Recruiting Hiring Onboarding

1. Recruiting Hiring Onboarding Presenter: Terri Higgins, PHR Associate Director, Henricopolis SWCD Associate Director, Loudoun SWCD

2. Before we get started… Cards on the table are for your questions. We will cover this material more quickly so we can answer your questions at the end.

3. Recruiting…

4. Recruiting • Crafting Job Descriptions • Why it needs to be your first step • Determining FLSA Status • Now and pending changes • Sourcing Candidates and Advertising • Internships/Volunteers • Great opportunities and possible landmines • Writing Job Ads • Problematic/Discriminatory Practices • Newest “gotcha” tactics • Part-time v. Full-time status

5. Recruiting Impact of recommended practices • Maximizes the District’s ability to meet its operational needs and goals with the best qualified employees • Objective recruitment and selection practices minimize the District’s exposure to claims of bad hiring, discriminatory/disparate practices • Broad use of all available adverting resources increases the vacancy’s exposure to broader audiences of potential/qualified applicants and creates larger more diverse applicant pools

6. Crafting Job DescriptionsWhy it needs to be your first step • Update (or create) to clearly identify exactly what you need - reflect what the job really entails and how you’d like it to grow • Tasks, duties, responsibilities (TDR) – did they change - could they change to better serve your District • Knowledge, skills, abilities (KSA) – what does someone need to have or know, or be able to do to successfully perform the TDR • Soft skills and goals – customer service, flexible, interpersonal and communication skills, problem solving skills, team player, etc. • Use it to create your job advertisement • Use it to develop TDR/KSA questions • Use open-ended behavioral-based questions targeting TDR/KSA and identified soft skills/goals to accurately assess candidates’ match/fit • Use it to develop a scoring tool • One for assessing applicants; one for interviewees • Connects employees to District's goals/needs • Important for your new millennial workforce and onboarding • Use it in the evaluation and goal setting processes • Use it to determine the position’s FLSA status

7. Fair Labor Standards Act – Determining StatusWhat we know today… • Exempt – only if meets ALL the test criteria for one of the WHD/DOL’s FLSA exemption tests • Non-exempt – overtime paid at one-and-one-half times the employee's regular hourly rate for all hours worked over 40 in your standard 7-day work period • Comp time for Exempts • Comp time for Non-exempts • Equivalent of earnings (1½ hours comp time per hour worked) • Prior notification and voluntary agreement with employee • Test forms – use the WHD/DOL forms to make a determination of exempt status • Combination - Employees who perform a combination of exempt duties can still be exempt (29 CFR §541.708)

8. Fair Labor Standards Act – Determining StatusWhat we know today… • Minimum salary basis – • At least $455/week; $23,660/annually • Not subject to reductions based on quality/quantity of work performed • Specific/limited allowable pay reductions for exempt employees • Do NOT go by job titles • Do NOT go by paying employees on a salary basis (can still be non-exempt) • Exemption Tests: • Executive • Administrative • Professional – Learned/Creative • Computer Related (special salary and duties test) • Highly Compensated (over $100k/year and performs office non-manual work consistent with one or more exemption classes)

9. Fair Labor Standards Act – Determining StatusChanges are coming… • Salary level criteria… • Salary will be set significantly higher – chatter has it around $42,000/annually • STILL: Specific/limited allowable reductions for exempt employees • Do NOT go by job titles • Do NOT go by paying employees on a salary basis (can still be non-exempt) • Same Exemption Tests… • BUT: Expected requirement for exempt work to exceed 50% of work efforts • BUT: Expected to include language about concurrent duties • BUT: Expected to include language about primary duties (guidance?) • STILL: Not subject to pay reductions based on quality/quantity of • STILL: Specific/limited allowable reductions for exempt employees • Proposed changes with the OMB now • Plan to reevaluate FLSA status based on the new FLSA criteria (likely late 2015 or 2016)

10. Sourcing Candidates… Go where the action is! Build interest and tell your story visually on Vine, Instagram, and Pinterest And don’t overlook You Tube!

