97 0 Chapter7: Narrowing Down the FieId: EvaIuating AppIicants One way t0 add validity t0 a weighted application form is t0 d0 your own tracking. Score applicants for a while and then recheck the scores 0f those you hire. You're looking for relationships between good performance and objective qualifications. The criteria used in an interview tO assess hOW well an applicant might fit a j0b should be the same criteria used for the perfor- mance evaluation Of the person ⅲ that jOb. Ⅱ you can determine the attributes and qualifications that make successful employees, you may find that you can structure a weighted application form that indicates when these qualities are present in a candidate. This procedure is useful if you d0 a 10t Of hiring; if you hire only a few people a year, on the Other hand, you may just create more work for yourself. For those candidates whO dO not make it past your initial evaluation, the CD includes a Rejection Letter ー politely worded, 0f course. that individuals can't be singled out tO be tested. Tests must be applied complicated tO work through. If you d0 test candidates, keep in mind Pre-employment testing raises myriad legalissues that can be extremely als after making a conditional Offer Of employment. example); I discuss these in Chapter 9. Still 0ther employers test profession- when managers are closer t0 making a final decision (background checks, for and costly tests and checks after the candidate's first or second interview, section. Some companies alSO administer more comprehensive, extensive, candidates for an interview. These are the kinds Of tests ー describe in this Businesses Often conduct some types Of evaluative tests prior tO selecting nation, are returning tO certain types Of testing as a valuable predictive tOOl. recent years, and many organizations, including some Of the largest ⅲ the jobs. The quality and sophistication 0f tests have improved markedly in assess acquired knowledge and qualifications, and gauge aptitude for certain istered, tests objectively measure basic skills (such as software proficiency), many tests can help you evaluate j0b candidates. Correctly and fairly admin- SO, why test? Because if you use them correctly and in the right situations, subject tO legal restrictions. leads tO foolproof or even better hires. ln addition, many types Of tests are NO one, however, has proved in a scientifically conclusive way that testing infer from a résumé and that don't necessarily surface during an interview. results Often can alert you tO attributes and potential problems that you can't options in use tOday. Everybody agrees with the basic rationale that test Pre-employment testing is probably the most controversial Of all evaluation s 血ク : 0 所ん t 0 s

Chapter7 Narrowing Down the FieId: EvaIuating AppIicants ルな朝 t Dissecting the résumé Knowing hOW tO use a j0b application Setting up a candidate evaluation system Understanding the ins and outs Of pre-employment testing Conducting phone interviews ust about everyone agrees that the jOb interview is the most important phase 0f the hiring process. But what many otherwise savvy businesspeo- ple Often forget is that one Of the keys t0 effective interviewing is effectively evaluating whO should be interviewed in the first place. If you don't have an efficient evaluation process in place, two things are likely t0 happen, neither 0f them good for you or your business. First, you may inadvertently weed out candidates whO clearly deserve a second IOOk. Just as unfortunate, your evaluation process may fail tO accomplish its fundamental purpose: making sure that you're not wasting your time and effort on candi- dates wh0 are clearly unqualified for the position you're seeking to fill. This chapter can help you avoid this common ー but avoidable ー hiring pitfall. t 朝 t : The 財 The résumé is typically the first time you hear from potential employees and your 、、 fishing expedition" (the recruiting stage Of the hiring process) begins t0 pay 0ff. Ⅱ you still think Of a piece Of paper when you think 0f a résumé, you need tO update your perspective. ln this section,l bring you up-to-date on what's been happening with résumés ()n case you don't already know).

Chapter 21 Ten HR-ReIated Websites W0 曲 ExpIoring ルな朝 t i> Websites on laws affecting the practice 0f HR Websites for HR information and professional guidance 、 Mebsites to help you continue your HR education enty Of websites address various aspects 0f the human resources func- tion. Here, llist ten "desert island ” sites. If I were forced to whittle them down tO just ten, these sites are the ones every HR professional should know about and use. & D イ t 、冫 . as し d . org Access tO most Of the American Society for Training & Development (ASTD) website is limited to members, but nonmembers can browse through the library and get usefulinformation on a variety of training-related topics. Members have access to current and past articles from Training and Development, ASTD's monthly magazine, as well as the usual features of a professional organization website, including information on conferences, education, job-related data, and certification.

