Job and Interview Guide CDL Driver with Hazmat

Transcription

1 Job and Interview Guide CDL Driver with Hazmat Updated: 04/18/2017 Job Description This is the company s first contact with a potential Candidate. The Job Description should be fun and inviting, to encourgae the Candidate to apply. Assessment Questions These are questions specific to the position you are hiring for. Use these to take notes during the interview and to keep organized. Do s and Don ts Make sure you are getting as much information from the Candidate as you can during the interview, the legal way. Reference Checks EXEMPT ROLES ONLY With a reference check, we insure that we are hiring the right people. FOR MORE INFORMATION ON THIS GUIDE, CONTACT: Miranda Bonetsky, HR Business Partner miranda.bonetsky@dbiservices.com DBiJobs.com Phone Toll Free

2 Job Description CDL Driver with Hazmat Job Description As a CDL Driver with Hazmat with DBi, you will be a member of our fleet of Hazmat truck drivers that operate in our High Friction Surfacing Treatment (HFST) division. These drivers operate equipment that lay down epoxy on the roads to increase braking ability of vehicles. You will be an important part of maintaining DBi s record of Hazmat truck safety while this epoxy is applied to the road surface. In addition to laying the epoxy, Drivers will also have to execute labor with road crews throughout the shift. Road Warriors Our CDL Drivers with Hazmat are true road warriors, and they know their trucks like the back of their hands. Your primary responsibility will be to drive your assigned Hazmat trucks. Not only will you drive your truck using computerized controls, you will oversee full truck compliance and inspections. You take pride in using equipment safely, and are ready to do small repairs to keep the wheels moving both pre and post trip. Role Requirements As a road warrior, our CDL Drivers with Hazmat are required to have a valid Commercial Driver s License A or B and can drive manual transmission vehicles. A good driving record is required. Candidates with a Hazardous Materials Endorsement are preferred. Our CDL Drivers with Hazmat travel 4 to 6 weeks at a time, and rotate from one crew to another. Physical Job Requirements and Demands The CDL Driver with Hazmat position requires several physical demands including: The ability to drive a manual transmission vehicle Good vision Compliance to Company Drug and Alcohol Policy Ability to perform labor as part of a road crew, including lifting over 50 pounds Compensation Details We typically start our DBi CDL Driver with Hazmat at an hourly rate. Rates may change based on how much experience you have. Other Benefits of the Job Medical / Dental / Vision Insurance Life and Accident Coverage 401(k) Retirement Savings plan with company match Paid Vacation and Holiday Time Employee Assistance Program AT&T and Verizon Discounts Property of DBi, Inc.

3 Job Description Additional Information DBi is an equal opportunity employer. More information on FLSA and EEOC is available at the US Department of Labor s website ( If you believe you are our next CDL Driver with Hazmat, visit our website and apply to be a team member today at: Property of DBi, Inc.

4 Can Work at a Fast and Intense Pace This competency is part of Energy. Consistently maintaining a high activity or productivity level; sustaining long work hours. Candidate: Date Interviewed By: Answer Rating: Question: Tell me about a time when you had to work at a fast pace for a long period of time. What kind of work was it and what did you do when you got tired? Interviewer Be sure to capture first the situation, the actions they took to work quickly, how they maintained their energy level, and the results. Insert notes in the area provided, and use the back of this page for additional notes. QUESTION APPROPRIATELY Because past performance is a predictor of future behavior, it is beneficial to ask open-ended questions in such a fashion as to uncover past performance. Each question helps the interviewer learn about past performance in a key skill area that is critical to success in the position for which you are interviewing. It is preferable to use this format face-to-face whenever possible. Using deep diving follow up questions as needed: Can you describe the environment / culture? Why were you chosen for the situation? What did you learn from the experience? What was the detailed plan? What recognition did you receive? What goals were met / not met? What would you have done differently? What other experiences like this do you have? What did you do vs. the team? Powered by 2017 Aspen Search Advisors, LLC. All Rights Reserved.

