Best Practices for Recruiting & Hiring Top Talent

Transcription

1 Best Practices for Recruiting & Hiring Top Talent

2 Table of Contents 10 Myths About Hiring...3 The steps you take during the hiring process can mean the difference between a productive hire and a costly one. Fact-check your hiring process with these 10 hiring myths. Employment Applications: What to Avoid, What to Include...7 Employment applications can help you identify which candidates meet the qualifications for the job. Find out what to include and what to avoid. Phone Interviews: What to Do Before, During, & After...10 Phone interviews are a great way to get to know more about a candidate before bringing them in for a face-to-face interview. Learn how to conduct an effective phone interview. 10 Key Questions to Ask During Interviews...13 Interviews help you gather job-related information that you typically can t find through resumes and applications alone. Consider asking these 10 key interview questions. Job Offers: Do s and Don ts...16 An offer of employment can set the tone for the entire employment relationship. Learn how to create and extend a job offer that increases the likelihood of acceptance.

3 10 Myths About Hiring The steps you take during the hiring process can mean the difference between a quality hire and a costly one. To help ensure an effective process, avoid these 10 hiring myths: Myth #1: To save time and resources, it s a good idea to automatically exclude candidates with a felony conviction. Fact: Blanket policies barring candidates with criminal convictions may violate federal, state, and local laws and can disproportionately affect minorities and other protected groups. The Equal Employment Opportunity Commission (EEOC) says that an employer cannot simply disregard any applicant who has been convicted of a crime. Instead, employers should evaluate how the specific criminal conduct relates to the duties of a particular position. When making this assessment, consider a variety of factors, such as the facts and circumstances surrounding the offense, the timing of the offense, the number of offenses for which the individual was convicted, rehabilitation efforts, and employment or character references. Myth #2: Relying on one recruiting method, as long as it s worked in the past, is a great strategy. Fact: Relying on one recruiting method, even if it s worked for you in the past, could limit the quality and diversity of your applicant pool and increase the time it takes to fill the open role. Consider a mix of recruiting methods that fit your budget, including online job boards and referrals. For highly specialized roles, consider industry organizations or use a professional recruiting firm. 3

4 10 Myths About Hiring Myths #3: Bans on asking about salary history are a trend I don t need to worry about. Fact: Some jurisdictions, including Massachusetts (effective July 1, 2018) and New York City (effective October 31, 2017), have enacted laws that restrict employers from asking about an applicant s pay history during the hiring process. Other jurisdictions are considering similar laws, since pay history may reflect discriminatory pay practices of a previous employer, which could lead to lower wages in the new job. If you are subject to these restrictions, remove salary history questions from your application form and train your managers not to ask about an applicant s pay history during the pre-employment process. Myth #4: If we have a candidate s resume, we don t need their application, since they re basically the same thing. Fact: Even if a candidate has provided a resume, he or she should also be required to submit an employment application. An application can reveal job-related information that the candidate may have excluded from their resume, such as the reason for leaving their former jobs. Additionally, applications allow you to collect relevant information in a standardized way, making it easier to compare candidates to one another and identify any potential discrepancies between the information provided in the resume and the application. Myth #5: We can t compete for candidates with other employers that pay more. Fact: Candidates look at a wide variety of factors when determining whether to accept job offers. Even if your company is unable to offer the highest wages, consider a total compensation package that includes a mix of both direct compensation (wages, salaries, commissions, and bonuses) and indirect compensation (health insurance, paid time off, retirement plans, etc.). Some job seekers may also place a greater emphasis on flexibility or professional development, so if you can offer flexible work schedules, telecommuting, or other perks, this could help you recruit more employees. Myth #6: Interviews are a waste of time. Fact: Even though interviews aren t always easy, they can uncover important job-related information beyond what s provided in the candidate s resume or application. When used effectively, interviews can help you identify how candidates have handled situations in the past that are similar to what they would experience on the job. They also provide an opportunity for the candidate to clarify and expand upon the information on their resume or application. Preparing for and conducting interviews can take time, so be sure the candidate meets the minimum qualifications for the job by carefully reviewing their resume and employment application. Also, consider conducting a phone interview before bringing candidates in for a formal interview. 4