Chapter 7 : Narrowing Down the FieId: EvaIuating AppIicants testing thicket). When engaging a staffing firm, the recruiter Often handles testing ⅲ such areas as computer software skills. Employment tests come in all shapes and sizes. The following sections pro- vide a rundown 0f what they are, what they do, and how tO use them. 0 〃 e れ c s What do they は 0 ? Measure how skillful an applicant is at a particular task (word processing, for example) or how knowledgeable he is in a particular field. Why would yo use them? Proficiency tests measure skills that applicants need for successful jOb performance. These are usefulif a baseline of a par- ticular skill (usually trade related) is essential. How reliable are they? GeneraIIy quite good. This sort of testing has a good track record 0f validity in the business and industrial world. ス p 財 4 市 tests What do they do? Measure an applicant's capability to learn and perform a particular j0b and her capability t0 learn job-related skills or tasks. These tests fall into the following three basic categories: / Mental abilities: Often called cognitive s な , these measure intelligence, verbal reasoning, perceptual speed, and SO on. A classic example is the SAT, taken each year by college hopefuls. / Mechanical abilities: These tests gauge ability to recognize and visual- ize a mechanical relationship. For instance, applicants may be asked to distinguish between pulley and lever systems. / Psychomotor abilities: These test an individual's skill and/or ability to make certain bOdy movements or use certain senses. Why would yo use them? Aptitude and ability tests show a readiness to learn or perform a certain task. Whether you use them alone or in batteries Of tests, they help many organizations, including governments, select the most likely applicants for specific jObs. How reliable are they? Generally excellent to adequate so long as they don't violate antidiscrimination laws. (Again, you need tO make sure that hiring decisions based on the results Of such tests [or any tests] do not work to the disadvantage 0f groups covered by EEO legislation. ) PhysicaI 0 わ i 〃 Definition: An individual's health and physical condition or ability to perform certain tasks. 99

203 N\NG! Chapter 12 : Creating the Right Benefits Package Sometimes companies Offer a reward for employees whO don't use their allOt- for example, a cash payment for a percentage (usually ment 0f sick days half) Of an employee's unused sick leave at the end 0f the year or if he leaves the company. Many companies have choice-time-off (CTO) or personal-time- off (PTO) plans that combine vacation and sick days. FaiIure tO formulate and communicate tO all employees a formal sick-day policy can be dangerous t0 the health 0f your company. If you have a loosely defined policy that sets no limits on paid sick days, for example' you may run int0 legal problems if you ever decide t0 discipline or fire an employee whO's clearly abusing your guidelines. The employee may argue that you treated her more harshly because Of a protected status (like her religion or national- ity) than you treated Other employees whO did not have that same protected status. Without a record Of consistently administering a sick-day POlicy, you may have a more difficult time defending against such a discrimination claim. Both the federal FMLA and the federal ADA (and/or similar state laws) may be implicated if employees wh0 used paid sick days in connection with FMLA absences, or for reasons related tO disabilities, are disqualified from a cash reward due tO such absences. AISO, some states require employers tO allow employees tO take a portion 0f their sick days t0 care for Ⅲ family members. An attorney can help you analyze these issues. / Alcohol and substance abuse outplacement) / Termination and career transition services (sometimes called / Preretirement planning / Referral to legal services / Social, psychological, and family counseling / Stress management and conflict resolution Here's a sampling Of areas in which EAP providers can assist employees: environment programs. TOday, EAPS usually are presented as a benefit rather than included in work- historically addressed by EAPS also have become the province 0f HR. lowing list will likely lOOk familiar t0 you, because a great many Of the issues Of areas that previously hadn't been covered by benefit programs. The f01- EAPs were ahead 0f the curve in addressing employee well-being in a variety lems (alcohol abuse, for example) that had on-the-job implications. ln a way' mechanism for helping employees deal with certain types Of personal prob- Employee assistance programs (EAPS) originated in the early 1970S as a

