Special Guest: Michelle King

Tips:

• Aim to ask specific questions to candidates so
  you get a real-life example of what actually happened and not a theoretical
  reply to how the candidate might handle the situation
• Use follow up questions to probe on responses
  that are too vague to give you the level of detail you need
• Assessments can help sort out some cultural elements
  but should be factored as only one of many data points in selection
• In order to have legally defensible assessments
  in selection, there are a couple things to consider:
  • You have to use questionnaires that have been
    validated for selection. Most personality assessments are not a fit for selection
    assessment.
  • You have to show the characteristics you are measuring
    are job-specific.
• Talk to everyone who has had contact with the
  candidate during the process. You might learn a lot from how the candidate has treated
  the receptionist.
• Consider flexibility and remote options for the
  open role. Today’s workforce and talent supply requires us to be more creative
  in our thinking.
• It’s now illegal in many states (e.g.
  California, Colorado, Illinois, etc.) to ask what a person is currently making
  in order to form your offer. You can ask the candidate’s expectations, but you
  should have knowledge of what the position is worth in the market in order to make
  the best compensation and total rewards strategy.
• Pay transparency is a new trend but needs a lot
  of consideration around your culture and legal implications. There are many
  factors that influence pay and most often people are not informed on them.
• Market data is worth investing in. Some websites
  also have credible salary information for free, but you have to use judgement
  on which to use.