Vetting The Old & The New

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1 VETTING CANDIDATES: TIPS, TOOLS AND PRACTICAL ADVICE Prepared by Barbara A. AmEnde AmEnde Human Resource Consulting, LLC. Vetting The Old & The New Old Way - Print Advertising and Referrals Walk-n Candidates accepted Contact previous employer, who verified employment and possibly provided insightful information Interviews were less formal; government documentation requirements less stringent A hand shake sometimes sealed the deal Companies and employees had an unofficial covenant: loyalty and results were typically rewarded by having a job for an entire career 2 1

2 Vetting The Old & The New New Way Internet, social media, referrals, offer letters/employment contracts More thorough screening: criminal background checks, drug screening, credit checks (if appropriate) LinkedIn, Facebook - CAUTION -(limit use to senior level positions or specialty positions). Use consistent process for gathering data, should be near or last step before providing an offer. Important to document what was viewed and used. Prior employer reference checks (if provided not insightful) Employees focused on career advancement, not company loyalty. Average length of service 3 years for climbers 3 Pre-Interview Process & Requirements 4 Justification for creating the opening Detailed job description, containing: Title, essential functions, skills & knowledge, educational level and classification (exempt/non-exempt, P/T, F/T, durational, temporary or contractor) Behavioral traits and attributes: Work ethic Technical abilities Results oriented Problem solver Exceptional Communication skills Detail oriented Employment application 2

3 Create Recruitment Plan 5 Tools for identifying qualified candidates Employee referrals Job Boards: Indeed, CareerBuilder, Monster, ZipRecruiter, etc. Use Screeners tool Social media Professional organizations and contacts Consultants, Search firms Timeline for recruiting, interviewing and on-boarding selected candidate Interview Process 6 Create a Behavioral Interviewing Guide Create a Candidate Rating Sheet Create conforming interview questions Meet legal considerations Reflect position essential functions, competencies & behavioral traits Conduct training for interviewers not familiar with employment laws including protected classes such as: age, race, religion, disability, marital status, sexual orientation and nationality Determine the questions each interviewer will ask Schedule time for post interview reviews to include Pros, Cons and Concerns for each candidate 3

4 Items Required from Each Candidate 7 Updated Resume Look for gaps in employment Follow their story compare notes at each step References Signed, COMPLETED, employment application Validating Candidate Information Has Risks 8 Information gathered from resumes, references and social media may be inaccurate, misleading and/or not current Options for validating candidate information Conduct reference checks in-house Require proof of credentials Hire a professional firm for title, salary, key dates and background checks Who is conducting reference checks and associated experience? Confidentiality, need-to-know, drug test results 4

5 Strategies for Obtaining Credible Candidate Information 9 Identify a reference such as a former manager, colleague or business acquaintance Develop references, when possible Pose questions such as; Advice for the candidate s new manager to help make him/her successful? On a scale of 1-10, what is the likelihood you would work again with this person? Why not a 10? Strategies for Assessing Candidate Capabilities 10 During the interview provide scenario that requires problem solving skills, request a writing sample for a work related document, and/or a process for addressing a given situation (all relating to work) Utilize professional assessment tools - can be customized to a specific position. Tool can provide insight to candidates values, motivation, attributes, attitudes toward manager & colleagues, developmental opportunities and training gaps 5

6 Relevant Statistics and Recommendations Results from the October 2013 Career Builder Survey. Included input from 2,775 hiring managers. 48% of managers use Google or other search engines to obtain information on a candidate 44% use Facebook 27% monitor candidates on Twitter 23% review posts or comments on Yelp.com and Glassdoor.com Redact all protected class information that is shared or could be viewed by others Provide decision makers with only the Red Flags that could influence the selection decision. Give candidates opportunity to address the Red Flags 11 Important Takeaways 12 Engaged and transactional vetting is an Art not a science. It is not 100% foolproof. Even the best and most thorough vetting process cannot guarantee that the selected candidate will even meet the minimum expectations for a given position. However, a well designed and executed vetting process will increase the success rate for selecting qualified, team members who will contribute to the growth of your company. 6

7 Questions? 13 AmEnde Human Resource Consulting, LLC 7

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