Career Employment

• Statistics - A Year in Review
• Testimonials

Statistics – A Year in Review    
We are excited to celebrate the 2nd anniversary of our Hiring Enhancement Program! This past year we have continued to work with a growing number of hiring mangers across the University to share best practices and develop additional hiring and selection tools.  The success of our program is defined by the number of hiring departments and managers that utilize our resources and services. With that being said, I am happy to report that we have had another successful year! We appreciate you partnering with us to continue to improve the hiring and selection process for everyone involved. Below are some statistics of exactly how our collaboration this past year has impacted our University and how many of you have taken advantage of our services. 

165 Department Visits and/or Consultations:

• Topics included Hiring Timeline Customizations, Job Summary and Posting Specific Question Consultations, Data Integration Sessions, Panel Orientations, Hiring Enhancement Program Overview Presentations, and much more.

655 Interview Guides Customized:

• Phone Interview Guides
• In-person Interview Guides
• Reference Guides

610 Training Participants:

• 114 People Certified in Behavior Based Interviewing

49 Trainings Conducted:

• 25 Standard
• 23 Customized

8 Hiring & Selection Tools Created and/or Updated:

• Disposition Definitions for the Online Employment System (OES)
• Conversations for Extending a Job Offer
• UK HealthCare Culture Driven Interview Questions
• Integrating a Panel Interview into your Selection Process
• Behavior Based Interviewing Quick Guide
• The Dos, Don’ts and Whys of Interview Questions (Updated)
• Applicant Disposition Tracker
• Sample Script for the “Thanks, but No Thanks” Conversation

We also upgraded the UK Jobs website (http://www.uky.edu/HR/working/). By adding valuable information regarding benefits and employee testimonials to the web site, we are encouraging our applicants to consider the University an employer of choice. In addition, we enhanced the dedicated Hiring Enhancement Program website (http://www.uky.edu/HR/employ/HiringEnhancementProgram.html).  We have continued to distribute a monthly newsletter to communicate upcoming trainings, new resources and services, as well as a monthly hiring and selection tip. Archived copies of the monthly newsletters over the past two years are available on the Hiring Enhancement Program website.

We have enjoyed working with each of you this past year and appreciate the time and effort that you have invested in the hiring and selection process. We are confident that this investment will continue to pay off as your new hires are successful and grow in their roles. Our ultimate success will be measured by the strong employees hired into our organization and the contributions they make to improve our workplace accomplishments. We look forward to continuing to provide our services to you in the upcoming year. Thank you again for allowing us to work with you to hire the most qualified, best fit candidates.

Testimonials
“We recently advertised an Administrative Support position in our area and used a customized behavior based interview guide designed by Human Resources to select the final candidate for the position.  HR provided our department with a phone interview guide, one-on-one interview guide, panel interview guide, and a reference guide.  All the questions in each guide were specifically designed to fit the job description for our open position, and to target specific, desired positive behaviors.  The system made the interview process much easier and targeted.  I would definitely use the service from Human Resources again.” – Marla Powers, Administrative Staff Officer III (Information Technology, Office of the CIO)

“Recently, I completed the hiring process for a highly competitive position within my department. After the process, I received an email from one of the candidates that was interviewed but not selected for the position that highlights the goal of behavior based interviewing. The email was as follows: ‘I enjoyed going through the interview process with you. I would also like to mention just how impressed I was with all the professionalism that was displayed throughout the process. I am sure coupled with all the questions asked, no doubt Physiology found the most qualified candidate.  Good Job!’ Behavioral based interviewing has allowed us to find the best fit, most qualified candidate for our position using a fair and transparent approach not only for the managers involved but also the candidates.” – Christy L. Anderson, Acting Assistant Dean for Organizational Management (College of Medicine, Department Administrator, Physiology)

“We used behavior-based interviewing for the first time in the Circulation Department at W.T. Young Library during a candidate search in spring 2010. The position required excellent public service skills, good judgment, and an ability to react to difficult situations quickly. Although in previous searches we had used questions that asked candidates how they would react to certain situations, behavior-based questions allowed us to dig deeper into actual experiences that demonstrated the traits this position needed. Human Resources guided us through the whole process, from preliminary planning to question formulation to a final evaluation session. The process was professional and thorough, and I feel it was absolutely invaluable in helping us hire the right person!” – Jennifer A. Bartlett, Head of Reference Services (University of Kentucky Libraries)

• What’s New?
• Did you know?
• Selecting for Success TIP

  What’s New?
  Because conducting an effective behavior based interview involves several steps - including creating or selecting interview questions, gathering information from the candidates, and evaluating the information once you’ve received it - we’ve created a new tool, Behavior Based Interviewing Quick Guide.  This guide clearly identifies what you’re trying to learn, what information you need, recommended interviewing techniques and “watch-outs”, as well as how to evaluate the information to help you select the most-qualified, best fit candidate for your position.  Whether you have attended our Behavior Based Interview trainings and use this as a refresher or want to learn new techniques before your next interview, the Behavior Based Interviewing Quick Guide will provide you with a snapshot overview of the most significant factors to consider when conducting a behavior based interview.

  Did You Know?
  Did you know that you can obtain your new employee’s social security number from OES to register him or her for New Employee Orientation? This option is only available once the salary recommendation is approved in OES. Below are the step-by-step instructions on how to access this information for your new employee.

  • Log into OES and click “View Open” under the Job Postings header on the left hand side. This will display all of the open requisitions that you have access to.
  • Locate the requisition that your new employee was hired on. The posting status should say “Offer Pending” for this requisition.
  • Click on the “Get Reports List” under the Posting Date column.
  • This will take you to the “Posting Reports” screen. Choose the “Hire Report” option under the Report Choices header and click “Generate Report”.
  • This will open a separate window which will display your new employee’s name and social security number. Remember to close out of this window when you have obtained the necessary information.

   

  Please note that this option is only available to hiring officials who have OES accounts to submit positions. Guest users cannot access this information.

  Selecting for Success TIP: Conduct a Successful Behavior Based Interview! Behavior based interviewing is a successful interviewing technique that provides an organized, legally creditable method to effectively evaluate candidates.  This interviewing best practice enables you to gather information on the candidate’s past behaviors and work experience, to evaluate whether or not the candidate has the necessary skills and knowledge needed for the job, as well as the opportunity to learn what motivates him or her.  Here are some TIPS on how to conduct a successful behavior based interview:       

  • Follow up on any needed information from the candidate’s application material.  Include a background review of his/her education and work experience.  This gives the candidate an opportunity to get comfortable talking about himself or herself and his or her past experiences.
  • Ask planned behavior based questions based on the most important competencies of the job.  These questions should be open ended and focus on their past experiences utilizing the desired skills.
  • Collect responses in a STAR (Situation/Task, Action, Result) format to ensure you have a complete understanding of the candidate’s experience.
  • Be cautious of general responses such as:  “I always…”, “We…”, “I plan to...” etc.  If you receive this type of response, ask follow-up questions to get a specific example.
  • Ask open-ended follow-up questions to get the information you need to effectively evaluate the candidate.
  • Avoid theoretical questions (i.e. “How would you do that?”) and leading questions (i.e. “Did you follow up?”).
  • Ask motivational fit questions that allow you to evaluate if the tasks and activities of the job will satisfy the candidate.
  • Some examples of fit questions are:  “How satisfied or dissatisfied were you with ______?”; “What did you like and dislike most about your current or last job?” “What was so satisfying or dissatisfying?”

  Note:  It is an HR best practice to inform each candidate prior to the interview and during the opening of the interview that you will be asking behavior based interview questions.  Let each candidate know that you will be looking for specific examples from his or her past experience, what his or her role was or what actions he or she took, and the results of those actions.  This will give your candidate the opportunity to be more prepared during the interview, which will help you develop a complete picture of your candidate. 
  Including these steps will help ensure you get the information you need to make a great hiring and selection decision the first time!

In this Issue:

• Did you know?
• Employment in the News
• Selecting for Success TIP

Did You Know?
In the U.S., the average amount awarded in an employment discrimination verdict in 2010 was $317,032. As a hiring official, it’s critical to ensure that the hiring and selection process is legally appropriate and interview questions are job related. Knowledge of federal and state legislation as well as University policies and procedures will help ensure you ask job-related questions to obtain the information you need to make a hiring decision. Below are some recent statistics regarding employment discrimination in 2010:

• Employers only have 42% odds of winning an employment discrimination case at trial.
• An employer is least likely to win a pregnancy employment discrimination case.
• The largest monetary verdicts are awarded to disability discrimination claims and age discrimination is a close second in the amount awarded.
• Finally, the most common claim filed is sex discrimination.

Source:  Toth, Mark. (October 21, 2010). All New Employment Law Quiz [Manpowers Webinar Series
2010].  Retrieved December 14, 2010, from http://www.brighttalk.com/webcast/23151.

Employment in the News
Due largely to the current national job economy, the Equal Employment Opportunity Commission (EEOC) has seen an increase in discrimination charges and claims over the last fiscal year (2010).  According to the following Wall Street Journal article, Charges of Bias at Work Hit Record Level, “When times are good, people are happy and when they’re not, they aren’t.”   http://online.wsj.com/article/SB10001424052748703791904576075802209115360.html?mod=WSJ_Careers_CareerJournal_4.

Selecting for Success TIP:  Manage the Candidate’s Perception During the Hiring and Selection Process!

As an interviewer, you not only represent your department but also the University to the candidate.  It’s important to keep in mind how candidates perceive they are treated during the hiring and selection process.  Candidates need to be treated fairly and leave with a positive impression of the department and University whether they are selected for the position or not.  Here are a few tips to ensure a positive candidate impression: 

• Be organized and professional when initially contacting your candidates to schedule interviews.  See our Conversations for Scheduling Interviews document for assistance.  
• Do not research your candidates on the internet.  When Googling a candidate on the internet you may learn details that you don’t need to know to make a hiring decision (i.e. if the candidate has kids, their hobbies, and/or religious information, etc.). These are all personal topics that don’t provide information on their skills, knowledge and ability to do the job.  
• Hire for the job – ensure that your interview questions are job related.  
• Be consistent and ensure that each candidate is given the same opportunity during the interview process (i.e. interviewed by the same people and asked the same interview questions). 
• Make a positive impression during the interview and be enthusiastic about the position.  Leave negativity behind and convey a positive attitude and actively listen to the candidate’s responses - this will encourage and prompt the candidate to be open and forthcoming regarding their experience.  
• Actively communicate with your candidates during the hiring and selection process.  Provide timely feedback to candidates after phone or in-person interviews, even if they don’t move forward in the hiring process. 
• Make your employment decision based on merit and whether the candidate has the skills, knowledge and abilities to successfully do the job and how will they fit in the position, department and University.

