People 1

I.                  Hiring

1. Hiring a winner!

. Hiring a potential winner---You will have to train them!

. Everyone is a potential winner, just some appear as winners---then Pray.

Hiring for Attitude---Train the Skills

. Positive

.Can Do

. People Oriented

. Willing to learn---and apply what they learn

2. Recruiting Tools

. Referral

. Direct recruiting/ sourcing

. “Now Hiring” sign 

. Newspaper ad

. Brochures/ Flyers

. Schools

. Mall Management office

. Company Website

. Open House

. Job Fair

3. Looking at the Application---a quick pre-screen guide

a. Did they completely fill out the application?

  This will tell you if the applicant pays attention and looks at the details.

This will also tell you how much they care about finding a job.

b. Work Experience---This will tell you if they are qualified, and if they bounce from job to job. Look for gaps---were they out of work for a long time?

c. Ask them about their availability---Are they able to work the times that we need. If not, let them know that we need people to work  (insert times/days here) and tell them if their availability changes to let us know, and than them for applying.

d. Appearance---How does their appearance look?

                               How do they carry themselves?

                               Do they make good eye contact?

                               Are they smiling?

                               Do they have a positive tone of voice?

These areas will tell you a lot, but you must take the opportunity to look.

These are four quick steps to follow when someone submits an application. We must give an application to anyone that requests it. You must receive it from those that apply. Keep all applications on file in your store for 2 years in California and 1 year in all other states. We do not have to interview all applicants. Using these quick pre-screen steps will tell you if we should talk with tem more in detail. If you have a positive feeling for all four areas, and when you talked with them about their experience, this should give you a good clear picture if they are the “Right Stuff” for our company. This should only take two or three minutes.

4. Illegal Questions

Federal legislation states that you cannot base a hiring decision on anything that is not a qualification of the position you are hiring.

You cannot discriminate against an applicant for any of the categories listed below.

There are certain questions that you may not ask when interviewing a candidate.

Examples of discriminatory questions:

Category                     May Not Ask                              May Ask

Age                           . How old are you?                                   . If hired, can you provide

                                             . When were you born?                             proof that you are at least

                                             . When did you graduate?                        16 yrs of age (or 18 for Vons)?

Marital Status        . Are you married?                                  . Do you have any responsibilities

                                            . Do you have children?                            That might prevent you from

                                            . Do you live by yourself?                          From meeting attendance

                                            . Are you a single parent?                         Requirements?

Ethnic origin              . What is your nationality?

                                            . What is your origin of your name?

                                            . What language do you speak at home?

Religious Preference  .What do you do on Sundays?                 . Are you available to work

                                            . Are you a member of a religious group?     On Weekends and holidays?

Sexual Preference    . What is our sexual orientation?

                                               . Do you date a member of the same or opposite sex?

                                               . Are you a member of any gay or lesbian groups?

Disabilities         . What health problems do you have?             . Are you capable of performing

                                   . Do you have any disabilities?                            The essential function of this

                                   . Do you see a physician regularly?                  Position, with or without

                                                                                                                    Reasonable accommodation?

Arrests or Convictions  . Have you ever been arrested?

                                                        . Have you ever been charged with a crime?

Citizenship       . What country are you a citizen of?               . Can you provide documentation,

                                  . Are you or members of your family                which shows you have the right

                                    Naturalized citizens?                                          To work in the U.S.?

The Americans with Disabilities Act went into effect July 26, 1992. It prohibits an employer from discriminating against any qualified individual with a disability who can perform the essential functions of the job. As the employer, you have the right to interview and hire the most qualified applicant. As the applicant, a disabled person has the right to equal access and equal opportunity to complete for any posted job.

5. Conducting the Interview---9 steps to effective interviewing

Step 1. Review the application

Do this before sitting down to interview the candidate.

Look primarily at the overall appearance, gaps in employment, accomplishments, educational background and experience relating to the position for which you are interviewing.

Develop questions based on the information on the application.

Step 2. Choose the place

Schedule interviews during slow business periods.

Be sure you choose a place where it is quiet and you will not be interrupted.

Make sure that when you sit down, your back is facing the operation. If you face the operation, you may be tempted to jump in.

Step 3. Build rapport with the candidate ---beginning the interview

a.   Be ready when the candidate arrives.

b.  Inform the staff to only interrupt you in an emergency.

c.   Greet the candidate warmly and shake hands.

d.  Address the candidate by name and greet him/her warmly.

e.   Introduce yourself by using your name and title.

f.   Sit with your back to the operation.

g.  Talk about the weather or something you have in common to make the candidate feel more at ease.

h.  Let the candidate know what to expect during the interview:

. You will be asking him/her questions about his/her prior work experience.

. You will tell the candidate about the position.

. You will give the candidate an opportunity to ask you questions.

. You will be taking notes during the interview.

Step 4. Ask questions about past performance

a.   Use all types of questions: rapport building, theoretical, behavioral/experience based and informational.

b.  Begin with open ended questions and get more specific information by probing. “ Tell me about your job at…” Follow up with, “Let’s get a little more specific, what kind of side work did you perform while you worked there?”

c.   Focus mainly on behavioral questions to get the most information on how they will perform in the future. Key phrases you can use to get specific information about their behavior are:

. Tell me about a time when…

. Describe a situation when…

. Tell me exactly how you dealt with…

. Describe in more detail how you handled…

. Think of a specific time you…and then tell me about what you did.

d.  Be sure to actively listen to the candidate’s responses:

. This shows that you are paying attention.

