Hiring Right Visit BCGi Online

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11/30/2009
Hiring Right
How to hire the right person for the job
(Will Begin Momentarily)
Brought to you by: www.BCGinstitute.org
Copyright 2009 BCG Institute for Workforce Development
All Rights Reserved
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COMPare v2.0 will be available soon!
A free version of this powerful software package will
be made available to members of BCGi!
What is COMPare?



Designed specifically to help federal contractors comply
with compensation analysis requirements from the
OFCCP.
Uses multiple regression, t-tests and specialized processes
to evaluate data assumptions, identify problem areas,
create reports, and even calculate dollar amounts needed
to eliminate statistically significant disparities.
disparities
Become a member of the BCGi online learning
community (membership is free) to make sure that
you receive access to this great analytical tool!
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11/30/2009
About Our Sponsor: BCG
• Assisted hundreds of clients with cases involving Equal Employment
Opportunity (EEO) / Affirmative Action (AA) (both plaintiff and defense)
• EEO Litigation Support / OFCCP (federal contracting) Audit Support
• Compensation Analyses / Test Development and Validation
• Published: Adverse Impact and Test Validation, 2nd Ed., as a
practical guide for HR professionals
• Editor & Publisher: EEO Insight an industry e-Journal
• Creator and publisher of a variety of productivity
Software/Web Tools:
–
–
–
–
–
–
–
OPAC® (Administrative Skills Testing)
CritiCall® (9-1-1 Dispatcher Testing)
AutoAAP™ (Affirmative Action Software and Services)
C4™ (Contact Center Employee Testing)
Encounter™ (Video Situational Judgment Test)
Adverse Impact Toolkit™ (free online at www.disparateimpact.com)
AutoGOJA® (Automated Guidelines Oriented Job Analysis®)
Industry
Leader
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Hiring Right
How to hire the right person for the job
Brought to you by: www.BCGinstitute.org
3
11/30/2009
Bryan Baldwin,
Baldwin M.A.
MA
Bryan.Baldwin@DOJ.ca.gov
Jim Higgins, Ed.D.
JHiggins@biddle.com
Biddle Consulting Group’s Institute for Workforce Development
193 Blue Ravine, Ste. 270
Folsom, CA 95630
1-800-999-0438
1-800-999-0438
www.BCGinstitute.org
All Rights Reserved
The opinions shared in this presentation are those of the presenter and do not reflect the opinions of the California Department of Justice, nor should they be interpreted as legal advice.
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11/30/2009
Overview of Presentation
All Rights Reserved
How Good is Your Gut?

Our Perceptions:
In a recent poll of HR professionals, 57% felt that they could “read between the lines” to detect suitable hires.
 In a similar poll of HR professionals, 72% believed conscientiousness is a better predictor of job performance than intelligence.
 Those outside of HR generally view interviews more favorably than objective tests, and expert judgment over mechanical decision making algorithms.

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The Real Deal
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Research has shown people correctly detect truth/lies about 54% of the time—not much better than chance
54% of the time—not much better than chance
Considerable evidence shows that in general intelligence out‐predicts conscientiousness
According to research:
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Aptitude tests alone better predict college performance than aptitude tests and rater interviews combined. In other words, i l di
including expert opinion makes predictions of students’ success i i
k
di i
f d
’
less accurate
In medicine, mechanical methods of diagnosing have been shown to out‐perform doctor opinion
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So What Can We Trust?
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Reliability: The consistency of your measurement, or the degree to which an instrument measures the same way each time it is used under the same condition with the same subjects. Validity: the strength of our conclusions, inferences or propositions. In short, were we right?
You need both!
Reliability
Validity
Our Target!
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What About Experts?
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Does this mean we don’t need experts?
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Of course not!
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Experts are made, not born
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Coupled with objective data, expert opinion can be of great value – it’s about building your knowledge base first to enable smart decision making

Hiring Right helps ensure you make effective decisions
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Overview of Hiring Process
 Workforce Planning
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A l
d Pl
Analyze and Plan
 Hiring Process
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Recruiting
Applications
Screening process
Reference and background checks
Final hire decision
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Legal and Professional Requirements
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Federal and state statutes
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Administrative requirements
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Title VII, ADEA, ADA
l
Administrative Codes
UGESP*
Legal precedents
Professional guidelines
Master agreements
1. Know the job
2 Use job‐related tests
2.
U j b l d
3. Make hiring decisions based on results
4. Document your process
5. Treat candidates consistently
i
l
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Job Analysis
Definition: a systematic process that involves the id tifi ti
identification and analysis of the major elements of a d
l i f th
j
l
t f
position.
It focuses on the identification of the measurable or observable knowledge, skill, abilities, and behaviors (competencies) necessary to carry out the key job roles or functions.
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Position
Description
Compensation
Career &
Workforce
Planning
Recruitment
KSAs/
Competencies
Assessment &
Selection
Training &
Development
Performance
Management
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Recruiting
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When reviewing applications & resumes,
don’t fall into these traps
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Candidate has a degree
Candidate has a lot of experience
Candidate’s resume is nice
Candidate is the “best of the bunch”
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Ten Red Application Flags
1.
2
2.
3.
4.
5.
6.
7.
8.
9.
10.
Does not sign application
Does not sign release
Does not sign release
Leaves criminal questions blank
Self‐reports offense Fails to identify past employers
Fails to identify past supervisors
Fails to explain why left past jobs
Doesn’t explain employment gaps
p
p y
g p
Makes explanations for employment gaps or leaving past jobs that do not make sense Makes excessive cross‐outs and changes 20
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Assessment

