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Hiring Manager Process & Reference Manual

“Better Interviews, Better Decisions”

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Table of Contents INTRODUCTION .................................................................................................................................... 5

SOFTWARE USED ............................................................................................................................................. 5

Software Overview: ..................................................................................................................................... 5

TERMINOLOGY ................................................................................................................................................. 5

HIRING PROCESSES ............................................................................................................................... 9

INTERVIEWING TIPS ......................................................................................................................................... 9

Keeping it Legal ............................................................................................................................................ 9

Realistic Job Previews ................................................................................................................................ 12

PICKING THE RIGHT PERSON ......................................................................................................................... 13

The Importance of Behavioral-Based Interviewing ................................................................................... 13

Assessing Reliability: .................................................................................................................................. 14

Assessing Fit for Culture and Work Traits: ................................................................................................. 14

Assessing Skills: .......................................................................................................................................... 15

Tips on Formulating a Good Question ....................................................................................................... 15

Prepare specifications for the position ...................................................................................................... 15

THE THIRTY-MINUTE INTERVIEW MODEL ..................................................................................................... 16

Step 1: The Opening (2 Minutes) .............................................................................................................. 16

Step 2: Gathering Information (15 Minutes) ............................................................................................ 17

Step 3: Giving Information (6 Minutes) .................................................................................................... 18

Step 4: The Close (2 Minutes) ................................................................................................................... 18

Step 5: The Evaluation (5 Minutes) ........................................................................................................... 19

JOB HIRING PROCESS .......................................................................................................................... 21

PROCESS OVERVIEW ...................................................................................................................................... 21

APPENDIX .......................................................................................................................................... 23

PROFIT CENTER COMPETENCIES AND SAMPLE INTERVIEWS ..........................................................................A

SERVICE MANAGER COMPETENCIES AND SAMPLE INTERVIEWS .................................................................... B

OUTSIDE SALES REPRESENTATIVE COMPENTENCIES AND SAMPLE INTERVIEWS .......................................... C

CUSTOMER SERVICE REPRESENTATIVE COMPETENCIES AND SAMPLE INTERVIEWS .................................... D

TECHNICIAN COMPENTENCIES AND SAMPLE INTERVIEWS ............................................................................ E

WORKDAY PROCESS GUIDES ........................................................................................................................... F

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INTRODUCTION

After reviewing this manual you will have the basic knowledge about our management theories, processes and procedures. This manual provides a general overview of the employee hiring lifecycle, including how to:

• Requisition staff and initiate a hiring project through Workday• Schedule and conduct a compliant interview• Identify key competencies for the common roles found in a profit center• Process an offer through Workday

SOFTWARE USED

• Applicant Tracking System• Outlook

Software Overview:

• Applicant Tracking System (ATS): A database for managing the recruiting lifecycle, including postingads, capturing applicant data and tracking applicant status. Our current ATS is a cloud based systemcontained in Workday, which is our integrated Human Resources Information System (HRIS).

• Outlook: The software for employees to manage their email, contacts, and calendar, which will beused to confirm interview times and dates.

TERMINOLOGY

Addition – The term in Workday used when creating positions did not previously exist, which results in ability to hire more total employees than previously provided for in Workday. See also Evergreen, Headcount, Position, Replacement and Sourcing.

Age Discrimination in Employment Act (ADEA) – A federal law that prohibits discrimination against individuals who are 40 years of age or older. The law forbids discrimination in any aspect of employment, including hiring, firing, pay, job assignments, promotions, layoff, training, fringe benefits, and any other term or condition of employment.

Americans with Disabilities Act as Amended (ADAA) – A federal law that prohibits discrimination against otherwise qualified individuals who have--or are perceived as having--a disability as defined by the law. The law forbids discrimination in any aspect of employment, including hiring, firing, pay, job assignments, promotions, layoff, training, fringe benefits, and any other term or condition of employment. The law requires employers to provide a reasonable accommodation to otherwise qualified individuals with a disability as the term is defined by the law, including accommodations during the hiring process. See also Family Medical Leave Act (FMLA.)

Applicant – An individual who: • Submits an expression of interest in employment through the required process;• The company considers for a particular position (present or future, posted or not posted);• The person’s expression of interest indicates the individual possesses the basic objective

qualifications for the position.• The individual at no point during the selection process prior to receiving an offer of employment

removes him or herself from consideration or otherwise indicates that he or she is no longerinterested in the position.

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HIRING PROCESSES

INTERVIEWING TIPS

Keeping it Legal

It is the policy of Sunbelt Rentals to comply with all federal, state and municipal laws. Hiring managers are expected to be aware and adhere to these laws. Managers are prohibited from discriminating on the basis of any protected class status. If you need assistance or have a concern please contact Human Resources.

Non-Discrimination

Sunbelt is an equal opportunity employer and does not discriminate against any individual in hiring or any phase of employment in accordance with the requirements of local, state and federal laws. SAMPLE

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There are many laws that impact the hiring and employment process. In general there are two ways a hiring or employment action can be discriminatory:

1. De Facto (Disparate Treatment)

In practice or intended discriminatory acts. Treating people differently based on their membership in a protect class in a discriminatory manner absent a bona fide occupational qualification. (See definitions.)

Example: Refusing to hiring an applicant merely because the applicant’s gender.

Managers should not make determinations of what is a bona fide occupational qualification without the input of Human Resources and the Recruiter.

2. Disparate Impact

Acts which result in an adverse impact to members of a protected class even if the employer did not intend to discriminate.

Example: Refusing to hiring people without a car when the job does not require a personal vehicle to perform the duties.

This has been ruled discriminatory because minorities may be statistically less likely to own a vehicle. Since a personal vehicle is not necessary to perform the duties, vehicle ownership is not a bona fide occupational qualification. By requiring an applicant to own a vehicle large numbers of racial minorities are excluded without a bona fide occupational qualification.