、 N G! Chapter 7 : Narrowing Down the FieId: EvaIuating Applicants are important t0 the j0b ー you may feel compelled t0 use personality tests. Be aware, however, that the subjective nature Of the evaluation process cre- ates a legal risk for any company that chooses tO use them in the selection process. Consider consulting a lawyer. D 川 s 、 Mhat d0 they do? Measure the presence in an applicant's b0dy 0f illegal drugs or controlled substances. 、 Vhy would yo 設 use them? Substance abuse by employees can mean atten- dance and productivity problems, impaired performance, safety concerns' and potential employee theft, among 0ther issues. Pre-employment drug testing tO check candidates for current substance abuse can be lawful under sometimes including only after a conditional Offer Of certain circumstances employment has been extended tO the candidate ー though you must always check federal and state law before implementing such a program. For some positions, pre-employment drug tests are mandatory. Certain school bus drivers, for example ー must submit tO classes Of employees testing for drugs and alcohol under the ね w. ln fact, pre-employment drug testing has become SO common in some industries that it causes hardly a ripple. Keep in mind, however, that you must give all applicants advance written notice that you intend tO test for drugs and Obtain their consent. GeneraIly, you can't observe the test itself (employers Often contract with third-party testing facilities tO administer such testing), and you must hOld test results confidential. Other requirements include giving candidates notice Of a positive result and, sometimes, the opportunity tO challenge the result or submit tO retesting. AISO, you can test only for what you say you're testing for. Finally, individuals with past drug addictions, and individuals currently in rehabilitation for such issues, are protected under the Americans with Disabilities Act (ADA) and possibly state laws. Myriad laws in this area, including privacy concerns, ADA concerns, and fed- eral contractor testing rules, among others, make this a legal minefield. Check with a lawyer before you start any applicant or current employee testing. How reliable are they? If conducted by a competent, reputable lab, very accurate. Shrewd and/or experienced abusers can sometimes slip bY' how- ever, either by abstaining long enough tO eliminate drug traces from the system or by using Other substances tO mask drug traces. ル i s What d0 they dO? Measure an individual's personal honesty and sense 0f integrity. These tests generally include questions on situations Of ethical choice. For instance, what should an employee dO if she sees a co-worker stealing? Or they include questions that can reveal personal standards Of behavior ー whether the candidate can f0110W simple procedures and keep company information confidential.

Appendix: Aboutthe CD Confirmation Of Receipt Of the Summary Of Your Rights Under the Fair Credit Reporting Act and the Copy 0f Consumer or lnvestigative Report: Under the federal Fair Credit Reporting Act (FCRA), an employer must provide a prospective employee with a COPY 0f the official summary 0f rights under the act issued by the Federal Trade Commission (FTC), and with a COPY 0f the consumer report or investigative consumer report, prior tO taking any adverse employment action based in WhOle or in part on information in a report. Consent t0 Criminal Background Check: With this form, a prospective employee grants the employer permission t0 d0 a criminal background check on the prospective employee. Disclosure and Authorization Regarding Procurement 0f Consumer Report for Employment Purposes: Under the federal FCRA, an employer must disclose and Obtain the individual's authorization regarding the procurement Of a consumer report from a consumer reporting agency. Disclosure and Authorization Regarding Procurement oflnvestigative Consumer Report for Employment Purposes: Under the federal FCRA, an employer must disclose and Obtain the individual's authorization regarding the procurement Of an investigative C()nSUmer report from C()nSUmer reporting agency. Disclosure Of the Adverse Action Based on lnformation in a Consumer or lnvestigative Report: Under the federal FCRA, an employer must disclose if it has taken any adverse action based in WhOle or in part information in a consumer report or an investigative COnSUmer report. Employee Self-ldentification Form 00r Federal Contractors and Subcontractors): This form is for use only by federal government contractors or subcontractors.lt should be given tO new hires after they've been offered the job. The data collected are compiled in the EEO-I Report, submitted t0 the EEOC annually. Employee Self-Identification Form 00r Non-Contractors) : This form is for use by non-contractor employers with 100 or more employees that are required t0 file an annual EEO-I Report. Employment Agreement: This form is a sample draft employment agreement' stating the level Of compensation and Other benefits the employee will receive in exchange for specific work performed and establishing 0ther terms and conditions Of employment. 341