5 10 Myths About Hiring Myth #7: We aren t required to provide reasonable accommodations to applicants with disabilities. We only have to worry about that after they re hired. Fact: Under the Americans with Disabilities Act (ADA), and similar state laws, applicants with a disability may require a reasonable accommodation during the hiring process in order to have an equal opportunity to be considered for a job. For example, an otherwise qualified individual with a sight-related disability may need to take a written test in an alternative format, such as in large print, or may need a reader, in order to have the same opportunity to apply for the position. The ADA requires reasonable accommodations during the hiring process even if providing an accommodation on the job would create a hardship for your business. Myth #8: We need to wait for the perfect candidate. Fact: Ideally, you will have several strong candidates with many of the skills, knowledge, and attributes you seek. While there is no such thing as the perfect applicant, your job is to determine the best fit for the open position. If you have difficulty filling a position, you may need to reevaluate your criteria. Perhaps there isn t an exact match for the skills you need but maybe there are candidates with related skills and on-the-job training could fill in any gaps. Myth #9: Rejection letters are passé. Fact: Sending rejection letters is still considered a best practice to help maintain goodwill with applicants. This can be important if your needs change and you want to tap into former applicants for future openings or if someone ever asks the candidate about their experience applying for a job at your company. Once you have disqualified a candidate, inform him or her of your decision in writing. Myth #10: If you make a verbal offer to a candidate, there is no need for a written offer letter. Fact: While some employers choose to gauge the candidate s interest by first extending a verbal offer, it s a best practice to follow up with a formal written offer. A written offer should include the job title, supervisor, location, work hours, starting pay, an abbreviated summary of benefits, and a statement that the offer letter is not an employment contract. Additionally, if applicable, clearly list any contingencies that could lead to withdrawal of the offer, such as results of a background check, drug testing, references, and/or the individual s inability to demonstrate work eligibility. 5

6 10 Myths About Hiring Conclusion: Following misguided hiring advice can make the process more time consuming and costly. Make sure you have an effective hiring process that complies with federal, state, and local laws. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. ADP does not give legal advice as part of its services. While every effort is made to provide current information, the law changes regularly and laws may vary depending on the state or municipality. This material is made available for informational purposes only and is not a substitute for legal advice or your professional judgment. You should review applicable law in your jurisdiction and consult experienced counsel for legal advice. ADP and the ADP logo are registered trademarks of ADP, LLC. ADP A more human resource. is a service mark of ADP, LLC. Copyright 2017 ADP, LLC. ALL RIGHTS RESERVED.

7 Employment Applications: What to Avoid, What to Include Employment applications provide you with an opportunity to review an applicant s work and educational background in a standardized way. This can make it easier to identify which candidates meet the minimum qualifications for the job and to compare candidates to one another. However, federal, state, and local laws may impact the types of questions you are allowed to ask. What to Avoid: Nondiscrimination considerations. Avoid questions that could reveal whether a candidate is a member of a protected class under federal, state, or local nondiscrimination laws. This includes questions related to race, color, age, national origin, religion, sex, veteran/military status, disability, and genetic information. Check your state and local laws for additional protections. Note: Federal contractors may be required to give applicants an opportunity to voluntarily self-identify their race, ethnicity, gender, veteran status, disability, or other protected characteristic to promote equal employment opportunities. However, the pre-offer invitation to self-identify must be separate from the application. Criminal conviction inquiries. Several states and local jurisdictions prohibit employers from asking about criminal convictions on employment applications and the EEOC recommends employers avoid these questions on application forms. Note: Some state and local laws only allow employers to make criminal history inquiries after extending a conditional job offer. 7

8 Employment Applications: What to Avoid, What to Include Social Security Number (SSN). While federal law does not prohibit asking for a SSN on employment applications, it poses the threat of identity theft and other privacy concerns. Note: Some states have laws that require protecting individuals SSNs and may prohibit employers from requesting this information on an application form. Fair Credit Reporting Act (FCRA) notice. Under the FCRA, before conducting a background check using a third party, employers must, among other things, inform the individual that they may use the information to make employment decisions. The notice must be in writing and in a stand-alone format the notice may not be provided in an employment application. Salary history. Massachusetts (effective July 1, 2018) and New York City (effective October 31, 2017) have enacted laws that restrict employers from asking about an applicant s pay history. Covered employers should remove salary history questions from their application form and train hiring managers to avoid these types of questions during the pre-employment process. What to Include: Availability. Include a space for applicants to list their preference for full-time or part-time hours and their availability to cover certain shifts. Job history. Ask applicants to list current and previous positions held, length of employment at each job, and reasons for leaving previous roles. Education and professional designations. Request degrees earned, institutions attended, and any professional licenses and certifications held. References. Request applicants provide a list of professional references. It s a best practice to reserve reference checks until after you make a conditional job offer. Attestation. This is a statement that the applicant signs attesting to the accuracy of the information provided. At-will statement (if applicable). An at-will statement informs the applicant that either the employer or the employee can terminate the employment relationship at any time for any lawful reason. At-will employment is recognized in all states, except Montana. EEO statement. Include a statement that the company is an equal opportunity employer. This statement reminds applicants that your recruiting and hiring practices are based solely on job-related criteria and that you do not discriminate on the basis of any characteristic protected under law. 8