 

The hiring and selection process is a two-way street and the candidate is making an important decision just as you are.  Each candidate should walk away with a positive impression and strong desire to work at the University of Kentucky!

In this Issue:

• What’s New?
• Did you know?
• Upcoming Trainings
• Selecting for Success TIP

What’s New?
HR best practice is to first extend a verbal job offer to your top candidate; however, a written offer letter is a great way to effectively communicate and confirm the verbal agreement. Creating an Offer Letter, provides a checklist of details to include and what not to include in an offer letter as well as a sample offer letter. 


Did You Know?
Last fiscal year (July 2009-June 2010) the University received over 70,000 qualified applications for the 2,241 jobs posted. The individuals submitting these applications reasonably expect to be kept up to date on the status of their application. The Online Employment System (OES) helps manage this communication by generating two e-mail updates to applicants. The first e-mail update is sent to any referred applicant on the day that their application is referred from HR Employment to the hiring department. This email lets the applicant know that his or her application and supporting documents have been sent to the hiring official for review. The second e-mail is generated once the applicant dispositions have been entered by the department and the Payroll Authorization Record (PAR) has been approved by the responsible Employment Specialist or Consultant. This e-mail states that “another candidate was offered and accepted the position.” It is important to complete the dispositions in order for applicants to be informed of the status of the job in a timely manner.

Selecting for Success TIP:  Effectively Communicate with Candidates during the Hiring Process!

When conducting a search, it’s important to remember that as a hiring official, you have a responsibility to maintain solid communication throughout the hiring process with all candidates you have contacted. That may be easier said than done as revealed in a 2007 survey of new hires conducted at UK by HR Employment. The feedback from the 380 new hires that completed the survey revealed that 41% of new hires were dissatisfied with communication during the hiring process.  That’s almost half!   It’s crucial to keep the lines of communication with candidates open, and as transparent as possible.  Here are a few tips to assist you in communicating successfully with your candidates:

• Create a timeline and stick to it.  Once referrals have been made in the Online Employment System (OES), referred applicants receive an automated e-mail message explaining that the application screening process usually takes 2 – 4 weeks. Applicants are anticipating having an interview date scheduled by the end of the 4 weeks. Block off time on your calendar dedicated to reviewing the applications to meet this expectation.
• Contact your top applicants. First impressions are critical, so make sure you’re prepared and professional when making the call or e-mailing those applicants you’d like to interview. Confirm the interview date, time, and place, and provide important details on parking and the name(s) of the interviewer(s) in a follow-up e-mail to the candidate.
• Keep candidates in the loop. Be open about your timeline to complete all phone and in-person interviews, and how many applicants you have scheduled to interview. It’s also important to stay in contact and provide candidates updates if they are or are not moving forward in the interviewing and selection process. While this may seem like a hard phone call to make, candidates are usually just glad to know where they stand and rarely press for additional information.   
• Be timely when entering turn-down reasons in OES. After the candidate you’ve chosen as the best fit accepts your official job offer, enter the disposition reasons in OES for those applicants who were not selected. This generates an automated e-mail, and lets those applicants who were not referred know that the position has been filled.

The Hiring Enhancement Program website offers many tools and checklists to keep you organized.  As always, feel free to contact your dedicated Employment Consultant for help in any step of the hiring and selection process.

In this Issue:

• Update
• What’s New?
• Upcoming Trainings
• Selecting for Success TIP

Update
The US Citizenship and Immigration Services recently released revised guidelines on completing the I-9 Employment Eligibility Form. Based on the recommendations in this manual, HR has begun making paper photocopies of documents accepted during the employment eligibility verification process. These copies will be stapled to the employee’s completed I-9 form; please do not remove these copies as the copies will need to remain with the I-9 form as it is processed in HR Compensation. If you would like to learn more about the University’s I-9 procedures, please review our website at: http://www.uky.edu/HR/tempjobs/i-9.html.

What’s New?
When hiring a supervisor, you must evaluate if a candidate has the necessary skills, experiences, and motivations to be an effective leader. Interview Questions for a Front Line Supervisor, provides competencies and questions you can include to assess the candidates’ leadership abilities throughout the selection process (phone interview, in-person interview, and reference check). This tool is the first in a 3-part series to be offered that focuses on the competencies and skill sets required to be successful in a leadership role. Keep your eyes open this summer for additional leadership tools focusing on mid-level manager and executive director positions.

Upcoming Trainings
We have several upcoming trainings scheduled. Please join us and expand your hiring and selection knowledge! To learn more about these trainings, click on the training title or visit http://www.uky.edu/HR/employ/HEPTraining.html.

Behavior Based Interviewing 101
Thursday, May 5th
1:30 – 3:30 pm
220 Scovell Hall, Suite 1

Behavior Based Interviewing 201
Thursday, May 12th
1:30 – 3:30 pm
220 Scovell Hall, Suite 1

Behavior Based Interviewing 301
Thursday, May 19th
1:30 – 3:30 pm
220 Scovell Hall, Suite 1

Legal Considerations
Thursday, May 26th
1:30 – 3:30 pm
220 Scovell Hall, Suite 1

Behavior Based Interviewing 1-Day Training
Wednesday, June 15th
8:00 a.m. – 5:00 p.m.
220 Scovell Hall, Suite 2

To register for the trainings, please use the “myUK” Training Center available under Employee Self-Service at http://myuk.uky.edu. For a quick tutorial on how to register, click here.

Selecting for Success TIP:  5 Interviewer Behaviors that Disenchant Job Seekers!
As the numbers of job seekers grow, so can their frustrations during the hiring process. It is important to provide a positive experience for all candidates during the hiring process in order to meet the goal of your top candidate to saying yes and other candidates leaving with a positive image of your department and the University. Listed below are behaviors that can dishearten job seekers and what you can do as an interviewer to eliminate these frustrations: 

• Being unprepared.
• All interviewers need to have ample time to review the position description, the candidate’s application materials and the interview questions.
• Respect the candidate’s time by being on time for the interview. 
• Interviewer taking over the interview.
• Don’t control the interview by not allowing the candidate to talk.  The candidate needs to be the main communicator during the interview; they should speak approximately 80% of the interview and the interviewer the remaining 20%.
• Actively listening throughout the interview (nodding head, taking notes, etc.) can send encouragement to a candidate and help them feel more comfortable, as well as showing them that you respect what they have to say.
• Give the candidate an opportunity to ask questions – remember they are making an important decision too!
• Inappropriate communication.
• The messages you convey through your observable demeanor can have a major impact on a candidate.  Maintain good eye contact, positive body language and facial expressions – your attitude will show your interest and focus. 
• Avoid yawning, stretching, checking your e-mail or phone, leaving the room; as these distractions can convey to the candidate that you are not interested.  
• Misrepresenting the job opportunity.
• Honesty is best; be clear and upfront with the position’s responsibilities, work environment and culture. 
• Be truthful about the salary. Provide the candidate with a realistic salary range and discuss what can be offered based on factors which include experience, education and departmental budget.
• Lack of communication after an interview.
• Follow-up with candidates after the interview to communicate whether they are moving forward or not in the interview process.  This brief conversation will mean a lot to a candidate even if they were not selected.

Avoiding these behaviors will help ensure candidates feel appreciated and respected and walk away with a good experience.

Happy Hiring!

June 2011 Newsletter

In this Issue:

• What’s New?
• Did You Know?
• Upcoming Trainings
• Selecting for Success TIP

 

What’s New?
The second tool in our three-part series focusing on hiring for leadership roles has been finalized. Interview Questions for a Mid-Level Manager, provides competencies and questions you can include to assess the candidates’ management abilities throughout the selection process (phone interview, in-person interview, and reference check). The final tool of this series, Interview Questions for an Executive Director will be available next month, stay tuned!

 

Did You Know?
Effective July 1, 2011, the pay scales for graded, regular Campus staff positions will increase by 1%.  Please keep this in mind when completing salary recommendation forms for any hire starting after July 1, as this may affect the proposed salary offered, as well as approvals required. Please feel free to contact your dedicated HR Employment team if you need additional information. 

Check out HR Compensation’s website on July 1, 2011 for the updated pay scales: http://www.uky.edu/HR/comp/

 

Upcoming Trainings
Behavior Based Interviewing 1-Day Training
Wednesday, June 15th
8:00 a.m. – 5:00 p.m.
220 Scovell Hall, Suite 2

To register for the trainings, please use the “myUK” Training Center available under SAP Employee Self-Service at http://myuk.uky.edu. For a quick tutorial on how to register, click here.

To learn more about all of our trainings visit http://www.uky.edu/HR/employ/HEPTraining.html

 

Selecting for Success TIP: Involve your team in the hiring process!
As a manager, it’s important that your team is positive, diverse and bought-in to the objectives and goals of the department and the university.  It is crucial that each person you add to your team is not only a good fit for the position, but also a good fit for the team.  Here are a few TIPS on how to involve your team in the hiring process:       

• Solicit feedback from your team on what skills, knowledge and abilities are a must in filling the new/vacant position. Incorporate this feedback into the job posting and the interview questions.
• Communicate that you have posted the position, and inform your colleagues, direct reports, and department of your hiring timeline.
• Email a quick link to the position on the Online Employment System and encourage your team to share the opportunity with others that might be interested and qualified. Referrals are a great way to recruit!
• Invite 1-2 of your top performers to participate on the interview panel and allow them to be part of the selection decision.
• Take all candidates on a tour of your department. This provides an opportunity for your team to meet the candidates and also provides the candidates with a realistic view of the work environment.

Including your team in the hiring and selection process will give them a greater sense of pride and demonstrates how their input makes a difference! 

Happy Hiring,

June 2011 Newsletter

In this Issue:

What’s New?

