Finding and Keeping the Right Employees
Recruiting, selecting and retaining the right
The most important managerial function.
23 pp 535-556
concrete a picture as possible of the job to be done AND write it down.
person with expectations on:
Functions of Job Description
Focus on clear,
detailed, system-derived position requirements is main objective:
The job to be done and the qualifications necessary to
Major functions of position
Describe the academic, experiential and behavioral
Your nonprofit is
built on the people you hire.
The people you
hire emerge out of your hiring practices.
ability to attract top-drawer applicants is heavily influenced by quality of
your recruitment and hiring process.
Hiring Process Issues
Who will be involved and who has final say?
Who will be involved?
What kind of interview should be conducted?
How long should it last?
Interview questions are unlawful if they require
applicants to provide information that can result in illegal discrimination.
Things to avoid in interview
Number and age of children
Foreign language if not required for job
Race, ethnicity or religion
Height and weight
Military service record
Speech pattern or pacing
Type of eye contact
Type of dress
Place of residence
Hitting the bulls eye.
Have your set questions and decide who will ask them.
Plan beginning, body and end of interview.
What the law requires
laws forbid all employers from making hiring decisions based on criteria that
are either irrelevant to the job or inappropriately subjective.
Discrimination Employment Act, 1967,1978, 1986.
Disabilities Act, 1990
Civil Rights Act
(Title VII) 1991
Opportunity Act, 1972.
Equal Pay Act,
Reform and Control Act, 1985
Reemployment Rights Act
action plan is either voluntary plan to help redress effects of past unfair
hiring practices or (for federal contractors) to comply with OFCCP regulations.
involves statement of problem (see OFCCP web site for help here) and analysis
of the numbers to determine where the organization should be if hiring had
been unaffected by bias.
Set minimum for
appropriate hire and maximum for perfect hire.
Market value of job
Salary equity issues with current, long-term
person should be designated to discuss salary and compensation package.
early about who will be addressing compensation issues.
plan that will assure that you reach your target audience. You cant hire the best person if they dont
hear about the opening.
Discuss as many
options as reasonable:
Ads in local, regional or national papers.
Placement centers, colleges, technical schools,
Unemployment offices (state or local)
Staff- internal job posting
Networking: personal or business contacts.
Next steps in recruiting process
Read resumes or
likely (on paper) for interview
tests: Work processing, writing, editing or ?
Narrow down the
field to 2 5 candidates.
letter as you weed out candidates.
Provide packet to
candidates: summary of benefits, vacation and relocation policy, information on
Other helpful hints
Think of process
as courtship. Communicate often, give
no misinformation, respond completely and swiftly to questions. The rule: the
more communication and interaction the better.
field should NOT involve redescribing the job to fit a candidate.
decision should emerge out of group discussion of everyone involved in
Closing the hiring deal 1
expectations: Gather information, salary
requirements, benefit package expectations anticipated job satisfaction, career
development possibilities, opportunities in addition to job, possible assistance
you can give.
Fact finding: no
commitments at this stage.
Closing the hiring deal 2
Ask candidate to
notify you if there is a competing offer.
This will put you in a better position to get the person you want.
References: Have questions set.
Always get candidates permission. Always respect candidates request for
Describe position and ask open-ended questions about
candidates past demonstration of required capabilities.
Ask if there is someone else you should talk to.
Closing the hiring deal 3
Making the offer:
Do NOT turn lose of an acceptable runner-up until
you have a firm acceptance from first choice.
Be sure you have go-ahead from top.
Have negotiating strategies and facts in hand.
Dont be afraid to table the offer if you are not sure
about the deal. You should always take
the time necessary to have complete confidence in what is going on.
After successful offer - as soon as you get signed
offer confirmation tell unsuccessful candidates.