the same questions.

Interviewees should be informed prior to the interview if there is going to be a selection panel or if they will be required to take any assessments/tests.

What Questions Should I Not Ask?

This is obviously not an exhaustive list, but stay away from the following:

Do you have a disability?

Are you pregnant?

How old are you?

Have you ever fi led a Workers' Compensation claim?

How many days of sick leave did you take at your last job?

Have you ever been treated for drug or alcohol addiction?

Have you ever been arrested?

What Can I Ask?

Can you perform the essential functions of this job, with or without accommodation?

Organizational Fit

One of the most important things to consider when hiring applicants is how they fi t with the organization. People who can fi t into an organization's culture have a much better chance of success than others. Ask yourself these questions: Does the person fi t the organization's needs? Does the job/organization fi t the person's needs? If the answer to either of these questions is no, then you are most likely hiring someone on a temporary basis.



Selection Panels

A interviewing/selection panel is a group of people who come together to conduct the recruiting for a job vacancy. The members work together to provide varying perspectives and eliminate biases, etc. They usually consist of about three to fi ve members which should remain the same throughout the interview process. You should try to construct a diverse panel based on ethnicity, gender, job level and type, age, etc.

The interview/selection panel should have a leader to manage the process. All panel members need to commit the time necessary to study applicant materials and fully participate in all meetings and interviews. Each individual should be an equal member of the panel.

Additional Information and Resources

For additional information on labor market trends, see the following sites:

Bureau of Labor Statistics Site : http://stats.bls.gov/

Texas Workforce's Commission Labor Market Information Department Site: http://www.twc.state.tx.us/lmi/tracer/tracerhome.html

U.S. Census Bureau Site: http://www.census.gov/

Another site that is geared toward job seekers but has helpful information is:

America's Career InfoNet Site: http://www.acinet.org/acinet/

Source: State of Texas State Classifi cationSite: http://www.hr.state.tx.us/advisory/defi ningposition.html




WORKFORCE SOLUTIONS TALENT RECRUITMENT PROCESS

Post job on www.workintexas.com.1.

Run matches on www.workintexas.com.2.

Review resumes.3.

Select qualifi ed candidates.4.

Contact qualifi ed candidates to let them know they matched on our system for 5. our position and ask if they are interested.

If interested, set up to take assessment in our offi ce.6.

If not available to take assessment in offi ce due to current work schedule 7. or distance to our offi ce, send them the session ID and instructions to take assessment online.

Set up matrix to record assessment scores, interview scores, and fi nal scores.8.

After all candidates have assessed, rank the assessment scores from highest to 9. lowest.

Set up top three candidates for 1st round interview with HR.10.

After all three candidates have been interviewed, score the interview.11.

Record 1st round interview scores on matrix. 12.

Get average of assessment score and 1st round interview score.13.

Rank these from highest to lowest.14.

If all three candidates are a good match and their scores are favorable compared 15. to the benchmark set, set them up for 2nd round interviews. If one or more of the candidates is not a good match or has scores which are not favorable compared to the benchmark, set up next candidates according to assessment ranking for 1st round interview with HR.

Repeat the process until we have three top candidates according to assessment 16. scores and 1st round interview scores.

Set up top three candidates (taking average of assessment and 1st round 17. interview scores) for a 2nd round interview with immediate supervisor/manager and HR Manager.



After all three candidates have been interviewed, score the interview.18.

Record 2nd round interview scores on the matrix.19.

Get average of assessment score, 1st round interview score, and 2nd round 20. interview score to get a fi nal score.

Rank these from highest to lowest.21.

If one or more of the candidates is not a good match according to the 2nd round 22. interview, set up next candidates according to average of assessment ranking and 1st round interview for a 2nd round interview with immediate supervisor/manager and HR Manager.

If all three candidates are a good match according to average of assessment, 23. 1st round and 2nd round interview scores, set up top candidate for 3rd round interview (informal) with CEO and President.

Final decision made by CEO and President to make offer to candidate.24.

Top candidate is extended an offer. The offer is contingent upon background 25. check, sex offender check, reference check, fi tness for duty exam (if applicable), and drug screening results.

If candidate accepts, he/she is called in to fi ll out background check, reference 26. check, pre-employment fi tness for duty exam (only if medium and heavy duty position) and drug screening consent and release forms. Candidate is sent to clinic to conduct the drug test. The background check is done by a third party provider. The reference check is done in house. The results are received within a week. We tentatively set up an appointment one week from the date all background screening in conducted as the hire date. If the results for any of the background screening are not received, we contact the candidate to extend the hire date until the results have been received.

Once all results have been received by HR, candidate is called in to fi ll out 27. all necessary hiring paperwork and is given an offi cial offer letter including employment details.

Position is closed in www.workintexas.com.28.

Candidates who assessed and/or interviewed for the position are sent a thank 29. you letter for their interest in a career with Workforce Solutions.

All resumes, assessment scores, interview guides, and miscellaneous 30. documentation are fi led in HR fi le room.




An onboarding plan will be developed for the new hire. The onboarding plan 31. will include training for his/her department as well as an overview of each department of the corporation and an overview of Workforce Solutions as an organization.

Once all results have been received, the candidate can begin working. The fi rst 32. day, he/she spends the fi rst half of the day with Human Resources. During this time, HR provides a new hire orientation. (The topics covered during a new hire orientation are attached.)

After the orientation is complete, the candidate is provided a tour of the facility 33. and is introduced to all staff.

He/she is then taken to his/her offi ce (at this time the offi ce has been set up). 34. He/she is given an opportunity to go through the offi ce and make a list of needed items. The list is submitted to the new hire's supervisor for approval and then to Procurement for purchasing.

After thirty (30) days, a review will be conducted to evaluate the performance of 35. the new employee. We will inform the new employee about areas in which he/she has excelled and areas that need improvement. We will also let the employee know what areas of the onboarding plan still need to be completed before the 90 days probationary period ends.

After ninety (90) days, a review will be conducted to evaluate the performance 36. of the new employee. We will let the employee know if the items outlined in the thirty (30) day review have been completed and if he/she has successfully met the terms of the ninety (90) day probationary period. There will be times when the probationary period will need to be extended.

Performance appraisals will be provided annually thereafter. 37.



NOTES

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