Updates

Upcoming Trainings

Selecting for Success TIP

What’s New?
The third and final tool in our 3-part series focusing on hiring for leadership roles has been finalized. The attached document, Interview Questions for an Executive Director, provides competencies and questions you can include to assess the candidates’ leadership abilities throughout the selection process (phone interview, in-person interview, and reference check). Regardless if you are hiring a front-line supervisor, a mid-level manager, or an executive director it is critical that you invest the time in selecting a leader that has the necessary skills, experiences, and motivations to be successful.

Updates
The new fiscal year is here and we’ve updated the Exceptional Benefits handout to reflect minor changes.  The attached version of this document, which can also be found on the Hiring Enhancement Program website, has been modified to include the appropriate changes for fiscal year 2012 (7/1/2011 – 6/30/2012).  Please be sure to replace any previous versions of this document to ensure you are communicating the most up-to-date and accurate information to your candidates and employees.

Another important update to share is that HR Employment has once again invested in purchasing pre-paid advertising packages for your department to take advantage of.  At no cost to your department, you can advertise your job opportunity on HigherEdJobs.com. We have also purchased a limited number of postings on JobTarget.com, and LinkedIn.com.  Please feel free to review these websites and determine if any of these options would be appropriate to advertise your next position. If you would like to place an ad on one of the above mentioned websites or discuss other advertising opportunities, please contact your Employment Specialist or Consultant.

Upcoming Trainings
We have several upcoming trainings scheduled. Please join us and expand your hiring and selection knowledge! To learn more about these trainings, click on the training title or visit http://www.uky.edu/HR/employ/HEPTraining.html.

How to Develop an Effective Job Posting
Wednesday, July 20th
9:00 a.m. - 11:00 a.m.
220 Scovell Hall, suite 2
Behavior Based Interviewing 1-Day Training
Tuesday, August 16th
8:00 a.m. - 5:00 p.m.
220 Scovell Hall, suite 2
UK’s Hiring Process
Thursday, September 15th
9:00 a.m. - 11:00 a.m.
220 Scovell Hall, suite 2
To register for the trainings, please use the “myUK” Training Center available under Employee Self-Service at http://myuk.uky.edu. For a quick tutorial on how to register, click here.

Selecting for Success TIP:  Determining Which Applicants to Invite for an In-person Interview
How do you select the right person for your department?  The answer to this question can vary depending on specific needs and requirements of the position and your department.  However, effectively utilizing the hiring process is the first step in making the right decision.  Here are a few TIPS to consider when determining which applicants to invite for an in-person interview: 

• Establish your selection criteria.  Review the position’s JAQ to determine the top three responsibilities for the position that will make the biggest difference to your department’s success. Consider which job responsibilities are most trainable and which responsibilities are least trainable. Also consider how this position’s responsibilities will blend with the work of your current staff.      
• Review applications.  Based on your established selection criteria carefully review the applications, giving equal consideration to all applicant materials including resumes, cover letters, as well as the applicants’ answers to the posting specific questions. 
• Review personnel files.  As a hiring official, you have access to current and previous UK employees’ personnel files.  You can review Performance Evaluations and other documentation regarding the employee’s performance. This is a very insightful step and helps to ensure you only push forward with applicants that meet your department’s performance standards.
• Conduct phone interviews. Phone interviews are an effective and efficient way to determine if your top applicants possess the “must have” skills and knowledge required to perform the job responsibilities. HR best practice is to select the top 10-15% of all qualified applicants.     
• Consider qualified internal applicants.  If an internal applicant (a current employee within your department or area) meets the minimum requirements, it is an HR best practice to consider him/her for the position. It is important to review all internal applicants with the same established selection criteria as external applicants and communicate in a timely manner regardless if he/she moves forward in the selection process.  

Keeping the above steps in mind will assist you in recognizing the applicants that should be further considered and interviewed for your position.

• Reminder
• What’s New
• Did You Know?
• Selecting for Success TIP

Reminder

For new employees hired on or after January 1, 2010, UK’s retirement savings plan benefit will change from immediate vesting to cliff vesting. This means that employees hired on or after that date must be employed at the university for five years before they are eligible to withdraw any of the employer match to their retirement plan. The change does not, however, affect the outstanding 200% match the university offers. For questions or additional information, please contact HR Benefits at 257-9555, option 1.

An updated version of our Exceptional Benefits document is attached for your use and distribution.

What’s New

A timeline is a useful tool that not only helps you stay time conscious during the hiring and selection process, but also ensures you take the necessary steps to hire the most qualified, best-fit candidate. Attached is a template timeline designed to walk you through the process from start to finish. If you would like a more detailed, customized guide for your vacant position, please contact your Employment Consultant.

Did You Know?

All regular positions are required to be posted for a minimum of 7 calendar days and can be posted any day of the week. This allows all potential applicants an equal opportunity to review the job posting and provides adequate time to apply to the position if they are interested. In order to maximize exposure for your job opportunity HR recommends posting the position over two weekends. This also gives potential applicants time to prepare their application materials.

Selecting for Success TIP: Utilize a Hiring and Selection Timeline to stay on track!Investing time in the hiring and selection process is critical to help you hire the right person. Developing a detailed timeline ensures that your selection process is effective and efficient. Here are some TIPS to consider when creating a timeline:

• Set a goal of when you would like to have your new employee start. This will guide you as you set timeframes for each step of the process.
• Use the attached template timeline to confirm that all steps of the selection process are included.
• Block off time slots for all members involved in the selection process. Include time for: application review, phone interviews, in-person interviews, data integration, reference checks/personnel review, committee meetings, etc.
• Be realistic when scheduling timeframes. Keep in mind holidays, vacations and other department projects, events, and commitments. Remember that your top choice candidate may need to give their current employer notice before they can officially start your position. This sometimes can be up to 4 weeks.
• Stick to your timeline! In a recent survey, 42% of UK applicants reported being frustrated with extensive time and lack of communication throughout the selection process regardless of if they were hired or not.

Planning ahead and creating a timeline will provide you with a guideline to follow. This will eliminate stress, ensure you don’t miss any important steps, and keep the experience professional for both you and the candidates.

• What’s New
• Selecting for Success TIP
• Employment in the News

What’s New

Coordinating all of the logistics for an in-person interview requires careful planning. We have created a new hiring and selection tool designed to guide you through the process. This easy-to-use checklist will outline the steps you will need to take in order to provide a professional and enjoyable experience for all involved in the interview.

Selecting for Success TIP: Building Rapport
Building rapport with a candidate is one of the most important aspects of making an interview successful! This allows the candidate to feel at ease and creates an environment that encourages the candidate to answer interview questions honestly and openly. Listed below are several TIPS to consider when building rapport with the candidate:

• Make sure that your first impression is positive.
• Be on time and be prepared.
• Greet the candidate and open the interview with simple rapport building questions such as, “Did you have any trouble finding us?” or “Would you like some water?”. (Remember these questions should be appropriate for an interview – stay away from questions about martial or family status, religion, etc. See our Dos & Don’ts of Interview Questions document for clarification on what questions to avoid http://www.uky.edu/HR/employ/documents/DosandDonts.pdf
• Introduce all of the interviewers, including their job title, their department and how they will be interacting with the candidate.
• Share or confirm details such as estimated interview duration, interview format, etc…
• Acknowledge that the interview is a chance for both of you to get acquainted, for you to learn more about the candidate’s skills and experience and for the candidate to learn more about the position and the university.
• Create an environment that encourages the candidate to respond openly.
• Make sure the interview area is free from distractions and interruptions. For example, turn cell phones off and place a “Do not disturb” sign on the door. This will not only help the interview flow smoothly, but it also leave the candidate feeling as though they were treated with dignity and respect and that you value the time you have with them.
• Give sincere and specific compliments to enhance the candidate’s self-esteem when they provide you with answers that meet or exceed your expectations. For example, “Wow, two major wins in one day, that’s great. You must have been excited”.
• Listen and respond to sensitive information provided by the candidate with empathy. For example, “I can’t imagine how difficult that must have been”.
• End on a positive note. Thank the candidate for their interest in the position and for their time to interview.
• Commit to a timeframe when you will get back to the candidate to communicate the next steps of the selection process.

Interviews can be a nerve racking experience for even the most prepared candidate and it’s important to acknowledge the candidate’s viewpoint. When solid rapport has been built, you receive the information you need to effectively evaluate the candidate for your position.

Employment in the News

The hiring and selection process should be a positive experience for both the candidate and interviewer. As a hiring official, there are steps that you can take to help ensure a good candidate experience while promoting the position, your department and the University. The article linked below from HRRecruitingAlert.com lists the top 10 behaviors displayed byhiring officials that lessen the chance of a successful hire. By avoiding these pitfalls, you can enhance the interview experience for all involved while highlighting the UK as One Great Place to Work!

To read the article, please click on the following link: http://www.hrrecruitingalert.com/10-dumb-ways-managers-drive-job-applicants-away/.

• Thank You!
• Statistics - A Year in Review
• Testimonials
• Upcoming Trainings

Thank You!

In January 2009, just over a year ago, we held our first kick-off session introducing the Hiring Enhancement Program! We’d like to take the time to thank you for making this program a huge success in its first year. Not only have you invested your time in learning more about the program but you’ve also utilized the resources, services and trainings that are available to you - and even submitted suggestions to make the program better! Thank you for allowing us to work with you to hire the most qualified, best fit candidate for your positions.

Statistics – A Year in Review

In the past year, we were able to reach out to hiring officials across the University, providing a variety of hiring and selection resources as well as sharing and implementing best hiring practices. On our first anniversary, we would like to share some statistics with you that demonstrate how our services positively impacted the hiring practices of our great organization and how many of you have taken us up on our offer of assistance.

198 department visits/consultations

• hiring timeline customizations
• job summary and posting specific question consultations
• data integration sessions
• panel orientations
• program overview presentations

259 interview guides customized

• phone interview guides
• in-person interview guides
• reference guides

329 people trained

• 51 people certified in Behavior Based Interviewing

36 trainings conducted

• standard/scheduled trainings
• customized trainings

4 trainings created

• How to Develop an Effective Job Posting
• Behavioral Based Interviewing Series
• Legal Considerations
• UK’s Hiring Process & Interviewing Techniques

9 hiring & selection tools created

• UK Hiring Fundamentals
• Hiring & Selection Timeline
• Application Review Checklist
• Logistics for Scheduling Interviews
• Conversations for Scheduling Interviews
• Personnel File Review
• Exceptional Benefits
• All About UK
• HR Employment Resources

We have also created a dedicated website: http://www.uky.edu/HR/employ/HiringEnhancementProgram.html and a monthly Hiring Enhancement Program newsletter (started in March 2009) to better communicate trainings and resources available.