9 Employment Applications: What to Avoid, What to Include Jurisdiction-specific notice requirements: Several states mandate that certain notifications be included with the employment application, such as: Massachusetts and Maryland It s unlawful to require or administer a lie detector test as a condition of employment or continued employment. Employment applications must reflect this information. California If public records pertaining to an individual s character, general reputation, personal characteristics or mode of living are used for employment purposes (without using the service of a third party), a checkbox to waive the right to receive a copy of the public record must be included on the employment application (see CA Civil Code Section ). Conclusion: Employment applications are an essential part of the hiring process. Draft the form carefully to ensure it complies with all relevant laws. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. ADP does not give legal advice as part of its services. While every effort is made to provide current information, the law changes regularly and laws may vary depending on the state or municipality. This material is made available for informational purposes only and is not a substitute for legal advice or your professional judgment. You should review applicable law in your jurisdiction and consult experienced counsel for legal advice. ADP and the ADP logo are registered trademarks of ADP, LLC. ADP A more human resource. is a service mark of ADP, LLC. Copyright 2017 ADP, LLC. ALL RIGHTS RESERVED.

10 Phone Interviews: What to Do Before, During, & After Phone interviews, in conjunction with other pre-screening tools, can help you determine if candidates have the minimum job qualifications before you spend your time conducting in-person interviews. Here s a checklist to help you conduct effective phone interviews: Before the Interview: Narrow your list of candidates. Use resumes and application forms to narrow your list of candidates. This information can tell you whether the candidate has the required experience, education, and other credentials. Schedule adequate time. To conduct a phone interview, reserve enough time in a quiet space that is free of interruptions. A typical phone interview lasts about 30 minutes, but can vary depending on the company and position. Consider using a landline to avoid a poor connection and a headset so you can easily take notes. Prepare questions. Ask candidates applying for the same job the same core set of questions. Compare candidates knowledge, skills, and abilities and focus on job-related questions to help you determine whether they re a good fit for the position. Practice. Even if you are an experienced interviewer, phone interviews can pose challenges. Prior to conducting a phone interview, consider a practice session to refine your approach. 10

11 Phone Interviews: What to Do Before, During, & After During the Interview: Introduce yourself. At the start of the call, briefly explain your role within the company and how you will structure the interview. Some interviewers also provide details on the open position, while others wait until later in the interview to avoid influencing the candidate s responses. Let the candidate do the talking. After your introduction, ask the candidate open-ended questions, such as what made you apply for this position? and use follow-up questions when appropriate. Keep questions job-related. Avoid questions that would directly or indirectly identify the candidate as a member of a protected group. Even some seemingly harmless questions could reveal information that cannot be used to make employment decisions. For example, if you notice that a candidate attended the same university as you did, it may be tempting to ask in what year he or she graduated. However, you should avoid this type of question because the answer could be an indication of the candidate s age, a protected characteristic under the law. If the candidate voluntarily reveals protected information, steer the conversation back to job-related topics and don t consider that information when making employment decisions. Take notes. It s often easier to take notes during phone interviews because maintaining eye contact isn t a concern. Detailed notes can help you recall and objectively evaluate the candidate s answers after the interview. Explain next steps. At the end of the interview, let the candidate know that you will contact him or her should you decide you want to meet with them in-person. Consider providing an approximate timeline for next steps. After the Interview: Review notes. After the interview, review your notes and record your impressions, observations, and ratings of the candidate s skills and experience as they relate to the open position. Consider using a standardized form for this. Schedule in-person interviews. Once you have narrowed your list of candidates, schedule in-person interviews. While the number of candidates will vary based on the type of position and the overall applicant pool, typically employers will schedule three to five candidates for in-person interviews. Send rejection letters. Once you have disqualified a candidate, promptly inform him or her of your decision in writing. Sending a rejection letter helps maintain goodwill. 11

