Hiring Well- the Fundamentals 2012
Download as KEY, PDF0 likes337 views
The document discusses the fundamentals of hiring well, including: 1) Knowing the job by writing a strong job description; 2) Determining the factors for success by identifying necessary qualifications, skills, and personality traits; 3) Considering internal/external variables like the labor market; 4) Learning the legal fundamentals around discrimination; and 5) Building a standardized selection process model to ensure fair and legal hiring practices. It also outlines the three types of discrimination employers must avoid - intentional prejudice, disparate treatment, and disparate or adverse impact.
More Related Content
Similar to Hiring Well- the Fundamentals 2012 (20)
![UNIT 3 INTERNATIONAL BUSINESS [Autosaved].pptx](https://cdn.slidesharecdn.com/ss_thumbnails/unit3internationalbusinessautosaved-250828123159-46ee6bdc-thumbnail.jpg?width=560&fit=bounds)
Hiring Well- the Fundamentals 2012
- 1. Hiring Well — The Fundamentals Presented by: Wm. (Chip) Valutis, PhD
- 2. 1: Know the Job
- 3. Write a strong job description that includes: • Position, title and • Impact of the job reporting relations • Roles, responsibilities • Functional description and duties of the job and its purpose • Job specifications • Some indication of the • Special circumstances or conditions of meaningfulness or employment their importance
- 4. 2: Determine the “Factors for Success”
- 5. • What credentials and qualifications are necessary/desirable? • What knowledge/experience, skills and abilities are needed? • What type of person succeeds (what personality characteristics or work habits lead to success)? • What are the cultural imperatives in your organization and what type of person matches this?
- 6. 3: Consider Internal/External Variables
- 7. • What is the state of your labor market? • How do your terms of employment match the labor market situation? • Strike an optimal balance
- 8. 4: Learn the Legal Fundamentals
- 9. • Understand the legal definition of discrimination and how suits may be brought (see Appendix) • Train HR personnel and hiring managers • Develop fair, standardized procedures for hiring • Document data necessary for EEO evaluation
- 10. 5: Build a Model
- 11. Selection Process Recruit Prelim. Resume Prerequisite Interview Employment Screening Review Skill Test Process Testing Job Reject? Reject? Reject? Reject? Offer! Education Necessary Motivation Knowledge Basic Experience skill level Experience Skills Conditions Qualifications Skills Abilities Salary Proven skills Interests Personality Hours Motivation Attitude Work style etc..
- 12. The Model — Make Sure… • … it is structured and standardized • … you are measuring the characteristics necessary for success • … you are documenting results for EEO tracking • … to work the model (improve it — don’t quit)
- 13. Three Types of Discrimination 1. Intentional prejudice 2. Disparate treatment 3. Disparate or adverse impact
- 14. 1. Intentional Prejudice Members of certain protected groups are treated negatively because of who they are (because of a characteristic which is protected) •Blatant and infrequent •Examples: ! “Blacks need not apply” ! “No women allowed”
- 15. 2. Disparate Treatment Different standards are applied to different groups even though there may not be explicit or intentional prejudice •It is discriminatory if differential treatment is unfair or unrelated to qualification or ability to perform the job •Examples: • Not hiring women with children while hiring men with children • Testing minorities but not white applicants
- 16. 3. Disparate or Adverse Impact People in a protected class are adversely impacted by a standardized employment practice, although it may appear to be neutral or fair. •May often be unintentional •Is discriminatory if policy or rule cannot be proven valid or job related •Examples: • Height and weight requirements not proven valid • Certain test or specifications (e.g. H.S. Diploma) • Credit references, etc.
- 17. Who/What is Protected? Nationally New York State: • Race • Marital Status • Color • Legal Users of Tobacco • National Origin • Religion • Sex/Pregnancy • Age • Physical Disability
- 18. Decisions and/or Conduct Regulated • Hire/Fire • Compensations and promotions • Terms, conditions, privileges of employment • Harassment • Retaliation
- 19. VALUTIS CONSULTING IS A FULL SERVICE MANAGEMENT CONSULTANT FIRM. OUR APPROACH IS TO INVESTIGATE AND UNDERSTAND ORGANIZATIONAL ISSUES, CUSTOMIZE REALISTIC SOLUTIONS AND DESIGN PRACTICAL STRATEGIES TO MOVE CLIENTS TOWARD THEIR SPECIFIC BUSINESS AND PERSONAL GOALS. OUR MISSION IS TO HELP OUR CLIENTS UNLOCK THE POTENTIAL OF THEIR ORGANIZATION AND ITS PEOPLE. PLEASE FEEL TO CONTACT US WITH ANY QUESTIONS OR TO SCHEDULE AN APPOINTMENT TO DISCUSS YOUR ORGANIZATION’S NEEDS AND HOW WE CAN HELP. (716)634-2553 [email protected] www.valutisconsulting.com - website http://gettingresultsthruothers.com - blog