Special Guest: Michelle King
- 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.