We have enjoyed working with each of our Hiring Enhancement Program customers this past year and appreciate the time and effort invested in the hiring process. We look forward to continuing to provide you with our services and new resources to help ensure a positive hiring experience while promoting One Great Place to Work!

Testimonials

“Over the past twelve months I have become a big fan of the services of the Hiring Enhancement Program. I have used their consultation services and they have prepared numerous interview guides for me as well. Not only have the services they provided saved me time and helped me create a better candidate evaluation process, but their customer service has been excellent. They always work to understand and meet my needs.” – Courtney Higdon, Patient Access Services Director/UKHC (UK HealthCare Patient Services)

“I’ve had the opportunity to use the behavioral based interviewing process when hiring many employees. The process absolutely works! The ability to work directly with a competent Employment Consultant who can lead you in the development of creating great questions that “get results” is invaluable. Reviewing each qualifying dimension in the interview process and developing the “right questions” is hard work, but it’s well worth doing to get qualified “right fit” employees. I highly recommend the process to anyone looking to hire any level employee.” – Sarah Nikirk, Auxiliary Services Director Associate (Auxiliary Services)

“I was in the first graduating class of the Behavior Based Interviewing series. The series was so helpful that I suggested it be presented (and it was) to all of our clinic managers. Our office has also used other facets of the Hiring Enhancement Program – we worked with our Employment Consultant in developing customized interview guides (telephone and face-to-face) for a particular vacancy that we had and for on-site training for the evaluation process (a very crucial part of the hiring process that is often overlooked). I feel that the HR Career Employment Consultants are there any time we need help in making our next hiring experience the most successful it can be – they provide valuable resources in helping us find the best candidate for the position.” – Karen Robinson, Assistant Director of Dental Clinic Operations (College of Dentistry)

• Reminder
• Did You Know?
• Selecting for Success TIP

Reminder

With a new fiscal year just around the corner, it’s a good idea to start thinking about your budget and preparing for your FY 2011 staffing needs. There are several staffing situations that can affect your budget - perhaps your department has been considering budgeting a new position or you are anticipating new grants that will require additional staffing or maybe someone in your area will be retiring or taking advantage of phased retirement. Planning is the key to all of these staffing opportunities. Don’t hesitate to collaborate with your dedicated employment team to find the right solution for your department’s needs in any of these situations. Also remember STEPS Temporary Employment can be a cost-effective solution for any interim staffing need.

Did You Know?

A position doesn’t have to be vacant in order to be posted on the Online Employment System (OES). In fact, if an employee is retiring or has given ample notice, the incumbent and the new hire can be employed in the same position number for up to six weeks. This allows the incumbent time to potentially train the new hire before leaving the position, making for a smoother transition. You will want to work with your budget officer to ensure your department can financially support paying both individuals simultaneously.

Selecting for Success TIP: Create a success profile.
A HR best-practice for selecting an ideal candidate for your position is to develop a success profile for your job. A success profile captures the requirements of a job including the knowledge, experience, competencies and personal attributes that are critical for an individual to succeed in a position. Creating this profile before your search begins will set a solid foundation for you and your search committee to better understanding what you are looking for in your applicant pool. Listed below are several TIPS to consider when creating a success profile for your position:

• Identify how the position aligns with the strategic success of your team/department/unit and the broader organization.
• Determine what skills, knowledge, abilities and experiences are necessary for someone to successfully achieve desired outcomes.
• Establish 2-4 responsibilities for the position that will make the biggest difference to your team/department/unit’s success.
• Consider how the position’s responsibilities blend with the work of your current staff to create value.
• Identify three solid performers in the same position (if possible) and assess what common characteristics have allowed these performers to succeed. Consider what these individuals “can do” and “will do”.
• Determine what has prevented individuals from succeeding in this position in the past – what skills/knowledge/abilities were missing?
• Evaluate what skills and knowledge your team might be missing to meet team/department/unit and organizational goals on a much broader scale.

Spending time planning, creating and implementing your success profile will provide the framework for selecting the best-fit, most qualified candidate to help you and your department succeed! If you’d like to see a sample success profile or would like help developing one for an upcoming search, please contact your dedicated Employment Consultant.

• What’s New – Recruitment Web Site Sneak Peek
• Did You Know?
• Selecting for Success TIP

What’s New
When interviewing an external candidate it’s important to sell the position and its opportunities, as well as the experience of working at the University of Kentucky.  To help with these efforts, we have created a recruitment website which contains testimonials from current UK employees, information about our exceptional employee benefits, statistics on the University and information about living in Lexington, Kentucky.  In the next few months this website will replace our current UKJobs website.  The goal will be to proactively promote working at the University to all potential employees as they review and apply for job openings.  To get a sneak peak of the new website, click on the following link www.uky.edu/hr/working.  If you have any feedback regarding this site, please don’t hesitate to e-mail us at hiringenhancement@uky.edu.  

Did You Know?
The Online Employment System (OES) has a feature called “guest user,” which allows individuals without an OES hiring official account to access information in the OES. This feature offers a great way to provide search committee or panel members with access to application materials without having to make and distribute paper copies.

You can create a guest user account when submitting a posting through OES by navigating to the “Guest User” tab in the job requisition and clicking on the link that says “Activate Guest User.” The system will generate a user name and prompt you to create a password.  Once applicant referrals have been made, anyone using the guest user name and password will be able to view the application materials submitted by the referred applicants.

If you would like to activate the guest user feature after the job requisition has opened, please contact your dedicated Employment Specialist or Consultant and we’ll be happy to assist in turning on this functionality.

Selecting for Success TIP: Understanding the Qualifying Equivalency Question.
The majority of regular staff positions have minimum requirements, that define how much education and “related” work experience an individual must have in order to qualify as an applicant for that position. All job requisitions have a series of  Qualifying Equivalency (QE) questions which are designed to assess if the applicant meets these minimum requirements.
Creating a very targeted and specific definition for “related” work experience can have a huge impact on the size and quality of your applicant pool. One tip is to ensure the “related” experience question is written as clearly and unambiguously as possible to try to eliminate any potential confusion on the applicant’s part.
Another tip is to spend some time identifying the kind of work experience a potential applicant would need to be successful on the job. The goal is to define the “related” work experience broadly enough that you will have a sufficient number of applicants to consider but narrowly enough that individuals who truly lack enough relevant experience to be successful in the position would hopefully be screened out based on their answers.
However, it is important to note that the University does use an “equivalency” system to determine whether or not an applicant has the sufficient combination of education and related work experience. This means that applicants who have completed advanced education can substitute that education for the related work experience. It also means that applicants can also substitute additional related work experience for the educational requirement.

For example, the minimum requirements for an Administrative Support Associate are an Associate’s degree and 3 years of “related” work experience. Using the equivalency system, applicants with the following combinations of education and related work experience could also qualify: Bachelor’s degree and 1 year of “related” work experience or a High School Diploma and 5 years of “related” work experience, etc.

Note:   An applicant self-discloses the answers to the QE questions.  Therefore it is an HR best practice to review the applicant’s responses to the QE questions during the application review process and confirm that he or she meets the established minimum requirements for the position. 

If you have questions on developing a QE for your position contact your dedicated Employment Specialist or Consultant to determine what “related” work experience would be most appropriate for your position.  Again, being very specific on the QE questions can help ensure that you get a more qualified applicant pool with the type of experience you are looking for.

Happy Hiring!

• Did You Know?
• Selecting for Success TIP

Did You Know?
A new employee is eligible for benefits on the first day of the month following his/her start date. See below for examples of how this works:
New employee’s start date                     Benefits eligibility date
June 1st                                                 June 1st (or July 1st at the employee’s request)
June 8th                                                 July 1st
June 30th                                               July 1st
July 1st                                                  July 1st (or August 1st at the employee’s request)

However, if an employee is transferring from a temporary position (i.e. STEPS, on-call, etc.) to a regular position, then the employee would be eligible for benefits on the actual start date of his/her new position regardless of when it occurs during the month.

Benefits include health, dental, vision and flexible spending accounts. Basic life insurance for all regular full-time employees begins on the employee’s actual start date. All other benefits administered through HR’s Benefit office (i.e. retirement, optional life insurance, etc.) depend on the employee completing the necessary paperwork within the first 30 days of employment. If you have questions regarding benefits for your employees, please contact the HR’s Benefits Office at 257-9519, option 3.

Selecting for Success TIP: Don’t Avoid the “Thanks, but no thanks” Conversation.
Communication throughout the hiring and selection process is extremely important. It allows the candidate to know where he/she stands in the process as well as provides insight into how employees are treated at the University.  Although it is hard to tell someone that they weren’t your top candidate, it is important to communicate this message so the candidate feels valued and respected.  Listed below are several TIPS to consider when telling a candidate “thanks, but no thanks”:

• Be timely. Set a timeframe of when you will be touching base with the candidate regarding your decision and stick to it.  It is better to call the candidate and let him/her know that you need additional time to make your decision than to have no communication at all, leaving the candidate “in limbo.” 
• Make the “thanks, but no thanks” conversation sincere, brief and to the point. The candidate will appreciate that you took the time to inform them of your decision even if they weren’t selected.
• Start the conversation by stating the purpose of your call.

“I am calling to follow-up on the interview we had last week for the Admin Support position”.

• Let the candidate know your decision.

“After interviewing several candidates for this position, we have decided…to move forward with other candidates,…to offer the position to another candidate, or…to broaden our applicant pool and re-open the position."

• Be prepared to provide a response to “May I ask why I was not selected?” Although it is rare, some candidates would like honest feedback on how they interviewed and why they were not chosen for a position. For those candidates, receiving constructive feedback may help them in the future. So, be prepared with a response (sincere and constructive) in case you are asked.
• End the conversation on a kind note by thanking the candidate for his/her interest, wishing the candidate well on his/her job search, and encouraging the candidate to continue to look for positions at the University.

“Thank you again for taking the time to interview for this position. I wish you well in your job search and please continue to apply for positions here at the University.”

