Boston University Talent Acquisition Hiring with Confidence

Boston University Talent Acquisition Hiring with Confidence Boston University Choose to Manage Program 1

Effective hiring involves predicting the performance of people you don’t know. Boston University Choose Talent Acquisition to Manage Program 2 2

Objectives Outline the hiring process Develop interview questions that lead to a successful hire Identify what questions you can and cannot ask Evaluate the applicant Provide tools to hire the best candidate Boston University Choose Talent Acquisition to Manage Program 3 3

Identifying the Recruiting Process Partnering with your HR Talent Acquisition Specialist (TAS) Determining Recruitment Sources STAGE ONE: RECRUITING BostonUniversity UniversityTalent Choose to Manage Boston Acquisition 4Program 4

Understanding the Recruitment Process: The Position Posting Process Step Action One Position is created and maintained in SAP Two Position goes through Workflow (approval process) Three Position is received in HR Four Talent Acquisition Specialist (TAS) works with hiring manager to develop posting and discusses recruitment strategy Five Position is posted on HR Careers website Six Hiring manager will receive notification that the position is posted Boston University University Choose Talent Acquisition 5 Boston to Manage Program 5

The Hiring Process Step One Two Three Four Five Six Action Applicants apply TAS reviews and forwards resumes to hiring manager Interviews Candidate Reference Checks completed HR extends the offer and does background checks Applicant is hired and onboarding begins Once your position has been posted to the website, you will receive a SilkRoad Recruiting login account. Login BU login Password will be sent from OpenHire Boston to Manage Program 6 Boston University University Choose Talent Acquisition 6

BU Recruitment Sources BU HR website HERC (Higher Education Recruiting Consortium) Higher Ed Jobs Inside Higher Education Linked In (by request of manager or upon recommendation of TAS) Most jobs are pulled automatically to Indeed, Simply Hired and Glassdoor, as well as, some other aggregate sites Other sites or publications are discussed with hiring manager. Payment for these sites is by the department Terrier Temps Boston University Choose Talent Acquisition to Manage Program 7 7

Maximizing Posting Descriptions Use conventional job titles Keep abbreviations in mind Write job responsibilities using action verbs Include time and travel requirements Differentiate the requirements i.e. preferred skills, required skills Consider the length of the job description Boston University Choose Talent Acquisition to Manage Program 8 8

Establishing job competencies (skills, behaviors and attitudes) Reviewing candidate materials Preparing questions Interviewing the candidate STAGE TWO: INTERVIEWING Boston University University Talent ChooseAcquisition to Manage Program 9 Boston 9

Establishing Job Competencies Outcomes - What do you want this person to accomplish? Skills - What actual skills and knowledge must a person possess to achieve the desired outcomes? Experience - What experience is necessary? - What experience is helpful, but not absolutely necessary? Organizational Alignment - What does the specific environment of this position require? - What personal characteristics are helpful in being successful in this position? Boston University Choose Talent Acquisition to Manage Program 10 10

What to Look for in a Resume Signs of achievement Specific results Transferable skills and experiences Appropriate education and work background Continuity and duration of employment Gaps in time Unclear, incomplete or conflicting information Large numbers of relocation Job changes that do not indicate advancement Accuracy in spelling, grammar and format Boston University Choose Talent Acquisition to Manage Program 11 11

Lawful or Unlawful Quiz Boston University Choose Talent Acquisition to Manage Program 12 12

Lawful/Unlawful Gender Sexual Orientation or Sexual Identity Genetic Information Race Color National Origin Religion Age Disability Convictions Status in Military Marital or Parental Status Boston University Choose Talent Acquisition to Manage Program 13 13

Types of Interview Questions Behavioral Situational Rapport Building Open-ended Closed Contrary evidence Boston University Choose Talent Acquisition to Manage Program 14 14

Behavioral interviewing The single best predictor of future behavior is past behavior! Ask for specific examples which show what the candidate has done in the past and what he/she would do in the future. Boston University Choose Talent Acquisition to Manage Program 15 15