11. Sourcing Candidates • 80% of job searches occur over the Internet and candidates are most active on Social Media outlets • Actively Seeking • Varying motives for changing jobs – questions can discern motives – my two favorite questions (change/keep) • Greater sense of urgency • More aggressive in their search and application pursuit/follow-up • Active on job boards and social media • Passive Candidates – aren’t looking for a job • Open to opportunities – may move for the right opportunity • Requires strategy to reach and peak their interest – they passively peruse their field to stay abreast • Key is communicating critical/exciting info and casting wide net across multiple touch points – stay visible even when you don’t have vacancy • Use a variety of online tools/social media to tell your story, what’s great and happening, impact, why people like working with/for you

12. Sourcing Candidates Understand who you are recruiting and your critical needs to identify your best advertising resources • Educational requirements – target educational sources’ career centers, placement centers, alumni networks, vocational or other training centers , VA reintegration/job bank • Technical skills - use key terminology and buzz words and identify primary job functions central to the target population’s KSA • Use hash tags to generate interest and re-tweets (Twitter) • Entry level jobs require use of the social media tools – YOUR web site, related web sites (VSWCD, partner agencies, professional orgs, etc.), online job boards, Twitter, Linked In , Facebook, college career centers, alumni networks, program/dept heads at colleges • Experience required add sources like local paper, local paper web site, professional organizations’ resources, VEC, Veterans Job Bank, email blasts (yours and other relevant networks), alumni networks, • Linked In and Twitter are the most popular recruitment tools

13. Internships • Unpaid internships in the public sector and for non-profit charitable organizations, where the intern volunteers without expectation of compensation, are still generally permissible. • Key considerations if unpaid: • Similar to training provided in learning environment • Primarily benefits the intern (add’l work for employer) • Doesn’t displace staff and works under close supervision • Employer derives no immediate advantage/benefit • Intern typically works through their college/program requirements to earn college credits for the internship • Intern is not entitled to a job at conclusion of internship • No expectation of wages for time spent in the internship • Partner with high schools and colleges to create a proactive presence and awareness of your District • Pitfalls – difficult to obtain summer interns (lose to paid internships), preference for pay (intern and parents), after the fact challenges (intern isn’t getting credit or pay)

14. Volunteers • Great for getting for getting projects done PLUS • The relationships build a pipeline for word-of-mouth recruiting efforts when you do have a vacancy • Volunteers may turn into viable applicants • Use social media to advertise activities and recruit volunteers – meetup.com then select your city then target topic – Environment, Conservation, etc. • Extension Agent groups – Master Gardeners, Junior Gardener, Master Conservationists, 4-H • School system – PREP • Pitfalls: Expectations for preferential consideration

15. Writing Job Ads • Electronic ads generally hold as much info as needed – but you gotta’ grab and hold their attention • Twitter – character limits and hash tag critical • Maximize impact with a custom ad each time – it creates an impression of a choice opportunity • Skip generic wording and overly long itemized lists • Highlight primary/critical duties and impact of work • Provide quality information on TDR/KSA to attract right pool of qualified candidates and use relevant key words/acronyms and recognizable job title • Sell opportunities for impact, training, visibility, mentoring, etc. • Using a hiring range or salary range (which one/impact) • Use bullet points • Include clear instructions on how to apply and the deadline • EOE statement

16. Avoid Problematic/Discriminatory Practices • Uniform process – every qualified applicant should be afforded the same opportunity to be considered and compete in the uniform process • Advertising practices – where, how long, referrals – cast a wide net to include all viable posting/advertising options, stick to deadlines (use the postmark or electronic time/date stamp to support), referrals (impact on diversity, access, EOE) • Objectivity - for every requirement you should be able to clearly point to a TDR to objectively support it (job description and job ad language is critical) • Same is true for each scoring tool criteria and interview questions • FLSA status – retest each time you review/revise your job description to ensure correct exempt/non-exempt status • Gotcha! Lawyers chasing claims, EEOC investigations, set-ups

17. Part-time v. Full-time status • Full-time – Under the Affordable Care Act (ACA) full-time status is defined as 30 or more worked hours per 7-day workweek or 130 or more hours worked in a month. Under ACA full-time employees are entitled to enroll in healthcare (medical) if their employer employees 50 or more full-time (or full-time equivalent) employees because that employer is required to offer affordable healthcare to at least 95% of its full-time workforce (including dependents and children up to age 26). • VRS covered employment is a full-time permanent, salaried position with an employer that participates in VRS. Some part-time permanent, salaried state positions also are covered under VRS. • VRS non-covered employment is a part-time position with a VRS-participating employer. Non-covered positions do not provide eligibility for benefits. Part-time positions typically require less than 80 percent of the hours of comparable full-time permanent positions. • Full-time would be 2080 hours annually for 40-hour full-time workweeks. 80% of that would be 1664 hours per year (32 hours per work week). • Full-time would be 1950 hours annually or 37.5-hour full-time work weeks. 80% of that would be 1560 hours per year (30 hours per work week).