Maintaining communication with candidates is just as important at the end of the hiring and selection process as it is in the beginning. Good communication ensures that all candidates have a positive experience with your department and the University.  Remember the candidates you turn down may not be the most qualified, best fit for your position but might be perfect for other positions at the university.

• Did You Know?
• Selecting for Success TIP
• Employment in the News

Did You Know?
The start date of a new regular staff employee can happen any day within a pay period as long as it is after the candidate has successfully completed his/her pre-employment screenings. However, if an employee is transferring positions within the university there may be some limitations to when the employee can start his/her new position. See below for examples of how this works:

Current Payroll Cycle/Area	New Payroll Cycle/Area	Start Date
New Hire	Monthly or Bi-weekly (including HealthCare Payroll**)	Any day in pay period
Monthly	Monthly	Any day in pay period
Monthly	Bi-weekly - HealthCare Payroll**	1st calendar day of the month
Monthly	Bi-weekly - Campus Only	Transfer any day*
Bi-weekly	Bi-weekly - Campus Only	Any day in pay period
Bi-weekly	Bi-weekly - HealthCare Payroll**	1st calendar day of a bi-weekly pay period
Bi-weekly	Monthly	Transfer any day*
STEPS	Monthly or Bi-weekly	1st calendar day of a bi-weekly pay period

                                                           
Transfer any day* = department needs to work with a Compensation representative prior to the employee transferring to confirm the start date and ensure that no payroll issues arise from the transfer.

HealthCare Payroll** = Chandler and Good Samaritan hospitals and the clinical departments within the College of Medicine.

If you need to contact HR Compensation regarding questions of when an employee can transfer, please contact the assigned Compensation representative. Contact information for the Compensation Specialists is listed below as well as the assignment area by the new/transfer employee’s last name. 

Last Name        Compensation Representative    Contact Information
A – D                Lisa Sibley                                257-8955 or Lisa.Sibley@uky.edu
E – K                Carla Braun or                           257-8948 or Carla.Braun@uky.edu
                        Steven Osborne                        257-0584 or Steven.Osborne@uky.edu
L – R                Barb McHone                            257-8952 or Barbara.McHone@uky.edu
S – Z                Stephanie Francis                      257-8918 or Stephanie.Francis@uky.edu

Selecting for Success TIP: Internal Applicants - An Important Part of the Selection Process!
It’s important to carefully consider and manage communications with all applicants that are internal to your department.  You don’t want to assume you know everything about an internal applicant’s skills, knowledge and abilities because they are currently working in your department.  You want to give all potentially qualified internal applicants an opportunity to demonstrate his/her skills and abilities and how they met the needs of the vacant position.  Here are some important TIPS to consider regarding internal applicants: 

• Take time to review all application materials for applicants internal to your department and seriously consider them for the position.  HR best practice is to include all qualified internal applicants in your selection process.
• Evaluate internal applicants with the same selection criteria as external applicants (i.e. internal applicants need to be asked the same interview questions and interviewed by the same interviewers just like an external applicant, etc.). 
• Communicate with your internal applicants whether or not you decide to move him/her to the next level of the selection process.  It is important that you are timely, respectful and honest with your communication/feedback.  This can serve as a professional development opportunity especially if the internal applicant is not selected for the position.  If not selected, explain why they were not selected and what skills they need to focus on if a similar position becomes available in the future.

 

Note:  If an internal applicant does not have the skills, knowledge and abilities for the position, avoid moving him/her forward in the hiring and selection process.  A better next step is to communicate with the employee directly, learn what his/her goals and objectives are and provide feedback on how he/she can improve and gain the needed skills to advance in his/her career.   

We want to promote and keep strong, dedicated employees at the University.  It’s important that you handle internal applicants with respect as this lets them know you are concerned about their career path and growth.  Not only will they value the feedback but it will help build department morale and create a positive working atmosphere!

Employment in the News
The attached article from the Lexington Herald Leader, “Tips to help you ace job interview questions” discusses behavior based interviewing as an effective way to assess candidates.  While some of the article may be speaking to the candidate, it provides some great information to hiring officials about the purpose and benefits of this method of interviewing.  To read the article, please click on the following link: http://www.kentucky.com/2010/04/19/1229844/tips-to-help-you-ace-behavioral.html.

• Did You Know?
• Selecting for Success TIP

Did You Know? New hires may take vacation leave within the 90-day new regular staff employee orientation period if the requested vacation was discussed and agreed upon during the selection process. This pre-approved vacation leave is without pay even if the new hire has accrued vacation leave since vacation leave may not be used until the new hire has successfully completed his/her new hire orientation period. If pre-approved vacation leave is granted, you will want to extend the new hire’s orientation period to cover for the time that the employee was off work for vacation leave. Please note: current employees who have transferred to a new position are eligible to use accrued vacation leave during the transferred staff employee orientation period.  If you have any questions or would like more information, please review HR Policy and Procedure Number 8.0: Staff Orientation or call HR Employee Relations.
Selecting for Success TIP: Set your new employee up for success!
The first several weeks in a new position can be overwhelming and can potentially make a new employee feel uncertain. However, there are steps that you can take to make the on-boarding process exciting, beneficial and useful for both you and your new employee.  Start off on the right foot by making your new employee feel welcomed, valued and prepared.  Here are some TIPS that will help ensure a successful first week for your new employee: 

• Schedule a time for your new employee to complete all new hire paperwork (i.e. signed application, I-9, direct deposit form, etc.) prior to his/her first day.  During this meeting provide him/her with department specifics including organizational chart, department contact list, dress code policy, parking information, closest meal options, etc.
• Enter the new employee into SAP and complete all appropriate paperwork to ensure access to necessary systems on the first day (i.e.  e-mail, phone, etc.).
• Prepare his/her work station. Make sure the area is clean and stocked with basic supplies. It is also a nice touch to have a “Welcome” sign or card from the entire team for the new employee on his/her first day.  
• Order business cards or other position specific supplies that the new employee will need.     
• Develop a training plan that includes New Employee Orientation, Supervision (if appropriate), SAP training, as well as department and position specific trainings.
• Send an e-mail announcement to your department welcoming the new employee, sharing a little about his/her background and why he/she was selected for the position. 
• Plan to have lunch with your new employee on his/her first day and set aside time on your calendar to meet with your new employee during his/her first week as well as upcoming weeks.    
• Set-up 30 minute one-on-one meetings between your new employee and other team members to help orient the new employee to the team and its responsibilities.  This will not only help him/her feel welcome, but will also allow the new employee to interact with his/her teammates and understand the overall team dynamics. 

Note: If there is a long time period between the offer and the employee’s start date, it is a best practice to stay in regular communication with your new employee in order to begin building a positive professional rapport and continue their positive outlook on their new position at UK. 
HR Training & Development is currently developing a new website specifically designed for supervisors.  One of the main features of this website will be the Onboarding Toolkit for New Employees.  This toolkit will provide additional tips and resources to help supervisors ensure they are creating a positive first impression and setting the stage to build a strong working relationship during the employee’s first year at the University. In addition, a checklist will be available for the new employee to provide them with guidelines and ideas of what to expect during their first year.

Making sure your new employee has the information and tools they need to be productive will guarantee a positive new hire experience and will set him/her up for success from the start!

• What's New?
• Update
• Did You Know?
• Selecting for Success TIP

What's New?

In order to better serve our hiring officials and promote the University's preferred Behavior Based Interview method, we are excited to announce a new and easier way to request interview guides. You will now have the option to request a customized interview guide for your position when you submit your job requisition through UK's Online Employment System (OES). We recommend taking advantage of this valuable resource and join the hundreds of UK hiring officials experiencing success using this hiring technique. The new interview guide request feature now makes the process easier and more convenient than ever!

Update

We are excited to announce an update to an existing tool, The Dos, Don'ts and Whys of Interview Questions. The attached multiple page document, which can also be found on the Hiring Enhancement Program website, has been modified to include 1) a more user-friendly and easy to read format; 2) reference information that includes legislation and UK Human Resources policy and procedures; and 3) additional details and best practices to incorporate into the hiring and selection process. Please be sure to replace any previous versions of this document to ensure you are communicating the most up-to-date and accurate information. If you have questions regarding information contained in this tool, please don't hesitate to call or e-mail your dedicated employment team.

Did You Know?

According to studies conducted by Development Dimensions International, Inc. interviewers who don't take notes during interviews are only able to recall a little more than one-fourth of the facts a candidate shared during the interview. Note taking keeps you focused on collecting STARs* so you can see which components are missing and may need to follow-up on during the interview. You'll find that note taking also provides you with the information you need after the interview to make sure that you correctly recall which candidate gave which information. This also helps assure that your personal impressions of the candidates and their responses to the job related interview questions don't blur together in your mind. Note taking can also give you greater confidence in your hiring decision since your decision is based on specific facts, not on vague feelings or memories. *Not familiar with the STAR concept? Attend our Behavior Based Interviewing 101 & 201 training on September 9th to learn more about this helpful model.

Selecting for Success TIP: How to take successful notes during an interview!

Note taking is an extremely important part of the interview process. Taking notes lets the candidate know that you are interested in what he or she is saying and the information you obtain will assist you in recalling the details after meeting with the candidate. Here are some TIPS on note taking:

• Take notes openly – Let the candidate know at the beginning of the interview that you will be taking notes. While you don't want to hide your notes from the candidate, you also don't need to allow the candidate to see everything you write down.
• Note only the pertinent information - Don't try to write every word the candidate says. Focus on key words, phrases, and/or pertinent information that will help you recall what the candidate shared during the interview. Use whatever method that works best for you, such as shorthand, symbols, abbreviations, etc.
• Note behavior observed - Note behavior and tone displayed during an interview, such as lack of eye contact, if the candidate rolls his/her eyes, the tone of the candidate's voice when he/she answers a specific question, etc. This information can be just as important as the answer itself.
• Take notes on sensitive or negative information carefully – For example, if you take notes sparsely throughout the interview until the candidate gives an example of a past mistake and then begin writing feverishly, the candidate may notice this change and quickly redirect his/her answer.

Taking notes successfully will allow you to gather the information you need to evaluate all of your candidates and help ensure you make the best hire for your position!

• What's New?
• Did You Know?
• Selecting for Success TIP

What's New?