12 Phone Interviews: What to Do Before, During, & After Conclusion: Phone interviews can save you time and energy and can help you make informed decisions about candidates to interview in-person. If you include phone interviews as part of your hiring process, train interviewers on how to properly prepare for and conduct them. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. ADP does not give legal advice as part of its services. While every effort is made to provide current information, the law changes regularly and laws may vary depending on the state or municipality. This material is made available for informational purposes only and is not a substitute for legal advice or your professional judgment. You should review applicable law in your jurisdiction and consult experienced counsel for legal advice. ADP and the ADP logo are registered trademarks of ADP, LLC. ADP A more human resource. is a service mark of ADP, LLC. Copyright 2017 ADP, LLC. ALL RIGHTS RESERVED.

13 10 Key Questions to Ask During Interviews Hiring the right employees is critical for business success. Interviews are an essential part of this process, helping you gather job-related information that you typically can t find through resumes and applications alone. To be effective, you need to prepare and ask the right questions. Here are ten key interview questions to consider: Question #1: What did you like (and dislike) about your most recent job? A candidate s answer to this question can help you determine whether they are a good fit for the job. Look for whether their likes align with the job opening and whether their dislikes conflict with the job and your company s culture. For example, if the candidate says that he or she disliked the fast-paced nature of their previous job and you know your work environment is fast-paced, this could be an indication that the job isn t a good fit. In these cases, ask follow up questions to help identify whether a conflict exists. Question #2: How do you approach a task that you find challenging? Every job has work that an employee will find challenging. You want to know how candidates will handle the challenging work to ensure it gets done. For example, some employees may engage their time management skills and tackle difficult work in the beginning of the day when they have more energy and fewer distractions. 13

14 10 Key Questions to Ask During Interviews Question #3: Can you describe a work conflict you ve had with a colleague or supervisor and how you handled it? Conflicts are bound to pop up from time to time. A candidate s answer to this question can reveal how they would likely handle similar situations working for you and whether they can work as a team player. Look for whether their responses align or conflict with your company s culture and/or practices. Question #4: Can you discuss a time when a client or customer was unhappy with you and how you responded? Virtually every job requires some level of service, whether it is dealing with external or internal clients (such as, colleagues in other departments). The answer to this question can give an indication of the candidate s communication skills, sense of responsibility, and customer service skills. Question #5: Can you talk about a time you saw a business process or procedure that you thought needed improvement, what you did about it, and the result? Ideally, business process improvement should be part of every job, from those in entry level positions up to the top executive. The answer to this question can help you determine whether the candidate sees their role as instrumental to the larger organization and whether the candidate has been proactive and successful addressing inefficiency in their past roles. Question #6: Can you tell me about your biggest work accomplishment, how you achieved it, and why you re most proud of it? A candidate s answer can show you what they value and what types of rewards motivate them. For example, their answer may indicate they value overcoming challenges and collaborating with others to solve problems, or that they thrive on intrinsic rewards (such as a sense of achievement) or extrinsic rewards (such as a bonus). Question #7: What skill do you currently have that you would like to improve over the next year or two? What new skill would you like to develop? Many interviewers ask about weaknesses, but this question goes a step further. While some candidates may have canned responses to the generic question (for example, My biggest weakness is I am a perfectionist ), they may be more reflective and candid when the question is phrased this way. 14

15 10 Key Questions to Ask During Interviews Question #8: If you are hired for this job, what will you try to accomplish first and what do you think might be an obstacle in getting there? A candidate s answers can reveal their priorities and indicate how much they thought about the job, its challenges, and your company. Their answer can also show you what is important to them. For example, if the candidate says his or her first priority will be to meet with colleagues to learn about what they do and their pain points, this could be an indicator that he or she values strong working relationships. Question #9: Do you have any questions for me? A candidate s questions can show whether they researched your company, industry, and job. Look for questions that demonstrate that the candidate put a lot of thought into the job, what your company needs, and whether having the candidate in this particular role would be a good fit for both parties. Question #10: What is the most important thing we should remember about you when we re making our decision? This gives candidates another opportunity to discuss the knowledge, skills, and experience that can separate them from other candidates. It can also give them time to discuss any areas that may have been left uncovered during the interview process. Conclusion: These are just some of the questions you can ask during interviews to help make well-informed hiring decisions. When you develop your interview questions, make sure you have a full understanding of the knowledge, skills, and abilities required for the job. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. ADP does not give legal advice as part of its services. While every effort is made to provide current information, the law changes regularly and laws may vary depending on the state or municipality. This material is made available for informational purposes only and is not a substitute for legal advice or your professional judgment. You should review applicable law in your jurisdiction and consult experienced counsel for legal advice. ADP and the ADP logo are registered trademarks of ADP, LLC. ADP A more human resource. is a service mark of ADP, LLC. Copyright 2017 ADP, LLC. ALL RIGHTS RESERVED.