18. Hiring…

19. Hiring – Process, Tools, Tips • Before the face-to-face interviews • Conducting face-to-face interviews • After the interview • Selection and making a conditional offer • Checking References • Verifying education and credentials • Letters • REMINDER - Great resources available in the Personnel Manual Notebook (Annual Meeting)

20. Hiring Process Reminders Protect the District and your candidates: • Ask only job related questions – TDR/KSA • Prepare job related questions in advance – use open ended questions – rotate who asks the questions • Ask every candidate interviewed the same questions – ask additional questions only to clarify a candidate’s answer /application • Don’t venture into any protected areas • Other topics to avoid– marital status, political affiliations, where they live or vacation, hobbies, children (or child care), disability/injury history, genetic history, spouse’s occupation, healthcare or benefits needs • Avoid anything that can identify a protected characteristic or the candidate’s socio-economic history/status • You only need to know if the candidate is qualified to and can perform the essential TDR of the position – with or without reasonable accommodation

21. Hiring – Before the Interviews • Develop a scoring/screening tool to objectively screen and identify the candidates who most closely match your job description requirements (TDR/KSA) • Apply the scoring/screening tool to every applicant in the same manner • Identify the top 3-5 applicants (3 minimum) • Determine if phone screening interview is necessary to arrive at the top 3-5 candidates • If yes – develop set of job related questions, ask the same questions in the same manner to each phone screen candidate and thoroughly document responses and results • Identify who will be conducting the interviews (usually a 3 member panel minimum – no more than 5 persons) • Develop set of job-related behavioral-based open-ended questions for the panel to use and then create an interview document with the questions, room for notes, and three scoring criteria options • Make the logistic arrangements then schedule interviews – scheduling guidelines • Arrange for greeting and escorting each candidate (and any preparatory materials/information packet) Do not use questions found on the Internet - you will get coached answers - not valuable information!

22. Interview Tips • Don’t rush the process or the candidates – endure the silence • Handling a late candidate – should you reschedule? • Handling questions about salary, benefits, time off, work hours, overtime, flexible scheduling, work from home, salary increases • Candidates’ questions – they can tell you a lot • Prepare and ask questions that target critical TDR, KSA and soft skills and require the candidate to provide a concrete example of actual experience/behavior • Evaluate candidate’s response to each question: • Clear comprehension of the question – answer relevant to question • Demonstrates capability and competency performing or handling relevant role/situation • Compatibility with the District’s goals, culture and operations • Commitment to past roles and organizations

23. Hiring – part of the selection process • Questions must be job related and designed to yield the key information necessary make a good hiring decision – each candidate must be asked the same interview questions • Follow-up questions to candidate’s response will vary • Follow-up questions for “red flags” in resume or application • Red flags: phone prescreen v. during interview • Tests must be job related to specific TDR/KSA and applied in the same manner to the population (e.g. all candidates, or all phone screenings, or all interviewees, or all finalists, etc.) • Scoring tools should reflect the importance of the criteria or question (normally with three values reflecting none, meets, exceeds – document exceeds)

24. Hiring – After the Interview Interview Panel: • Score the candidate’s responses • Make notes on the candidate’s responses, qualifications to perform the job and “fit” with objective info from interview and supporting documentation (resume, application, etc.) • Discuss the candidate’s qualifications and “fit” at the conclusion of the interview • At the conclusion of all interviews, discuss all candidates, identify candidate for offer and the second choice, and make other determinations (e.g. salary offer, start date, negotiate/not, etc.) • Submit the notes/tools for appropriate retention

25. Hiring – After the Interview Interview Panel – You’re Determining… • Is this person’s work experience relevant? • Does this person have the requite KSA or relevant transferable KSA? (technical competencies) • Would this person fit and function effectively on the existing team /in existing culture? (behavioral competencies) • Is this person coachable/trainable – are they willing/able to take feedback and constructive criticism? • Does this person have a history of getting stuff done and using/managing resources well? Have they demonstrated ability to tackle and overcome obstacles? • Does this person have the necessary internal drive to be successful in the position? • Is the candidate committed to professional growth? • Is this person change tolerant? (not obstinate or an obstacle)