When you begin the hiring and selection process, there are several critical steps that you need to consider to help ensure you hire the most qualified, best fit candidate for your position. Attached is a new tool, Applicant Disposition Tracker, which was designed to help you manage your pool of applicants as they move through the hiring and selection process. We recommend taking advantage of this valuable tool to ensure the accuracy of disposition reasons for all applicants being considered and encourage you to distribute this to hiring officials within your area who are responsible for providing disposition reasons.

Did You Know?

Hire letters are sent to candidates who accept a regular staff position, regardless of whether they are a new or transfer employee. The hire letter is generated through the Online Employment System (OES) once the Payroll Authorization Record (PAR) is approved by the responsible Employment Specialist or Consultant. The hire letter contains information regarding the position, including: position title, department, grade level, effective date, pay rate (hourly or bi-weekly/monthly amount), and vacation accrual rate. Please note: the letters are mailed to the candidate's home address within one week after the PAR is approved. If a PAR is received thirty days or more past the employee's start date, a hire letter will not be generated through OES.

Selecting for Success TIP: Conduct an Effective Reference Check!

Without a doubt, conducting reference checks is an essential and valuable part of the hiring and selection process. Reference checks provide a great way to double check what you think you've learned about a candidate during the interview process with information from those who have actually worked with the candidate in the past. For example, perhaps your candidate professed to be a "people person" throughout the interviews but didn't have a lot of concrete examples to back that up. Asking a carefully crafted series of questions during the reference check with a past supervisor and/or colleagues may provide you with the information you need to determine if the candidate was just saying what he or she thought you wanted to hear or if he or she was just having a tough time during the interview. Here are several TIPS on how to conduct an effective reference check:

• Plan to conduct 3-4 professional references checks per candidate (former and current supervisors and/or co-workers are the best sources of information).
• Inform the candidate in the interview process that you will be contacting references and verify reference names, contact information, and relationship.
• Talk with the candidate, if he/she has answered "No" to the question "Current Supervisor: Can we contact this reference?" on his/her application, and help them understand the need for you to speak with this person. It may be that the candidate wants to alert the current supervisor in advance, so s/he will not be taken by surprise. Only after you get agreement from the candidate should you contact his/her current supervisor.
• If the candidate didn't list former and current supervisors and/or co-workers, ask him or her to provide these types of references during the interview process.
• Prepare behavior based questions before contacting the references to get more specific information about the candidate's skills. It is an HR best practice to contact your dedicated Employment Consultant who can customize behavior based reference questions for you!
• Plan to check references on your top candidate or candidates near the end of the selection process but before making a job offer (i.e. after the interview phase).
• Discuss, at a minimum, how they have worked together, the candidate's reliability/dependability, communication skills/teamwork, strengths/opportunities for development and rehire status.
• Document the responses. The information that you gather from the references will be critical when evaluating your candidates and making your final decision.

Note: It's a HR best practice to review personnel files for current and/or previous UK employees in addition to conducting references checks. Contact your Employment Specialist/Consultant to schedule a time to review files anytime after referrals have been made for a position!

Reference checks provide very useful information and are a great final step to help support a good hiring decision!

• What's New?
• Did You Know?
• Selecting for Success TIP

What's New?

To effectively select the right candidate, hiring officials should also consider how a candidate will fit in the position, the department, and the organization. The attached tool, UK HealthCare Culture Driven Interview Questions, provides a list of questions you can include in a phone interview, in-person interview, or reference check. Although the tool was designed around the UK HealthCare Behavioral Expectations, the questions were developed to be valuable to any department at the university.

Did You Know?

The hiring and selection process is an opportunity for you to learn about the candidate's experience and how he/she might fit into your department. However, it is also a time for the candidate to learn more about the position, department, organization, and the individuals with whom they will be working, if hired. Below is a link to an article that discusses five things that candidates can learn about your company throughout the hiring and selection process. By keeping these in mind, you can positively impact your candidates' experiences and ensure you are sending the desired messages regarding your work environment. To read the article, please click on the following link: http://www.hrmorning.com/recruiting-5-things-interviewees-learn-about-your-company/

Selecting for Success TIP: Hire for the work culture you want!

When interviewing, it is important to hire not only for the skills and knowledge that the position requires but also to consider the impact that the new employee will have on your department's culture. Whether you're seeking to keep your team's culture intact or hoping to hire for the culture you want in the future, consider these TIPS:

• First, assess your team's current culture and work environment. Determine the strengths, weaknesses and opportunities for improvement. What do your team members say they do or don't like about working on the team? What do you like about how you see your team treating customers and colleagues and what don't you like? What feedback have you gotten from your leadership?
• Next, make sure each interaction you or your team members have with the potential new hire effectively models the behaviors and values you're seeking to reinforce or grow. For example, if you are seeking a new hire who is an excellent communicator and is great at follow up, be prepared to commit to sharing the hiring timeline with the candidate and following up with him or her at each milestone. We can't miss a deadline ourselves and then expect our new hires to get the impression that we're deadline driven.
• After the interviews and reference checks are completed, analyze that information to determine what the candidate values in a workplace, what motives him or her and what work cultures he or she would prefer to avoid. Determine if those values and motivations align with the overall organizational values and the ideal culture you have or are attempting to create. For example, if your top priority is to improve customer service you want to consider someone who is results oriented and possesses excellent interpersonal skills.
• Finally, communicate frequently with your current team to set and/or confirm your cultural expectations. Be sure to very clearly communicate the expectations for the position to any team members who are participating in the selection process so they are positioned to help you select the right candidate for your environment.

A better understanding of your team culture will allow you to be honest with candidates by providing a realistic preview of the current work environment and the expectations that would be placed upon the individual hired. This will set everyone up for success from the start!

• What’s New?
• Selecting for Success TIP

What’s New?
Panel interviews provide an opportunity to solicit input and feedback from individuals with a variety of different perspectives during the hiring and selection process.  This interviewing best practice creates buy-in from your team because they are part of the process and ensures that your team will be invested in the success of the new hire.  Attached is a new tool, Integrating a Panel Interview into your Hiring & Selection Process, which will assist you when coordinating panel interviews. 

Selecting for Success TIP: Evaluate your Hiring & Selection Process!
The hiring and selection process should be effective, efficient and accurate to ensure that you hire the most qualified, best fit candidate for your position. Now is a great time to evaluate your process and determine if it successfully identifies what you are seeking in an ideal candidate. Here are several TIPS to help you evaluate your existing hiring and selection process:

• Review the job posting to ensure you are attracting the right applicants.
• Did the job summary effectively communicate the expectations of your ideal candidate? Did the posting accurately describe all of the major job responsibilities of the position? Did the posting include the culture of the department or any special working conditions and/or shift requirements?
• Were the posting specific questions effective in screening applicants based on the required and/or preferred education and related experience?
• Evaluate the interviewing process to enhance your chances of selecting the most qualified, best fit candidate.
• Did the interview questions target the experience, knowledge and abilities that an employee “must have” in order to be successful in the position? Did the interview include “motivational fit” questions to evaluate if a candidate would not only be able to do the job requirements, but would be satisfied with that type of work?
• Were all of the appropriate individuals involved in the interviewing process? 
• Was the entire interviewing process timely and did it communicate the right messages about your department to all candidates considered for the position?
• Assess the reference check process to confirm the information collected during the interview is accurate.
• Did you include personnel file reviews on all individuals currently or previously employed at UK? This practice allows you to obtain insights on the candidates’ past performance and can be completed at any time during the hiring and selection process.
• Did you use behavior based interview questions to ensure you were gathering information regarding the candidate’s experience and performance and how it relates to your position?
• Was the candidate’s most recent supervisor contacted to verify and validate the candidate’s experience, knowledge and abilities?

Your hiring and selection process should be regularly evaluated and evolved. Hiring the right team members now will increase your department’s productivity, employee satisfaction, and overall team morale. If you would like support in evaluating your hiring and selection process, please contact your Employment Consultant.

• Selecting for Success TIP – Personnel File Review/Reference Checks!
• Employment in the News

Selecting for Success TIP: Personnel File Review/Reference Checks!

Did you know...as a UK Hiring Official, there are some important steps you can take to ensure a great hire in addition to using Behavior Based Interviewing. We recommend completing the following steps for all top candidates before an offer of employment is extended:

• Personnel File Review: Contact your Employment Specialist/Consultant to review the HR personnel file for any current or previous UK employee. HR personnel files contain performance evaluations, letters of recognition and/or any formal corrective action, which may help you get a fuller picture of the candidate.
• Reference Checks: Contact the references listed on your candidates’ application to verify dates of employment/title, follow up on any “red flags” that you may have and ask behavioral based questions to confirm that the candidate has the skills required for your position. Be sure to let candidates know that you’ll be contacting references so they can give a “heads up” to their references. (Note: Your Employment Consultant can customize Reference Check Guides for any position)
• Supervisor Reference Check: Check the listed references to make sure the current supervisor is included. If your candidate selected “No, you may not contact my supervisor” on his/her application, you do need to obtain his/her permission in order to contact the supervisor. HR recommends that you contact the candidate and inform them that your practice is to always speak with any final candidates’ supervisors and ask for that information and/or their permission.

Remember reference checks and personnel file reviews are just another way to gain additional information on a candidate. When making a selection decision, it’s important to consider all the information available, including: application materials, phone interview data, in-person interview data, personnel file review (if applicable) and reference information collected.

• Updates & Improvements
• Selecting for Success TIP
• Employment in the News

Updates & Improvements

Since the Hiring Enhancement Program kicked-off in January, we have had time to hear your suggestions and work to get them implemented.  This month we are excited to share an updated UK Exceptional Benefits handout that can be used to help sell UK as One Great Place to Work to prospective faculty and staff!  The updated document can be found as an attachment to this email and on our website at www.uky.edu/HR/employ/HiringEnhancementProgram.html.

We also want to continue to understand what you need to be successful or would find beneficial.  Your comments, suggestions, and feedback are what drive this program.  As a result we have decided to create a new suggestion email address, HiringEnhancement@uky.edu, which will provide another avenue for you to share your thoughts with us.  We look forward to hearing from you!

Selecting for Success TIP: Spring Cleaning!