A systematic process of collecting and evaluating information about an individual
about an individual’ss characteristics and characteristics and
behavior to make inferences about future behavior and guide decision making
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A “test” or series of several tests to determine viability and competitiveness of candidates
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A process that focuses on finding the best candidates based on the employer’s needs
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Some Types of Assessment
1. Initial screening
2. Written exams
a. Multiple‐choice tests
b. Essay/short answer tests
3. Interviews
4. Work sample/performance/simulation tests
a. In‐basket tests d. Oral presentations
b
b. Role‐plays l l
e. Case studies
c. Writing exercises f. Leaderless group
5. Experience and training measures
6. Background and reference checking
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Relative Effectiveness
Work Samples
Structured
Interviews
Written
Examinations
Ratings of Training
& Experience
Unstructured
Interviews
Background/
References
LOW
Prediction Ability
HIGH
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Assessment Best Practices
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Document, document, document
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Know your retention requirements
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Know your limits
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Consider applicant pool size
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Make sure the tests spread people out
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C d t il t
Conduct pilot
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Debrief
** Do not rely upon one method of assessment **
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Interview
Definition: A process to assess the KSAs/competencies that are critical to the success of
KSAs/competencies that are critical to the success of the position and to ascertain optimal fit.
Types of Interviews:
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Pre‐Screening v.
In‐Depth Structured v.
Unstructured
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Don’t let interviews become illusions
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Some Types of Interview Questions
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B h i lb d
Behavioral‐based questions
ti
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Technical questions
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Situational questions
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Habits/preference questions
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Willingness questions
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What Not to Ask*
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Age
Sex
Legal status/Place of birth
Legal status/Place of birth
Social/Political affiliations
Personal (weight, height, …)
Marital/family status
Race or ethnic background
Disabilities (health status, medical information)
Religion
Arrest record
Sexual orientation
Military status or history
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What you can ask…
“Are you able to perform the essential functions
of this job, with or without reasonable accommodation?”
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Interview Rating Systems
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Rating scale: avoid 3‐point; think 7‐ or 9‐point
 Benchmark
answers
Benchmark answers
 Compare responses to benchmarks
 Consider more points for certain questions
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Rating Errors
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Halo/Horn Effect
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Leniency/Severity/Central Tendency
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Contrast Effect 
Biases and Stereotyping
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Fatigue
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Using a Panel of Assessors
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Essential investment 
Staff and stakeholder morale
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Diverse perspectives
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Increased defensibility
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Shared responsibility in decision‐making
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Background and Reference Checks
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An essential step to perform due diligence and avoid negligent hiring claims, particularly for certain jobs
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Background checks are database checks
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Reference checks are real‐time interviews
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Personnel files
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Obtaining a release
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Give yourself enough time
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Reference Checks
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Ask job‐related questions
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Ask follow up questions
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Allow adequate time
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Consider automation (e.g., Checkster, SkillSurvey)
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Off‐list checks
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Be careful using the Internet.
•
Can expose employer to discrimination claims if Internet pages reveal protected data such as nationality, race, religion, age or medical issue
•
Is there a reasonable expectation of privacy based upon the terms of use and generally accepted standards?
Issue of identifiers and authenticity– is it really your applicant?
•
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Extend the Offer/Negotiation
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Offer/Offer Letters & Negotiation
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Employment Contract
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Conditions of employment
‐Eligible to work in US
‐Salary
‐Start Date/Schedule
‐Union Membership
‐Uniforms
Uniforms
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Reasonable Accommodation
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Review Periods 
Moving Expenses
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Documenting the Interviewing/
Hiring Process
 Job analysis
 Assessment development
 Rating scales and benchmarks
 Applicant responses
 Selection Process
S l ti P
 Record retention
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Evaluating Your Success
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Evaluating costs
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Evaluating time required to fill openings
l
d f ll
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Success measures:
‐Completes review period successfully
‐Performance on the job
p y
‐Employee satisfaction
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Retention
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EEO goals met
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What if we end up with no one?
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Reconsider screening process
Start over using different assessment tools
Start over using different assessment tools
Additional recruiting needed?
Redefine the job
Avoid settling. Deciding not to hire may be one of the best decisions you’ll ever make.
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Summary: Interviewing & Hiring Best
Practices

Know the job

Recruit the most qualified
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Base selection process on job related criteria
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Select appropriate assessment strategy
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Develop interview questions to be objectively scored
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Summary: Interviewing & Hiring Best
Practices
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Rely on facts and multiple sources of data to assess
Rely on facts and multiple sources of data to assess candidates

Treat candidates respectfully and consistently

Conduct thorough reference/background checks

Document
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All Rights Reserved
Questions/Comments?
Bryan Baldwin, MA
Bryan.Baldwin@DOJ.ca.gov
Jim Higgins, Ed.D.
Jhiggins@biddle.com
BCG Institute for Workforce Development
www.BCGinstitute.org
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Hiring Right Visit BCGi Online

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