26. Hiring – After the Interview Hiring Coordinator • Collect notes/tools from interview panelists and file/retain appropriately • Contact the selected candidate and advise of the conditional offer (salary offer within the advertised hiring range) conditional on the outcome of reference checks, verification of education, employment and other requirements • Negotiate if authorized to do so – only after the candidate initiates a negotiation • Draft and send confirmation of offer letter • Notify all other applicants and thank them for their time/interest

27. Hiring – Critical Steps • Checking References • Ask for confirmation of information for best results • Confirm dates, rates/salaries, titles and duties • Ask if eligible for rehire • Verifying education and credentials • Contact the educational institution directly • Accept only official transcripts from the institution • Letters • Confirm offer in writing along with other information for new hire • Thank interviewed candidates for time/interest and advise a selection has been made • Thank other applicants for their interest in the District On average, 70% of candidates misrepresent or falsify the information their resumes and applications!

28. Terri Lynne Higgins

29. Terri Lynne Higgins

30. OnboardingYour New Employees…

31. Onboarding • Why it’s important • Onboarding basics • Key onboarding practices • Before the first day • The first week • Follow-ups • REMINDER - Great resources available in the Personnel Manual Notebook (Annual Meeting)

32. Onboarding – why it’s important • No second chance at a first impression – want/need to feel valued • Recruitments and training are expensive in many ways (hard dollar costs, disruptive to productivity, morale, impacts whole team) • Take advantage of the honeymoon phase - new hires decide in their first six months how long they are going to work for you – especially the new millennial workforce • Drives immediate and long term engagement and commitment when connections are established positively and early in an orchestrated and supportive way, and results in long term positive/productive working relationships • Accelerates job knowledge • Accelerated proficiency when done well - within weeks, it’s hard to tell the difference between new and seasoned hires • Reduces stress for new hire, rest of the staff, partners • Reduces/manages turnover – tenure continues to fall • Effective onboarding prevents avoidable mistakes down the road

33. Onboarding - why it’s important Gives your new employees the support they need to succeed – if they succeed you succeed! On the job training (OJT) and feedback is crucial • Half of the hourly (non-exempts) new hires leave their jobs in the first year citing lack of OJT and feedback and not feeling valued or connected with the job/people • Without a structured on-boarding process more than half of salaried workers fail or opt to leave within the first 18 – 24 months Results of Effective On-Boarding Practices

34. Onboarding – essential basics… Essential basics support the new employee and facilitate their integration into the workplace and community of partners and stakeholders – onboarding basics address… • Compliance – lowest and most basic level - ensures that the new employee is taught and understands the basic policies, practices and requirements of the position and District • Clarification – ensures that the new employee understands new job’s TDR and related performance expectations including roles/relationships with other staff, officials, partners and other stakeholders and identifies resources/tools available to the new employee – it ‘s about how they fit into and relate to the District’s big picture operations. • Clarification – telling them what they need to know before they need to know it makes it possible for new hires to concentrate on mastering TDR rather than angst/uncertainty. • Clarification – especially important for millennials – creates clear line of sight between their role and the District goals/mission and identifies impacts resulting from their efforts – makes them feel valued and increases engagement/commitment – especially if it comes early from a District Chair or Board Member • Culture – provides the new employee with the District’s norms – formal and informal – so they know how to navigate within the organization and with its partners/stakeholders appropriately • Connections – establishes vital interpersonal relationships and information networks critical to the employee’s success in the position and with its partners/stakeholders

35. Onboarding - Key onboarding practices Prepare for the first day’s activities in advance Prepare a survival guide with policies, procedures, forms, etc, in one handy binder Provide a copy of the onboarding plan including follow-up plans Provide job description, discuss expectations, training, resources Coordinate an initial meeting with staff and key officials, partners, stakeholders Follow-up frequently week one, then scale back gradually to monthly, quarterly… Regular follow-ups provide feedback and clarity and get the new hire’s feedback Maintain two-way communication with ongoing feedback

36. Ongoing onboarding Have a plan to follow-up regularly, provide feedback, and get the new hire’s feedback • Effective Onboarding… It may initially take a village and it does take some time – but it yields big results… • Makes a great first and lasting impression • Reduces turnover costs – improves productivity and retention • Improves employee job satisfaction, engagement, commitment • Gets and keeps employees informed and aligned with the District’s operational needs/goals • Fosters positive and productive interpersonal relationships

37. Questions Anyone? • We will take your cards first and then any questions from the floor • My contact information if you have any additional questions I can help with: • Terri Higgins • Day: 804-501-5241 • Email: terri.henricopolis@outlook.com • Cards with me today if you want one