5 Confident to Make Decisions Independently This competency is part of Independence. Taking actions in which the dominant influence is one's own convictions rather than the influence of others' opinions and reactions. Candidate: Date Interviewed By: When this dimension is used, it is usually at the middle- and top-management levels. Senior managers must make decisions regarding the allocation of funds: Answer Rating: this action is almost always seen by some people as favoring one group or department over another. Executives must weigh the evidence and make the best decision in spite of the pressures involved. The fact that top executives have fewer people with whom to discuss decisions and from whom to get advice also accounts for the importance of Independence at top-management levels. Question: Tell me about a time when you had to make a decision without guidance from others. Interviewer Be sure to capture first the situation, the decision made, and the result. Probe for independent behaviors. Insert notes in the area provided, and use the back of this page for additional notes. QUESTION APPROPRIATELY Because past performance is a predictor of future behavior, it is beneficial to ask open-ended questions in such a fashion as to uncover past performance. Each question helps the interviewer learn about past performance in a key skill area that is critical to success in the position for which you are interviewing. It is preferable to use this format face-to-face whenever possible. Using deep diving follow up questions as needed: Can you describe the environment / culture? Why were you chosen for the situation? What did you learn from the experience? What was the detailed plan? What recognition did you receive? What goals were met / not met? What would you have done differently? What other experiences like this do you have? What did you do vs. the team? Powered by 2017 Aspen Search Advisors, LLC. All Rights Reserved.

6 Adjusts Behaviors and Improves When Near Misses Occur This competency is part of Safety and Security Awareness. Candidate: Date Being aware of conditions that affect employee safety. Interviewed By: Answer Rating: Question: What work-related accidents or "near misses" have you had? Interviewer Be sure to capture first the situation, the actions they took to avoid an accident or how they reacted to avoid an accident, what behaviors they took to be more diligent in safety procedures in the future, and then results. You should also probe for a cause. Insert notes in the area provided, and use the back of this page for additional notes. QUESTION APPROPRIATELY Because past performance is a predictor of future behavior, it is beneficial to ask open-ended questions in such a fashion as to uncover past performance. Each question helps the interviewer learn about past performance in a key skill area that is critical to success in the position for which you are interviewing. It is preferable to use this format face-to-face whenever possible. Using deep diving follow up questions as needed: Can you describe the environment / culture? Why were you chosen for the situation? What did you learn from the experience? What was the detailed plan? What recognition did you receive? What goals were met / not met? What would you have done differently? What other experiences like this do you have? What did you do vs. the team? Powered by 2017 Aspen Search Advisors, LLC. All Rights Reserved.

7 Handles Volatile Situations Effectively This competency is part of Safety and Security Awareness. Being aware of conditions that affect employee safety. Candidate: Date Interviewed By: Question: Tell me about a time when you recognized an unsafe/unsecured situation on a dangerous piece of equipment or corrupt technology and what action you took? Answer Rating: Interviewer Be sure to capture first how they identified the situation, what decision(s) was/were made and why, and then results. Insert notes in the area provided, and use the back of this page for additional notes. QUESTION APPROPRIATELY Because past performance is a predictor of future behavior, it is beneficial to ask open-ended questions in such a fashion as to uncover past performance. Each question helps the interviewer learn about past performance in a key skill area that is critical to success in the position for which you are interviewing. It is preferable to use this format face-to-face whenever possible. Using deep diving follow up questions as needed: Can you describe the environment / culture? Why were you chosen for the situation? What did you learn from the experience? What was the detailed plan? What recognition did you receive? What goals were met / not met? What would you have done differently? What other experiences like this do you have? What did you do vs. the team? Powered by 2017 Aspen Search Advisors, LLC. All Rights Reserved.

