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Step 1: Pick Your Top Candidates<br />You should screen applications to determine who are the top applicants you wish to interview (usually 3-5 applicants)<br />Determine your “must haves”: Which knowledge, skills, abilities (KSA’s) you want the candidate to come in with, versus what KSA’s you would be willing to train for once hired.<br />Your top applicants are those who can perform the essential job duties and meet the minimum requirements<br />
Tips for Reviewing Resumes or Application Forms<br />Review the job description(s) for the position(s) you are attempting to fill. Note minimum requirements needed and refer to them often as you review resumes/applications. <br />Check work experience for applicability to the position for which they are applying, length of time in each position, promotions or awards received, reason for leaving each position.<br />Check educational background for qualifications necessary to successful job performance.<br />Note special skills (i.e. computer software, office equipment).<br />Note any questions that arise when reviewing the resume/application and ask those during a telephone screen<br />Divide resumes into 3 groups <br />Those that closely match job requirements and for which a telephone screen is appropriate <br />Those who meet some requirements and may be considered secondarily<br />Those those who do not meet the requirements at all.<br />If necessary, screen the top group again to further narrow down the candidates. On average, about 10 resumes per open position should be sufficient.<br />http://www.shrm.org/hrresources/basic_published/CMS_002734.asp<br />
Step 2: Conduct a Telephone Screen<br />Once you determine your top candidates, perform a phone screen<br />During telephone screenings, briefly describe the position, location, hours and salary range (if appropriate) and ask if the candidate is still interested in being considered. <br />The phone screen allows you to asses if the candidate’s experience, qualifications, work preferences, etc. are in line with those of the department/organization and the position they have applied for<br />Set aside a quiet place to talk<br />Allow at least 15-20 minutes for the screening<br />Remember you trying to determine if the candidate has the “must haves” before offering an in-person interview<br />http://www.shrm.org/hrresources/basic_published/CMS_007576.asp#P46_2053<br />
Step 3: Create Interview Questions<br />Interview questions should be job related and used to assess the knowledge, skills, and abilities necessary to perform the essential job duties<br />The interview process and questions asked should be structured: This will help ensure that all candidates are assessed based on the same criteria and help reduce bias that may occur<br />The interview should be conducted in the same manner and the same order for each candidate<br />There are three main types of questions that allow you to thoroughly assess candidate’s qualifications:<br />Usebehavioral interview(past behavior) questions to ask about specific experiences that the candidate may have that exhibits competencies needed for the job. Behavioral questions are designed to assess the critical knowledge, skills and abilities required for a job based on requirements in the job description. Past behavior is the best predictor of future behavior!<br />
Interview Questions Continued<br />2. Use situational questions (future behavior) to create a scenario that is representative of specific activities and responsibilities on the job. These questions are created from critical incidents (examples) of good, average and poor behavior regarding the essential job duties required for the job.<br />For a list of behavioral, situational, teamwork questions etc., click here . Please note that you will need to change the phrasing of the questions to suit your specific needs.<br />3. Ask job related-questions to assess necessary knowledge, skills and abilities (KSA’s)<br />
Step 4: Create Interview Question Criteria<br />Develop criteria for interview questions in order to determine if an answer is good, average or poor<br />You want to create a standardized framework from which to distinguish between good, average and poor candidates. <br />Creating criteria for possible answers to interview questions, will help to mitigate subjectivity in the selection of a candidate.<br />This will help distinguish candidates and give you a measure for what determines a “good” candidate.<br />Qualifiers should be decided on by the hiring manager, as well as team members the applicant would be working with if hired, as well as person who may be in the current position<br />The chart below displays elements that determine what factors would qualify as a good , average or poor answer from a candidate<br />
Step: 1 Before the Interview<br />Contact candidates to set up an interview-give at least one day notice<br />Remind the candidate of a request to bring a resume to the interview, confirm date, time, & location<br />If they will be meeting with more than one person, provide names and titles <br />Read all paperwork-including cover letter, resume, and application. Make notes based on the paper work and determine what job related questions to ask<br />Make sure you have a room and time set aside so that you will not be interrupted in the middle of an interview<br />
Step 2: During the Interview:<br />Greet the candidate; ask them to have a seat.<br />Main goal is to make them feel comfortable and welcome.<br />If you have required a resume, ask them for a copy<br />Go over a brief outline of what you will be going over during the interview so they know what to expect<br /> Example: “ I am going to go over the job description with you and answer any questions you may have. Then I will ask you a few questions and answer any questions you may have”<br />Ask the structured interview questions you have developed (see phase 1)<br />Remember to ask all candidates the same questions<br />Do take notes during the interview <br />Goal: To gather information and assess the candidate’s past experiences, <br />knowledge, skills, and abilities, as it relates to the job.<br />Remember, past behavior is the best predictor of future behavior!!!<br />
<ul><li>Title VII of the Civil Rights Act prohibits employers from asking questions regarding race, religion, color, sex, national origin or other protected classes.
Use this chart as a guide of what NOT to ask</li></ul>http://www.shrm.org/hrresources/whitepapers_published/CMS_000341.asp<br />
Step 3: After the Interview<br />You have conducted interviews and narrowed your list down to those few candidates you would like to hire-now what?<br />Your next step is to conduct a reference check.<br />Make sure you set aside a quiet place to talk with minimal distractions and as few interruptions as possible<br />Make sure you also communicate with those students whom you did not hire.<br />Sample Communication: <br />Dear [Insert Name},<br />It was a pleasure meeting with you to discuss your background and interest in the [Job Title]position within our department. We appreciate your time, throughout the interview process. We did have several highly qualified candidates for the position and it has been a difficult decision, but we have chosen to pursue another candidate who we feel is best qualified. <br /> We do thank you for your interest in [Company Name]and we wish you the best of luck in your future endeavors.<br /> Sincerely,<br /> Enter Name<br /> Title<br />
What to ask?<br />When conducting a reference check, your main goal is to get an idea of the duties and responsibilities that candidate had in their last job, as well as rapport with management and co-workers. Do note that answers may be limited due to company policy<br />