Behavioral Interviewing A person’s past performance A person’s motivations, thought process, decision making process, assessment of situations, problemsolving skills, analytical skills and action taken Application of prior experience to future job-related situations Boston University Choose Talent Acquisition to Manage Program 16 16

Example 1 Question What are your strengths? Answer I think I’m a hard worker. Behavioral Tell me about a project that required you to put in some extra effort to meet a deadline. Boston University Choose Talent Acquisition to Manage Program 17 17

ASK BEHAVIORAL QUESTIONS “Tell me about a time when . . .” you demonstrated the job criteria we’re interested in. Boston University Choose Talent Acquisition to Manage Program 18 18

How to Start the Questions Tell me about a time when you exhibited Give me an example of a time when you had to . Describe a situation in which . Describe a time when you had a particular difficult situation with a customer and what you did to handle that Tell me about a work situation where you had to . and what you did to do that Have you ever had to .? Tell me about and how you handled it Let’s say you encounter the following situation .how would you deal with it? Boston University Choose Talent Acquisition to Manage Program 19 19

Use STAR to Ask a Behavioral Question ST Situation/Task The background or context in which the person acted A Action What the person did in the situation R Result The effects of the person’s actions Boston University Choose Talent Acquisition to Manage Program 20 20

Situational Interviewing Questions This is when the candidate may not have the actual experience you are looking for You want to “see”: - How the candidate would assess the situation - Their thought process in resolving the situation If you were to develop a program for our department, what would you do? You have multiple tasks to accomplish. How would you prioritize the tasks? Boston University Choose Talent Acquisition to Manage Program 21 21

Effective Questioning Techniques Rapport building questions - Do you think it will ever stop raining? Open-ended questions - What do you like about your current job? Closed questions - How many years have you worked in healthcare? Boston University Choose Talent Acquisition to Manage Program 22 22

Effective Questioning Techniques Contrary evidence questions - You mentioned you work hard to build your customer service team. Can you tell me about a time when it didn’t work? Silence - It’s okay. Take some time to think about it before you answer. Boston University Choose Talent Acquisition to Manage Program 23 23

Interview Agenda Greet candidate Establish rapport Set agenda for the day Announce note-taking Prepare questions Probe to clarify understanding Give candidate opportunity to ask Questions Describe job & organization Ask for references that verify job performance Describe interview process (& highlight next steps) Escort candidate out Private Location, free from interruptions * Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico Boston University Choose Talent Acquisition to Manage Program 24 24

Take Notes Inform the candidate that you will take notes Write down positives and negatives Use key words and phrases to remember Code key facts with * After interview - evaluate behaviors Make sure your conclusions have supporting examples Boston University Choose Talent Acquisition to Manage Program 25 25

The Do’s of Interviewing Do ask all candidates the same questions Do use the Interview Guide Do find out type of work environment/management style candidate prefers Do engage multiple members of current staff for interviewing What questions can you ask in an interview? 1. Would I ask all candidates this question? 2. Is it relevant to the job they will be performing? 3. Does it have the effect of being discriminatory? Boston University Choose Talent Acquisition to Manage Program 26 26

At the End of the Interview Review notes to see if you need any more information Provide an overview of position and role in organization DO NOT provide feedback that could be interpreted as an implied promise of employment Verify that candidate is interested in position Elicit questions and provide answers Explain interview process and next steps Thank the candidate for coming Escort the candidate to the next interviewer Boston University Choose Talent Acquisition to Manage Program 27 27

Evaluating objectively Checking References Making the contingent job offer Conducting the Background Check STAGE THREE: SELECTION Boston Acquisition 28 BostonUniversity UniversityTalent Choose to Manage Program 28