8 Understands Consequences from Errors in Safety / Security This competency is part of Safety and Security Awareness. Candidate: Date Being aware of conditions that affect employee safety. Interviewed By: Answer Rating: Question: Accidents happen. In what types of accidents have you been involved? Interviewer Capture the situation, a description of what caused the accident, how they handled the accident, what actions they took to address the safety of themselves and others, and then results. Insert notes in the area provided, and use the back of this page for additional notes. You may have to probe for the cause, so be sensitive as sometimes this information may be deemed confidential. If the candidate admits as much, don t press. QUESTION APPROPRIATELY Because past performance is a predictor of future behavior, it is beneficial to ask open-ended questions in such a fashion as to uncover past performance. Each question helps the interviewer learn about past performance in a key skill area that is critical to success in the position for which you are interviewing. It is preferable to use this format face-to-face whenever possible. Using deep diving follow up questions as needed: Can you describe the environment / culture? Why were you chosen for the situation? What did you learn from the experience? What was the detailed plan? What recognition did you receive? What goals were met / not met? What would you have done differently? What other experiences like this do you have? What did you do vs. the team? Powered by 2017 Aspen Search Advisors, LLC. All Rights Reserved.

9 Self Aware of Skills and Expertise Level This competency is part of Technical/Professional Proficiency. Having achieved a satisfactory level of performance in specific technical/professional areas. Candidate: Date Interviewed By: Questions to obtain information on this dimension are best asked by an interviewer who is very familiar with the job requirements. Answer Rating: Question: What is your greatest skill area? Which skill area do you see as needing the most development and how do you know? Interviewer Be sure to capture first the skill, what actions they took, what feedback was provided to them, and the results. Insert notes in the area provided, and use the back of this page for additional notes. QUESTION APPROPRIATELY Because past performance is a predictor of future behavior, it is beneficial to ask open-ended questions in such a fashion as to uncover past performance. Each question helps the interviewer learn about past performance in a key skill area that is critical to success in the position for which you are interviewing. It is preferable to use this format face-to-face whenever possible. Using deep diving follow up questions as needed: Can you describe the environment / culture? Why were you chosen for the situation? What did you learn from the experience? What was the detailed plan? What recognition did you receive? What goals were met / not met? What would you have done differently? What other experiences like this do you have? What did you do vs. the team? Powered by 2017 Aspen Search Advisors, LLC. All Rights Reserved.

10 Protected Classes This Interviewing 101 Guide will help you avoid common interviewing pitfalls that can put you and the Company at legal risk. Although most Interviewers have good intentions, there are certain subjects that can be discriminatory in nature and are offlimits. These subjects involve Protected Classes of people that are protected under Federal, State and / or Local law. Ask Questions and Talk to Candidates the Legal Way Often, Interviewers get into trouble in the first few minutes of the interview in the small-talk and / or icebreaker discussions. Interviewers often discriminate and do not know it. An example could be That s an interesting name you have. What is its origin? If it doesn t pertain to the person s ability to perform the requirements of the job, then don t ask the question. Keep in mind that even though small talk happens in interviews, it is still part of the interview, so the same rules apply. Know that NOTHING is off-the-record when conducting interviews. That said, don t be afraid to have small-talk with Candidates. Just be aware of which doors to open, and which doors to leave shut. When in doubt, don t ask the question. What is a Protected Class? There are more protected classes than you may think, which is why it is so important to carefully plan questions and be cautious with small talk and follow-up conversations. What if Candidates volunteer protected information? In an interview, Candidates may volunteer information that pertains to a Protected Class. An Interviewee may divulge in smalltalk that she is pregnant. This simple example illustrates that you are interviewing an individual representing at least two protected classes (Gender & Disability/Health). She continues on that she is starting a family late and that being 40 years old is the new 30. (The Age Discrimination Act of 1967 protects individuals 40 and older.) What you should do: First of all, be polite. It is important to keep the conversation on business centric topics. We suggest that you be respectful of the comments, but quickly and simply move on. Avoid acknowledging or conversing around the volunteered protected information. There may be a time to interrupt or stop the conversation, and if that can be done, you may do so in a diplomatic way. What you should NOT do: Indulge this conversation or dialogue. Ask follow up questions, or dig deeper. Try to relate to the candidate by talking about your own family, pregnancy, or your own age. If you have questions, concerns, or comments about effectively interviewing Candidates for your positions, please contact your local HR Representative or Recruitment Partner. We are happy to assist you in having a successful (and legal) interview process! Powered by 2017 Aspen Advisors, LLC. All Rights Reserved.