16 Job Offers: Do s and Don ts When you are ready to offer a job to an applicant, there are steps you can take to help increase the likelihood of acceptance and ensure the employment relationship gets started on the right foot. Here are some do s and don ts for extending a job offer: Do s: Put it in writing. While some employers choose to gauge the candidate s interest by first extending a verbal offer, it s a best practice to follow up with a formal written offer. Include the job title, supervisor, location, work hours, starting pay, and an abbreviated summary of benefits. Clearly identify any contingencies that could lead to withdrawal of the offer, such as results of a background check, drug test, references, and/or the individual s inability to demonstrate work eligibility. Note: Some states and local jurisdictions prohibit criminal background checks until after an offer of employment has been made. Even in jurisdictions without such restrictions, it s a best practice to wait until after the job offer to conduct these types of checks. Give candidates time to consider the offer. When making an offer, provide a reasonable timeline for candidates to respond. Many employers give candidates 48 hours to either accept or reject the offer, however, a longer timeframe may be necessary (for example, an assignment that requires the candidate to relocate). Ask candidates to sign and return the offer letter. If the candidate chooses to accept the offer, instruct him or her to sign and return the offer letter to you and store it in their personnel file. 16

17 Job Offers: Do s and Don ts Be prepared for questions. Be prepared to answer important details about the company. When considering an offer, or upon accepting an offer, candidates may ask about the dress code, parking, benefits, and work environment. Keep communication open. After the candidate has accepted the offer, keep the lines of communication open. Answer any outstanding questions they may have and ease them into the onboarding process. Prior to their start date, let the employee know where to report on their first day and what documents they need to bring, such as supporting Form I-9 documents. Dont s: Don t surprise candidates. Be open with candidates during the pre-employment process so that there are no surprises if and when you choose to extend an offer. Transparency can help set proper expectations and ensure the candidate goes into the decision-making process informed. Don t make promises. Avoid promising or implying that employment is permanent. Clearly indicate in the offer that the individual if they accept will be an at-will employee. This means that either you or the employee can terminate the employment relationship at any time and for any lawful reason. Employment relationships are presumed to be at-will in all states, except Montana. If employment is intended to last for a specified duration, consider including the employment period while still reserving the right to terminate the relationship at any time. Don t state compensation in annual terms. Depending on whether the employee is exempt or nonexempt, his or her actual pay may differ based on the number of hours worked. You don t want the employee to misconstrue an annualized salary as a guarantee of a full year of pay or employment, so it s best to state the employee s pay as an hourly wage or weekly salary. Additionally, include any bonus or commission eligibility, but reserve the right to modify or rescind these arrangements. Don t take it personally if candidates try to negotiate. It s fairly common for candidates to negotiate a job offer. The candidate may ask for higher pay, additional benefits, a flexible schedule, or other perks. If you are willing and able to meet their requests or you make a counter offer that they accept, give them an updated offer letter to sign. If you are unable to meet their requests, you can tell them that the initial offer is firm, but consider highlighting some of the other advantages of working for your company to persuade the candidate to accept. Conclusion: An effective offer of employment can set clear expectations with potential employees and persuade an otherwise uncertain candidate to accept employment with you. Additionally, an offer that clearly outlines benefits, pay, and other relevant information can help ease the employee s transition into the workplace. 17

18 For more hiring tips: sbshrs.adpinfo.com/blog This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. ADP does not give legal advice as part of its services. While every effort is made to provide current information, the law changes regularly and laws may vary depending on the state or municipality. This material is made available for informational purposes only and is not a substitute for legal advice or your professional judgment. You should review applicable law in your jurisdiction and consult experienced counsel for legal advice. ADP and the ADP logo are registered trademarks of ADP, LLC. ADP A more human resource. is a service mark of ADP, LLC. Copyright 2017 ADP, LLC. ALL RIGHTS RESERVED.