Evaluate Candidates Understand selection criteria in advance Complete assessment while interview is fresh in mind Assess candidate’s responses in all selection areas Compare to skill proficiency levels Base conclusions on facts, examples and observations Identify strengths and limitations in each area Note areas of weakness or weak data for discussion Participate in interview team discussion * Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico Boston University Choose Talent Acquisition to Manage Program 29 29

Staying Objective in Evaluating Candidates Central tendency Evaluator consistency First impressions Halo/Horn effect Leniency/severity Similar-to-me Boston University Choose Talent Acquisition to Manage Program 30 30

The Selection Process Component Prepare the job offer Steps Check References Notify Talent Acquisition Specialist when approaching a finalist(s) If external candidate, Talent Acquisition will reach out to schedule HR Interview Discuss details of the offer with your TAS and if applicable with Business/Finance office i.e. salary expectations, start date, etc. Manager needs to complete the Position Offer Detail Form Reference checks can be done by manager or TAS; part of TAS Service Level Agreement Complete at least two external references If internal finalist, the finalist’s direct Supervisor must supply you with a written reference, which should then be forwarded to your Talent Acquisition Specialist Use Reference Check Form – a written summary must be sent to HR Boston University University Choose Talent Acquisition 31 Boston to Manage Program 31

The Selection Process Component Steps Make the contingent job offer Only Human Resources can extend an offer of employment The Contingent Offer is pending Background Check HR will submit the Background Check Conduct Background Check Background checks must be conducted for all employees - may take up to 2 weeks Certain positions may require CORI/SORI checks Plan accordingly! Finalist cannot start in the position until the background check is completed and approved by HR Boston University Choose Talent Acquisition to Manage Program 32 32

If Candidate Doesn’t Accept the Position Determine with Talent Acquisition Specialist: To offer the position to your #2 candidate Reassess the candidate pool and invite new people in for interviews Reassess the job description Boston University Choose Talent Acquisition to Manage Program 33 33

If Candidate Accepts the Position Notify in person interview candidates that they were not selected Send your Talent Acquisition Specialist: List of candidates you personally notified to prevent duplicate communications EEO information for the position (gender and race) of all those who were interviewed Contact new hire to welcome and confirm start date Prepare Onboarding process - Communications: inform staff of the employee’s arrival - Logistics: work space, office supplies, computer equipment - Plan or Schedule: training, first day activities Boston University Choose Talent Acquisition to Manage Program 34 34

Preparing before the employee starts University orientation Department orientation STAGE FOUR: ONBOARDING BostonUniversity UniversityTalent Choose to Manage Program 35 Boston Acquisition 35

Why is Onboarding Important? Providing a welcoming, collegial, and professional environment, as well as, the tools and resources is necessary to ensure a new hire’s success at BU. Provides information about the university’s culture Covers compliance items such as policies and required new hire paperwork Gives clarity to the position and performance expectations Ensures a connection between colleagues, the department and the university Boston University Choose Talent Acquisition to Manage Program 36 36

Stages of Onboarding Prior to employee’s arrival Inform staff of the employee’s arrival Set up and clean the new employee’s office space Work with IT to obtain and set up computer equipment Day One New Hire Orientation Tour of the building/office/facilities Check in with new hire to review work schedule, dress code, office protocol Week One Introduce the new employee to staff Establish access to appropriate computing resources, electronic files, copier, fax machines Review the position description Resource: Onboarding on www.bu.edu http://www.bu.edu/hr/manager-resources/onboarding/orienting-your-new-e mployee / Boston University Choose Talent Acquisition to Manage Program 37 37

Onboarding System – Red Carpet New Hire receives invitation, once hired into SAP New Hire sets up BU login name & Kerberos password Boston University Choose Talent Acquisition to Manage Program 38 38 New Hire receives access to Onboarding portal for task list, policies & forms

University Orientation Monday mornings Charles River and Medical Campus 3 hours Sample Agenda: Benefits University Overview BU Works Terrier Card Boston University Choose Talent Acquisition to Manage Program 39 39

Thank you Boston University Choose Talent Acquisition to Manage Program 40 40