In the example above, nothing prohibits the employer from inquiring if the employee has “a reliable method by which to get to work.” However, the employer may not base a decision about the job on whether an applicant owns a car versus using public transportation or carpooling.

All interview questions and requirements should be based on the bona fide occupational qualifications for the role. Hiring managers should avoid questions or statements that imply consideration of the following:

• Age• Arrests Not Resulting in

Conviction/Deferred Adjudication• Disability• Ethnicity

• Family Size/Makeup• Gender/Sexual Orientation• National Origin• Race• Religion

Defacto Disparate ImpactDiscrimination

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an applicant leave with negative feelings about Sunbelt Rentals, Inc. The applicant may never end up working for us, but he or she might end up working for one of our customers.

There are three key behavioral factors to any employee’s success:

1. Reliability – This is a key factor. Unreliable behaviorscreate disruptive workplaces that impacts not only theemployee’s performance but the performance of teammembers.

2. Fit for Role – This has two aspects: (1) matching theculture of the organization; and (2) matching the traitsnecessary for the job. Sunbelt Rentals’ culture is aunique, entrepreneurial workplace that someone froma different background may not fit. Likewise, considerthat most outside sales people couldn’t stand being inan office doing accounting and most accountants wouldnot want to be out cold-calling.

3. Skills (or trainability) – These are sometimes the hardest to confirm. The nature of our businessmakes it difficult to measure mechanic or other skills without visual confirmation. However, withsome careful questioning about specific scenarios you can usually get some idea of the skills anapplicant has.

Skills are important and someone can have all the skills in the world but if they are not reliable or do not fit the role they likely will not succeed. Hiring managers should work with Recruiting and Human Resources to understand the impact these area.

Assessing Reliability:

• Give me an example of a time you had to deal with a difficult co-worker (boss) - Walk me throughthe issue, what you did and the outcome.

• Tell me about your last performance review. What goals were set for you and what have you doneto achieve them? (If none were set ask them about their own goals.)

• Can you give me of something that caused you to be frustrated at work and how you dealt with it?• What would your prior co-workers say is your top trait?• What would your co-workers say you do that frustrates them?• How do you deal with stress in the workplace?• Tell me what your previous employers will say about your attendance

Consider whether the applicant answers indicate a professional approach to workplace conflict.

Assessing Fit for Culture and Work Traits:

• What do you enjoy most about your current (or previous) role?• What do you find most frustrating about your current (or previous) role?• Describe your ideal boss to me.• What would make you unhappy with our company or in this role?• Describe your ideal work place?

Fit

Skills

Reliabity

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Compare the applicant’s answers to the workplace and role s/he has applied for. Be honest in assessing the individual who will manage the applicant (especially if it is yourself) and what the applicant says about a boss.

Assessing Skills:

• Your resume says you have done X, can you give me an example of that?• Your resume says you have X skill, can you give me an example of using it?• When was the last time you did X?• Provide a scenario and ask the applicant to walk you through.

Tips on Formulating a Good Question

• Remember to keep all questions focused on bona fide occupational qualifications.• Follow up with the applicant to answer the question if s/he avoids the issue.• Ask for specific examples of issues when you feel an applicant is being too general or not being

upfront about a subject.• Most importantly, ask open ended questions without guiding the applicant towards the answer you

want.• Use the STAR Method give me the Situation, the Task, Action you took, and the Results (STAR)

Be sure to ask for details and clarification. If an applicant says, “I’m a hard worker” or “I’m a fast learner” the interviewer can ask, “Can you give me a specific example of [insert characteristic]?” If an applicants says, “I want to be appreciated by my boss” or “I’m looking for a position I can grow in” then the interviewer should ask, “Can you tell me what that means to you?”

Sunbelt Rentals has developed a list of competencies and job description for each job. These were developed to assist in identifying, training, and managing people more objectively. Be sure to review these important components as part of the hiring process.

The appendix provides a list of suggested questions based on the competencies for each role. Notice these questions are open ended; Managers should avoid yes or no questions. Try not to lead the applicant when asking questions, example “This job requires X characteristics. How would you describe yourself?” It is best to review deeper details about what you are looking for after the question phase.

Prepare specifications for the position

1. Start with the competencies developed by the Sunbelt Team.2. Use multiple inputs for more detailed understanding of the role as it applies to your location.

a. Ask your manager or other employees about what it takes to be successful in the positionfor which you are interviewing.

b. This input will also allow you to develop a realistic job preview.3. Review the job description used in the job posting.4. Consider past and current employees.

a. Why were they successful or not?b. What were the skills they had or lacked?

5. Give attention to future changes or the “bench strength” you will need.6. Separate “critical” requirements from the “nice to have” elements.

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JOB HIRING PROCESS

There are two fundamental requirements necessary before you can begin to hire a new employee:

1. Unfilled Position (Headcount)2. Open Requisition (Approval to fill)

An “unfilled position” is the term used in Workday to represent available headcount. A position is limited to the “job profile” for which it was created. For example:

Mechanic (unfilled) is a mechanic headcount and may only be filled with a mechanic.

Positions must be initially created for each role on the team. Once they are created, the position may be refilled in the event of an opening due to termination, discharge or promotion. If a manager needs additional headcount (more employees) then a request to create a new position can be made.

An “open requisition” is the approval to fill an open position. An unfilled position cannot be filled at the discretion of the manager. Without an approved requisition an open position cannot be filled.

Think of a position as a parking space (headcount) designed for a specific type of vehicle (job profile). If the position is empty then you get a requisition (parking ticket) allowing you to place an employee with the right skill set (job profile) to fill that spot.

PROCESS OVERVIEW

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