Appendix: Aboutthe CD Both of these programs are freeware (free, copyrighted applications); you can copy them t0 as many computers as you like ー for free ー but they offer no technical support. They work on Windows and Mac. DOC e れ l've organized the forms and documents on the CD by the chapter in which they're mentioned. I briefly describe each document in this appendix, but refer tO the actual document for more information. Ⅳ 0 : As is often indicated in the chapters, the forms and draft policies pro- vided are only samples. Different state and locallaws may impose different legal obligations, including with regard t0 the content of the documents and how you use them. An attorney can explain the particular laws that apply to your organization and employees. 朝 t 4 BIank SkiIls lnventory Form and Sample Skills lnventory Form : The form can serve as a model for an employee skills inventory. Staffing Firm EvaIuation CheckIist: You can use this checklist to evaluate staffing firms. 、 Vorker Classification Quick Reference Table: This document provides an at-a-glance summary Of the differences among worker classifications. 朝 t 5 Blank 30b Description Form and SampIe 30b Descriptions: This document includes a blank job description form so that you can develop your own job descriptions, as well as three sample jOb descriptions. 朝 t 6 Acknowledgement 0f Receipt of R 朝設 mé or 30b Application: This form acknowledges that the company has received a candidate's résumé or job application. Sample 30b Ads: This document includes three sample job ads you can use as a reference When preparing your own. t 7 Applicant Self-Identification Form: This form is for use only by federal government contractors or subcontractors.lt should be given tO jOb appli- cants. The data collected are compiled in the EEO-I Report, which is a report that private employers with 100 or more employees and certain federal 339

Chapter 12 : Creating the Right Benefits Package / Provide feedback and problem-resolution procedures. Ⅱ you haven't already done SO, establish formal mechanisms tO receive employee com- ments and complaints and set up a system to resolve problems. Many problems aren't really problems at all but misunderstandings that stem from miscommunication. Try tO develop some means of tracking prob- lems through various stages Of resolution. (One method is to use a form that lists the complaint and includes spaces for the various steps you need tO take tO resolve it. ) The benefits complaints that employees voice most commonly tOday involve denial Of health-insurance claims. Use employee feedbaclt. as a resource tO periodically revise your communi- cations about benefits. The bottom line: Benefits let your employees know that you genuinely care about their well-being. Knowing that you care can help make them more pro- ductive and committed tO the organization. 207

266 Part Ⅳ : DeveIoping Your EmpIoyees even in challenging circumstances?" followed by your observations, such as "Occasionally rude or abrupt tO customer. Advantages: / Reduces the potential for biased responses / Focuses on specific, ()bservable behaviors / Provides specific and standardized comments on job performance Downsides: / Can be time consuming and complicated tO develop / Depends on accuracy and appropriateness Of 、、 anchor statements" / Must be updated as job requirements change / lmpractical for jobs with frequently changing requirements The critical incidents method of performance appraisal is built around a list 0f specific behaviors, generally known as critical わ e わ 0 ⅵ 0 that are deemed necessary tO perform a particular j0b competently. Managers, the HR depart- ment, or outside consultants can draw up the list. Performance evaluators use a criticalincident report tO record actual incidents Of behavior that illus- trate when employees either carried out or didn't carry out these behaviors. You can use these logs tO document a wide variety Of jOb behaviors, such as interpersonal skills, initiative, and leadership ability. Advantages: / Records employee performance as it happens / AIways links employee behavior t0 j0b performance / Provides a documented record Of behaviors over time / ldentifies the most important dimensions Of a jOb / Offers more insight intO jOb descriptions and core competencies Downsides: / Requires disciplined and regular attention / Can often compromise objectivity Of recorded incidents because Of the evaluator's emotional state when the incident is recorded / Depends on a clear definition Of critical behaviors