It’s that time of year…time to start your department “spring cleaning”!  This is a great time for you to set a goal to clean-up your department’s personnel files, requisitions and ensure your staff’s JAQs are up-to-date.  Here are three TIPS to help you get started…

• Be Aware of Document Retention: All hiring and selection documentation must be retained for 3 years on any candidates that were interviewed in the hiring process. This includes any document that has notes on it or shows communication including; application materials, phone interviews, in-person interviews, reference checks, etc.  If application materials do not contain notes they do not need to be retained since the information can be pulled from OES.  Remember, the burden of proof as to why the candidate was hired or not hired is on the employer.  You want to be sure that your documentation is accurate and detailed and that it is retained for 3 years in your department’s personnel files.  
• Resolve Outstanding Requisitions: Once your top candidate has accepted the position and you have contacted all interviewed applicants, complete dispositions in OES for all referred candidates not selected for the position.  When dispositions are completed in OES, communication to the applicants, letting them know that the position has been filled is initiated.  Completing the dispositions also ensures accurate data for required EEO reporting. Now is also a great time to review any pending or on-hold positions you have and work with your assigned employment consultant/specialist to make any needed adjustments. (i.e. Do you have a position that needs to be cancelled? etc.).   
• Keep JAQs Updated: Whether you are hiring for a new position or notice a change in job requirements/functions, it is important to keep each position’s JAQ updated! Ensuring the document is up to date provides a solid foundation for the job summary, high-impact interview questions, candidate evaluations and employee performance reviews.  We recommend updating each position’s JAQ as changes occur in the position’s responsibilities or department goals.

Spring cleaning is a great way to have a fresh start any time of year.  Beginning with these three areas will help ensure your department is on its way to a tidy 2009!

Employment in the News

The current economy has forced several employees to push back retirement and remain in the workforce. This poses a challenge for other employees who were looking to move up within their department or organization. Attached is an article that discusses this issue, as well as how you can utilize this unique challenge to your advantage and engage and retain all good employees. To read the article, please open the below PDF document.

Holding Pattern - from HR Magazine, Volume 54 Number 3

• Selecting for Success TIP
• Employment in the News

Selecting for Success TIP: Run for the Roses……and the winner is…..the best-fit, most qualified candidate!

The hiring and selection process has many similarities to a horse race.  In a horse race, you start out with many entries and in the end you are left with one winner.  However, while the actual race may last only a few minutes, think about all the training and preparation that is required to get the horse ready for the race.  That same concept relates to the hiring and selection process; it is imperative that an adequate amount of time is spent up front to help ensure you identify the best-fit, most qualified candidate.

Here are some recommendations to help get you started off on the right track:

 *   Invest time in creating your job requisition/posting: include a detailed job summary, skills/knowledge/abilities, preferred experience, and use posting specific questions as a first screening tool.

 *   Partner with your Employment Consultant to create a hiring and selection timeline and customized interview guide to ensure you complete the process in a timely manner and ask the best questions.

 *   Use a systematic approach when performing your application review to determine candidates that have the “must have” required skills and abilities for your position as well as the necessary education and experience to be successful if hired.

 *   Conduct phone interviews using behavior-based questions to screen applicants and identify who should move on to the next phase.

 *   Conduct in-person interviews using behavior-based questions focused on the positions major job responsibilities.

 *   Complete reference checks and review personnel files to verify the information you received from applicants during the interview process and complete the candidate profile before making your final decision.

 *   For a detailed hiring and selection process guide, please see the attached “Hiring Fundamentals” document.

From the call to the post to the finish line, these recommendations are a sure bet in helping ensure you hire the best-fit, most qualified candidate the first time around.

Employment in the News

With the downturn in the economy, we are seeing an increase in the number and quality of the candidates that are applying to positions at UK. For your department, that may make hiring from a highly qualified, talented pool that much more challenging. The attached Staffing Management magazine article, “Pick the Best of the Bunch,” explains steps hiring managers may take to more effectively screen larger applicant pools as well as improve communications with candidates throughout the process. We would welcome the opportunity to help your department make the most of these current employment trends and promote the University as one great place to work!

• Selecting for Success TIP
• Employment in the News

Selecting for Success TIP: Involve more people in the interview process!!

Add panel interviews to your hiring and selection process. Since most departments depend on teamwork to be successful, it is important that you solicit input and feedback from a variety of different people that will interact with the new employee.

• Choose a panel:
•         Your panel should include between 3-5 members. Panel members will need to be available for all panel interviews to provide consistency and fairness. If a panel member can not attend all of the interviews, then you will need to find another representative from that area.   
•         Have representation from a variety of different interaction levels - a supervisor, a peer, a direct report (if appropriate) and an internal customer (within your department or from a department you work closely with).   
•         Think about diversity when selecting a panel – gender, age, ethnic background, and UK experience. This presents a well balanced view of the department and the university.
• Be organized:   
•         First impressions are everything.  Remember you are “selling” the position and UK as much as you are evaluating if a candidate is the right fit for the job.   
•         As soon as you post your position, block out potential interview times for all panel members.
• Be prepared:   
•         Make sure that each panel member has time to review all application materials, as well as the major job responsibilities for the position, prior to interviewing any candidates.   
•         Assign a panel member to be in charge of greeting the candidate, taking them to the interview room, introducing all panel members, and escorting them out once the interview has concluded. This allows a smooth transition for both the candidate and the panel.   
•         Make sure that all of your panel members are fully trained in appropriate interviewing techniques. The Hiring Enhancement Program offers several group trainings as well as customized training for a specific panel or department.

Finally, remember that you are striving to not only hiring someone that possesses the necessary skill set for the position, but also someone who will complement the skill set of the entire team.

Employment in the News

Trying to juggle multiple schedules to set up a panel interview may not seem worth the effort.  However, The Adler Group online article attached, “Using the Panel Interview to Save Time and Increase Accuracy,” explains the benefits of conducting panel interviews to produce better hires.  As always, your dedicated employment team is available for additional information on panel interview best practices or to sit in as a panel member for your interviews.

• Selecting for Success TIP
• Did You Know?

Selecting for Success TIP: Prepare for the Application Review Process!!

Take time to prepare for the application review process while you are waiting for the posting deadline to pass.  Depending on the number of applicants you have, the application review process can be time consuming and feel overwhelming.  Here are some tips to help you complete the process in an organized, efficient and timely manner:

• Determine who will be involved in the selection process.  Decide if everyone involved will review all applications or if you will divide them evenly amongst a team. Regardless of the approach, make sure that everyone involved has a clear understanding of the position, the department and the selection criteria before they start the application review process.
• Ensure that everyone involved in the application screening is able to provide you with the information you’ll need for the applicant “turn down” reasons. One good practice is to ask each reviewer to note their rationale on a post it on each application.
• Increase the likelihood that your reviewers will quickly get you the feedback you need by blocking out time on their calendars to review applications before the job posting closes. We’ve found that it typically takes 2-3 hours for the average reviewer to adequately screen 25 applications. Although you won’t know the exact number of applications in the pool until the deadline has passed, go ahead and block time off based on what past experience with the position has lead you to anticipate or feel free to contact your Employment Specialist/Consultant to get the current number of applications for the position.
• Finally, schedule a time to discuss the application material and finalize top applicants with everyone who has been involved in the application review process.

Being organized up-front will help ensure you allocate the appropriate amount of time to review each applicant’s application material and that the process runs smoothly.  

Did You Know?

Did you know that you can print multiple applications and attached documents (resume, cover letter, etc.) at one time in OES? This not only saves you time, but it is super easy!  Below are the step-by-step instructions on how to print multiple applications or documents.

1. Log into OES and click “View” to open your requisition/position. This will display all of the candidates that have been referred for this position.
2. Click in the box to the right, under the header “All/None”, for each applicant that you wish to print their application or attached documents. A green check mark will appear to confirm that applicant was selected.
   • If you would like to print all applications or attached documents, then click the header button “All” and check marks will appears for all applicants.
3. Scroll to the bottom of the page and to the right you should see a section with a header of “View Multiple.”
   • If you would like to print applications, click on “View Multiple Applications”.
   • If you would like to print attached documents, click on “View Multiple Documents”
4. This will open a separate box which will display the applications or attached documents of the applicants that you previously checked.
5. To print, click “File” and then click “Print.”
6. Please note that the multiple applications and documents will display as one, it will print with a page break in between each applicant.

• Selecting for Success TIP

Selecting for Success TIP: Include “Motivational Fit” in your interviews!

Have you ever had a candidate that had the skills, knowledge and abilities to do a job but lacked the enthusiasm or interest to be a satisfied top performer? Motivational fit interview questions are designed to determine how personally satisfied or dissatisfied a candidate would be with a specific position, department and organization. A candidate may be capable of doing the day-to-day tasks, but if they don’t enjoy it, chances are they won’t be satisfied or excel in that position. By including motivational fit questions, in addition to assessing if the candidate can perform the major job responsibilities, you are more likely to hire a candidate who not only can do the work, but is satisfied and more likely to remain with the organization over time.

TIPS for adding motivational fit questions to your interview:

• Use motivational fit questions based on the many or few opportunities of the position’s duties and responsibilities throughout the interview process.
• Listen for likes and/or dislikes when a candidate is providing information throughout the interview (i.e. educational background, work history, and answers to behavior based questions).
• Follow-up with specific questions on when, what and why a candidate was most or least satisfied in their work.

Implementing these tips can make a huge impact on your department by hiring a candidate on the “know how”, “can do” and “like to do” aspects of the job.

• Training Testimonials
• Did You Know...?
• Selecting for Success TIP

Training Testimonials

We are proud to share the below reviews regarding our Behavioral Based Interviewing (BBI) 1-Day Training. This training is the combination of BBI 101, BBI 201, BBI 301 and Legal Considerations – 4 trainings in one day.

“I would highly recommend all supervisors involved in hiring decisions to attend the one day Behavioral Based Interviewing training class. The presenters and material discussed was thorough, informative and educational. Upon completion of this class, you will be better equipped to make the right hire not only for your work unit but the University of Kentucky!” – Joe Sharpe, Assistant Athletic Director (UKAA – Administrative Support)

“The Behavior Based Interviewing 1-day training course was a very informative session that will no doubt improve my employee selection process. The depth of response that Behavior Based Interviewing requires will exhibit a candidate’s true abilities in problem solving beyond the typical interview format. The material of the course and the knowledge and organization of the instructors made the course an interesting, relevant, and enjoyable experience. I would recommend it to any supervisor that wants to improve the employee selection process in their department.” – Aaron Epperson, Health Information Management Manager/UKHC (EVPHA Revenue Management)

“I really enjoyed the one-day training on Behavior Based Interviewing. Being off-campus makes it difficult to attend each session separately. The one day program really fit my needs. I found the STARs concepts very helpful in narrowing down the candidates. Thank you for a very enlightening day.” – Marsha Marsh, Administrative Support Associate I/UKHC (Anesthesiology – IPG)

Did You Know?