. Demonstrate this by:

o  Restating what you heard.

o  Making eye contact.

o  Facing the applicant.

o  Avoiding unpleasant facial expressions.

o  Taking notes.

e.   Stay in control of the interview.

. Staying in control means being responsible for getting all the information you need to make an accurate prediction of future performance. If the candidate goes off on a tangent, bring him or her back by asking a specific question or rephrasing the original question.

. The candidate should do the majority of the talking. Remember, you are asking questions to find out about the candidate.

Step 5. Clarify

a.   This is a tool you can use to be sure you get the specific information you need in order to make an informed decision about whether the candidate is qualified or not.

b.  Key phrases you can use to probe for information that is more specific:

. Tell me about a time when…

. Describe a situation when…

. Tell me exactly how you dealt with…

. Describe in more detail how you handled…

. Think of a specific time you…and then tell me about what you did.

Step 6. Seek conflicting answers

Whenever you are getting a one sided picture of a candidate (all good or all bad), you should ask for conflicting information, for example, “ What is one thing you would like to improve upon?” It does not matter whether the answers to these questions strengthen or change your opinion. It will help you make an informed decision.

Step 7. Allow the candidate to ask questions

a.   An candidate must also make an informed decision about wanting to join your company. An employee who knows all about the job before he or she begins will be more likely to stay.

b.  Ask the candidate if he or she has any questions about the position.

c.   Candidates may want more information about:

. Hours they could be working

. Benefits

. Details about job responsibilities

Step 8. Close the Interview

a.   How you close the interview is just as important as how you open it.

.  Do not indicate your plan to hire or not hire the candidate.

. Summarize the next steps you will be taking, for instance, when you will be making a decision. One suggestion is to say, “Thank you very much for your time. I appreciate your interest in this job. I have other candidates to consider and I will make a decision within 3 days. If I have a position for you, I will call you within 3 days; otherwise, I will keep your application on file in case I have a position for you in the future.”

. Shake the candidate’s hand and thank him/her for the time and interest in your company.

. Oberserve the candidate as he/she leaves.

Step 9. Review your notes and summarize your findings

a.   The best time to summarize your notes is right after the interview.

b.  Evaluate the candidate’s suitability by comparing his or her qualifications with your list of technical and performance skills.

c.   Summarize your findings in enough detail so that you will be able to review all candidates together at a later time.

d.  Refrain from writing any discriminatory comments in your notes or on the application.

6. Evaluating a Candidate

When making a decision:

a.   Compare the candidate’s qualification with those of the position.

b.  Be sure that you base your decisions on facts that you found in the interview, not just a feeling.

c.   Be wary of candidates who:

. Quit a job without giving adequate notice.

. Arrive late for the interview.

. Cannot supply references.

. Give false information on the application or during the interview.

7. Selecting the Right Person

a. Use all the information you have obtained.

b. Compare this information.

c. Consider training needs---Mechanics v. Hospitality!

d. Compare candidates.

e. Make your decision.

8. Reference Checks

Checking references is both necessary and worth the time and effort. You may find out valuable information that will strengthen your opinion or eliminate the candidate altogether.

a.   If possible, check three references for each candidate.

b.  Ask questions that are clearly job related.

c.   Examples of questions to ask when checking references:

. Can you confirm information about the candidate?

o  Dates they were employed with your company.

o  Position, title, pay.

          . How long have you known this person?

          . Have you worked with this person before? Where? In what context?

          . What are this person’s strengths?

          . Why would you hire this person?

          . What is one skill that this person needs to work on?

          . Is this person eligible for rehire?

          . How would you describe this person’s overall attitude?

d.  Keep information obtained in reference checks confidential

It should never be discussed with the candidate or any employees.

9. Notifying Candidates

a. Call the candidate you want to hire first and wait for them to accept before calling the rest. (This is in case one turns you down and you have a second choice.)

. Extend the offer.

. State wages and benefits.

. State preferred start date.

b.  If a candidate you have not selected contacts you, the best way to respond is to say “ I appreciate your interest in the position. I had several good candidates and have selected another person whose qualifications better fit my needs at this time. I will keep your application on file in case we have a position for you in the future.” It is best not to say that you do not have a position open because that may change at any time and most likely if you come across a great candidate, you will find a way to hire him/her. If we say that we don’t have an open position to one candidate and at the same time hire another, we may be opening up potential liability to the company. Please remember that you may not have found an employee, but treating the applicant with respect may have just won you a guest.

10. Establishing a Start Date

a. Establish a start date: when the candidate accepts the job, agree upon a date when he/she will start.

b. Never start a candidate unless you are fully prepared

- Make sure they are in uniform.

- Make sure they have the proper documentation.

c. Schedule the new employee for orientation

Schedule an hour for orientation at the beginning of the first day. This should be during a slow day and time when you are  there.

o  Employees who go through an orientation program tend to stay with a company longer.

o  Orientation will include all new hire paperwork as well as information about company policies, benefits and history.