Hiring New Personnel
Tips for Hiring Good People
There is something the saying that it’s hard to find good help. But rest assured, following systematic steps when hiring, will increase your chances of finding good people.
Finding good help starts with deciding what skills are important. Before you request applications, determine the basic duties and determine what is reasonable to expect. Look at the job description, you may need to modify it or write a new one. Include knowledge and skills you want the new employee to have. Consider the skills of the person who just vacated the position, which skills were successful and which ones were not? Be specific. Identify skills that can be taught on the job and consider the work environment.
After the job applications are in, scan through them. Sort applications into piles:
Screen the first two piles for interview questions. Review the work history of each applicant for education, training, and any other relevant information. Prepare a structured interview plan with general and specific questions. Formulate specific questions for each application remembering that you will have general questions to ask of all applicants as well.
Open the interview by greeting the applicant and explain the interview process. Describe the job and the organization, including goals of the department, training, upward mobility, personnel policies, salary information and benefits. Ask open-ended questions (see next paragraph), allow the applicant to ask questions. At the conclusion of the interview, thank the applicant and inform him/her what will happen next. Immediately after the interview, write notes—before you forget. Check references, if you consider the individual a serious candidate.
Open-ended questions are why questions rather than when or did questions. You may ask the applicant to tell you about him or herself. Sample questions include:
All questions must relate to the applicant’s ability to perform a job and must be asked of all applicants. (i.e. ask all applicants if they can lift 50 lbs. and not just someone who looks as if they can not). Treat each applicant consistently. Ask only job-related questions and stick to key requirements. Do not patronize or discourage a candidate from a job. You can easily meet these requirements if you follow a structured interview plan.
Selections must be based on qualifications and in accordance with legal requirements. Record steps taken in the hiring process and carry out your municipality’s affirmative action program. Be aware of laws that govern the interview process. It is illegal to discriminate based on race, religion, sex, nation of origin, age, handicap, or pregnancy. Laws are intended to ensure that employer use a criterion related to a person’s ability to perform a job and rather than personal bias or prejudice.
Recent litigation has kept many employers from providing references. Some will only verify: titles, dates of employment and areas of responsibility. If you are able to ask questions, stick to specific job related questions and documented facts.
References should relate to the applicant's performance, avoid asking judgment statements (i.e., appearance, personality and personal traits), unless they can be directly tied to the job requirements.
Hiring can be made conditional upon meeting certain requirements like physical examinations or drug testing. You can withdraw a tentative offer only if the decision is based upon the following reasons: valid medical evidence that the employee cannot perform the essential functions (even after reasonable accommodations are provided), or the person will pose a "direct threat" to the health and safety of others and/or themselves.
Physical examinations or other health-related data can be requested only after making a tentative job offer. Inform the applicant in advance that the job offer is tentative and will be withdrawn if the exam indicates the applicant is not qualified (for example, CDL drug testing).
Requested information must be the same for all applicants. It must be collected and maintained in confidential files, separate from personnel files. Information can be disclosed only to managers and supervisors who need to know.
Note: To obtain more information about hiring procedures, contact Kathy at the UNH T2 Center. For sample of job descriptions, contact Primex3 800-698-2364.
Return to Fall 97.