How To Avoid “Search Re-opened”

Hire the Right Technical Services Candidate the First Time !

American Association of Law LibrariesAnnual Meeting, July 24, 2002

Kate ReynoldsStaff Training & Organizational Development Officer

Yale University | Library Human Resources

“If a person is not performing as expected, it is probably because they are miscast for the job.”

-W. Edwards Deming

Our goal:

To hire the best candidate that is a match with the position and the organization.

Six ways to connect with the best candidate

1. Develop accurate position descriptions.

2. Identify job competencies.

3. Screen for the best candidate.

4. Connect through the interview process. Behavioral interviewing

5. Select the best candidate.

6. Orientation

1. Develop accurate position descriptions

1. Main purpose of the position Title, immediate supervisor

2. Essential duties and responsibilities

3. Qualifications Education, progressively related work experience,

competencies (skills, knowledge, attributes)

Minimum / Preferred qualifications.

2. Identify job competencies

1. Skills, knowledge, behaviors or actions that are important for the successful performance of a job.

2. Knowledge & skills: information and abilities to perform tasks required by specific jobs. (Visible)

3. Behaviors | actions: ways in which people act. (Hidden)

3. Screen for the “best”candidate

1. Develop a screening and interviewing Profile Checklist. Skills, Specific Experiences, Knowledge and work related behavior | attributes

2. Use the checklist in conjunction with the job description.

Screening resumes and applications

1. Review quickly. The good ones are on the move.

2. Compare the resume or application to the specific hiring criteria.

Check for blanks not completed Watch for work behavior patterns. (short employment

periods etc).

3. Sort into categories. No stack and a Maybe. Then review the Maybe and sort into Yes and Maybe.

1. Establish rapport.

2. Ask criteria-related questions. Use behavioral interview questions

3. Provide information. Preview the job and organizational culture Ask what is important to them Benefits of working at your library

4. Summarize, answer questions, close.

4. Connect through the Interview process

Behavioral interviewing

1. Future=Past. Technique to help gauge a candidate’s future success based upon actual past behaviors instead of based on responses to hypothetical questions.

2. Look for STAR employees. ST= situation or task, A=Action, R=Result

5. Selecting the best candidate

1. Use a variety of selection tools to make the best hire decision.

Tests, presentations, reference checks, writing sample, translation sample & effective interviews.

2. Balance selection effort with “selling” the position.

3. Avoid ineffective interviews. Draw out the candidate.

4. Take factual notes.

5. Check references.

When checking references…

1. Get permission from the candidate

2. Basic factual information Reasons for leaving Performance

3. Obtain suggestions for managing the candidate

4. “Would you re-hire?”

Avoid Negligent Hiring

1. Identify positions with risk of harm to public, readers, and third parties.

2. Conduct criminal and reference checks on internal and external candidates for these positions. Document efforts.

3. Insist that applicants complete applications. Ask about criminal convictions noted on the applications.

6. Orientation

1. Reduces the learning curve of a new employee.

2. Helps employee link job efforts to larger organizational goals: mission/ vision.

3. Reduces turnover and defines organizational expectations/ competencies.

4. Establishes a positive dialogue with the departmental supervisor.

“If you always do what you always did, you always get what you always got”!

- Jackie “Moms” Mably