Automatic emails are sent to all applicants as soon as disposition reasons are completed in OES. This email communication informs the applicant that another candidate was offered and accepted the position. HR Employment recommends that you enter all disposition reasons into OES after your top candidate has accepted the position and successfully completed the pre-employment screening. This ensures that you communicate the right message at the right time to those who did not receive an offer or interview for the position. It also provides you with the opportunity to offer the position to your second choice candidate if your top candidate doesn’t work out or you decide to re-open the position all together. This recommendation also ensures that mixed messages aren’t communicated during the selection process.

Selecting for Success TIP: Extending the Offer!
After investing time in the hiring and selection process, you want to ensure you close the deal by hiring your top choice candidate. Extending the “official” offer can make a big impact on the final outcome. Here are some TIPS to consider when extending an offer:

• Thank the candidate again for his or her time and deliver the good news!
• Highlight howhis or her expertise/experiencematches the position and how you believe the candidate will impact the department and the organization.
• Discuss the compensation details of the offer including the salary and university’s exceptional benefits package.
• Let the candidate know that the offer is contingent on the necessary pre-employment screening.
• Keep in mind that you don’t want to force an on-the-spot decision. Give the candidate an opportunity to ask questions.
• It is okay for the candidate to take some time. The two of you can agree on a date that the candidate can get back to you with a decision.
• Once the candidate has officially accepted the position, don’t hesitate to share your enthusiasm with him/her.
• Also make sure to discuss the candidate’s start date, paperwork, and training plan after you have confirmation that the candidate’s pre-employment screening has been completed successfully.

Extending a job offer is a very important aspect of the hiring and selection process and is often overlooked and undervalued. Following these TIPS will help you be successful in getting your top candidate to accept!

• Did You Know...?
• Selecting for Success TIP

Did You Know?

It is common practice for hiring officials to request applicants to attach a resume and cover letter along with their application. However, you can also have applicants attach additional documents such as academic transcripts, writing samples, reference letters and/or answers to additional questions related to your position. These additional documents can provide the hiring department with more information to consider as they go through the selection process.

If you are interested in having applicants attach additional documents, make sure to check the appropriate box(es) in OES when selecting what documents you would like the applicant to attach when posting a position. It is also important to provide details of exactly what you would like the applicant to attach in the job summary. If you have any questions, feel free to contact a member of your dedicated employment team who can walk you through this process.

Selecting for Success TIP: Creating Effective Posting Specific Questions!
Posting specific questions (PSQ) are great way to gather additional information from your applicants. This information can be used as built-in screening tool to determine if an applicant has the required skill set and experience necessary to be successful in the position. Here are some quick tips on creating effective PSQs:

• First identify the “must-have” skills and experience for the position.
• Design open-ended (long text response) and close-ended (multiple choice response) questions to solicit detailed information enabling you to evaluate the targeted “must-have” skills and experience.
• A good general rule is to use no more than 5 total questions with 1-2 of these questions being open-ended.
• Open-ended questions can also be used to evaluate an applicant’s written communication. It is appropriate and important to consider typos, grammar, as well as the overall content of the long text response.
• When designing your PSQs be specific! It is important to not leave anything up for interpretation.
• If you want to evaluate applicants’ supervisory skills and experience, create a PSQ that directs the applicants to provide the details you are looking for. Example: “Describe your supervisory experience. Please include the number of employees whom you have supervised and the level of supervision including your experience in hiring, staff development, training and performance management.”
• It is also a good practice to ask for an applicant’s “paid work experience”. This allows you to get a better understanding of an applicant’s true work responsibilities and experience instead of their general viewpoints or personal experiences. Example: “Indicate the number of years of paid work experience you have in financial and budget reconciliation.” Asking for paid work experience will clarify that the applicant should not include unpaid work, such as balancing their checkbook.

Spending time in creating specific PSQs for your position can assist in determining who your top applicants are and help save you time during the application review process.

For more assistance in creating effective PSQs feel free to contact your dedicated Employment Specialist or Consultant. In addition, we offer a two-hour training, How to Develop an Effective Job Posting,that discusses in more detail creating PSQs.

• Testimonial
• Did You Know...?
• Selecting for Success TIP

Testimonial

We are happy to share the below statement from a hiring official who has recently enhanced their hiring and selection process by adding behavior based phone interviews:

“Phone interviews have helped to increase the efficiency and success of our selection process. We are able to start with a larger group of candidates and truly focus on the skills required for the position. The phone interview questions target the absolute “must have” areas. It is an effective method to narrow the selection without creating personal attachments. In addition, the phone interview allows an opportunity to assess the effectiveness of the candidate’s verbal communication skills in a different way than the in-person interview, which adds another dimension for us to assess when selecting the best fit for our needs. We have used this method consistently since it was introduced to us through the Hiring Enhancement Program and will continue to do so in the future.” – Paige Brown, Assistant Manager (Sponsored Projects Accounting)

Did You Know?

In order to comply with the Americans with Disabilities Act (ADA), all interviewed candidates should be asked an “essential functions” question during the hiring and selection process. The purpose of an “essential functions” question is to identify if a candidate can or cannot perform the job requirements (essential functions) with or without reasonable accommodations. The question should be close ended to allow a “yes” or “no” response from the candidate, such as “Can you perform these responsibilities with or without reasonable accommodations?” We recommend asking this question during the phone interviews so candidates don’t feel that you are asking this question because of a perceived disability. Contact your dedicated Employment Consultant to determine the essential functions of the position. In addition, the Office of Institutional Equity and Equal Opportunity is another resource if you have questions regarding reasonable accommodations for new or current employees. This office can be reached at 257-8927.

Selecting for Success TIP: Implement phone interviews in your hiring and selecting process!
Phone interviews are a time efficient way to screen a large pool of candidates. By adding phone interviews to your selection process you can save time and money by eliminating candidates who are no longer interested in the position (i.e. for salary reasons) or don’t have the necessary skill set/experience required to move to the next phase of the process. In addition, phone interviews can create a solid candidate experience by promoting the opportunities the University, the department and the position have to offer. Here are some TIPS to remember when conducting phone interviews:

• Conduct phone interviews with the top 10-20% of referred applicants (of course this depends on how large and qualified the applicant pool is).
• Schedule phone interviews verses contacting the candidate and expecting to have an on-the-spot interview. This gives the candidates time to prepare and provides a more professional experience.
• Send a confirmation e-mail with the details once the phone interviews have been scheduled.
• Phone interviews should last no longer than 30-45 minutes.
• Be consistent and ask all candidates the same questions.(Questions should include: the “essential functions” question, application clarification questions, behavior based interview questions targeted on the “must have” skills, and the salary question.)
• Provide detailed information on the position, the department, and the University.
• Thank the candidatefor their time and interest.
• Close the phone interview by setting expectations of when the candidate should expect to hear back from you regarding the next steps in the process.
• If you do not make contact with the candidate on your first try, make at least 2 attempts to reach them before assuming they are not interested.

If you are interested in a customized phone interview guide for a position, please contact your dedicated Employment Consultant or send your request to HiringEnhancement@uky.edu.

• Did You Know?
• Selecting for Success TIP

Did You Know?

HR Employment has invested in pre-paid advertising packages on three recruitment websites. At no cost, your department can advertise unlimited jobs on Insidehighered.com, Higheredjobs.com, and Medhunters.com through June 30, 2010. Please feel free to review these websites and determine if one, two or all three options would be appropriate to advertise your next position. If you would like to place an ad with one of the above mentioned websites or discuss other advertising opportunities, please contact your Employment Specialist or Consultant.

Selecting for Success TIP: Small, strategic time investments can yield great applicants!
Often, when we think about advertising a job opening, we feel boxed in by budget restrictions or only think of traditional advertising methods such as expensive newspaper ads. The following advertising tips can help generate a great applicant pool with little to no cost while helping you measure the return on the dollars and/or time you have invested.

• Network with colleagues. Word of mouth is priceless – equip your colleagues with the information they need to know to help recruit applicants.
• First, brainstorm who might know someone who could be a great potential applicant. Don’t underestimate the power of the following groups: your own employees, other managers or peers in your division/department, and professional associates.
• Create and distribute a detailed email providing information about the new job opportunity. Include the minimum qualifications and the skills, knowledge and abilities you are seeking. Add the position’s “Quick Link” to your email, to make applying as easy as possible for potential applicants. (The “Quick Link” can be found on the job requisition at the bottom of the Posting Details tab.) Write text to both encourage the reader to consider the opportunity as well as forward the information to anyone else they think might be a good fit. If you need any help crafting your email or finding the “Quick Link”, please contact your Employment Specialist or Consultant.
• Take advantage of using professional listservs. Since professional listservs are typically focused on sharing industry specific information/knowledge this can be a great avenue for distributing job opportunities.

• Reach out to local programs/schools. Most training programs and schools have a career counselor on staff. That person will likely be delighted to hear about the opportunity and can quickly forward your email to both current students and past graduates. Consider making a five minute phone call to the career counselor for any school you are aware of that offers the specific degree, certificate, and/or license your position requires. You’ll not only get their help in advertising your current position but you’ll also have a good start in building a relationship for future collaborations.

• Let us do the research for you. We can partner with Bayard Advertising, who can research local and national advertising opportunities targeted for your position. This free research includes a cost breakdown so your department can make an informed decision. Investing money in the right advertising strategy can generate the applicant pool you want.

• Take advantage of our pre-paid advertising opportunities. Your Employment Specialist or Consultant can recommend which of the available pre-paid recruitment websites, mentioned above might be right for your position.

• Measure the results. Smart investments should yield good return on both dollars and time spent. Your Employment Specialist or Consultant can add a simple return on investment (ROI) question to your posting and run a ROI report to analyze where your applicant pool first heard of the opportunity. This information will assist you in continuously tailoring your advertising efforts in the future.

Getting the right person in the right position has one of the biggest impacts on your department’s long term success. These tips will start you off in the right direction by making sure you have quality applicants to choose from.