11 RED QUESTIONS indicate those that violate one or more laws regarding protected classes. GREEN QUESTIONS are alternatives that will likely provide the answers that are relevant without violating Federal or State laws. Do you go by Miss, Ms., or Mrs.? That s an interesting accent. Where are you from? Are you a U.S. Citizen? With what social organizations or clubs do you affiliate? When did you graduate from high school or college? How much longer to you plan to work before you retire? Were you honorably discharged from the military? Are you a member of the military reserves? Can you get a babysitter on short notice? Do you have (or plan to have) children? If pregnant, would you come back after maternity leave? How many sick days did you take last year? Do you have any disabilities? Surnames Accents Citizenship Social Groups Age Length of Employment Military Military Work-Home Balance Work-Home Balance Work-Home Balance Work-Home Balance Ability We simply suggest calling Candidates by their first name. There are none. Are you authorized to work permanently for any employer in the U.S.? Are you a member of any business / professional organizations or groups relevant to our industry? Are you over the age of 18? What are your long-term career goals? What experiences / skills did you acquire in the military that would be useful in your role here? Do you have any upcoming events that will require time away from work? The normal working hours for this role are Monday - Friday, 8:00am to 5:00pm, with occasional overtime on short notice. Are you able to accommodate? The normal working hours for this role are Monday - Friday, 8:00am to 5:00pm, with occasional overtime on short notice. This position also requires travel up to 10% of the time - sometimes on short notice. Are you able to accommodate? What are your long-term career goals? How many days of work did you miss last year? Are you able to perform the required duties of this role? Powered by 2017 Aspen Advisors, LLC. All Rights Reserved.

12 Reference Check Reference Checks Purpose: The purpose of the reference check guide is to give hiring managers a tool to assist with the completion of candidate reference checks. The objective of the reference check is to discover information which was not obtained in the interview process and verify information from supervisors, peers or subordinates to gain additional insights regarding the candidates potential fit. Planning Tips: In order to ensure the successful completion of the reference check you will need to take the following into consideration: Make an appointment to speak with the candidates references. Don t call references with the expectation that they will conduct the reference review on the spot. Schedule at least 30 minutes on your calendar for the reference check. Stay within the allotted time as a courtesy to the reference provider. Explain the job you are considering the candidate for to help the reference provider with context when answering your questions. Tell the reference provider that you will be asking some standard questions but you will also have some questions that will help you get a better understanding of the candidates fit for the position, work style and other areas that will help you in your overall assessment. Avoid any line of questioning that is not related to the candidate s ability to perform the job. A list of illegal or inappropriate questions is provided below. If you are unsure about any question you are planning to ask, review with your Human Resource generalist prior to the reference check. Thank the reference provider for their participation and assure them their comments will remain confidential. Illegal or Questions to Avoid Does the candidate have any disabilities or health problems? Is the candidate married or does he/she have children? Has the candidate made child care arrangements? Would you describe the candidate s home life as stable? Does the candidate care for elderly parents? Does the individual take time off of work to practice his or her religion? Do you know what the candidate s native language is? Do you know if the candidate has any plans to become pregnant? Do you know if the candidate smokes or uses alcohol? Property of DBi, Inc.

13 Reference Check Applicant Name: Position Applied for: Recruiter Name: Name of Contact: Telephone Reference Check Form Applicant Information Last First M.I. Contact Information Date: Title: Phone: ( ) Company: Address: Street Address Suite # City State ZIP Code Was the applicant an employee of your company? START DATE: Reference Comments END DATE: When? What was the applicant s position on the last day of employment? YES NO What were the applicant s job responsibilities? What are the applicant s strengths? Do they have a hidden strength, or one you found surprising or very helpful? Weaknesses? Property of DBi, Inc.

14 Reference Check How would you characterize the applicant s problem-solving skills? How would you characterize the applicant s technical skills? Did the applicant work on multiple projects at once? If so, how did he/she handle it? Please describe a time when the applicant had a conflict with a co-worker. How did he/she handle it? What was the applicant s reason for leaving your employ? Would you rehire this applicant? YES NO Is there anything else you would like to add? Thank you for your time and assistance. Property of DBi, Inc.