Hiring for Organizational Sucess - Part II (page 2)

Compliance and Interviewing

Jennetta Hyatt

During the hiring process, the area of compliance is often taken for granted. Many non-profit organizations fail to put the necessary mechanisms in place before the hiring process begins to ensure that their process complies with employment laws. A proactive approach in this area may save your organization money in the long run.

To start with, because we live in a litigious society, caution should be exercised not only in the questions asked, but also comments made during an interview. An inappropriate question or comment during an interview, regardless of whether or not the hiring decision was based on this information, can be cause for a disgruntled applicant to seek a lawsuit.

Often taken for granted, some nonprofits can do more and take measures to ensure that everyone involved in the interview process has knowledge of antidiscrimination employment laws. A simple unintentional slip of the tongue can even be costly to an organization. You can avoid grounds for a lawsuit by conducting legally compliant interviews.

If, during an interview, an applicant reveals information that you, as the potential employer, deem an inappropriate inquiry, the information should be ignored, and the interview should be kept on track. Do document that the applicant revealed this information independently.
As an employer, you are generally required to accommodate the special needs of candidates with disabilities. During the interview or even after it begins, if the candidate realizes they require an accommodation, the organization must allow the candidate to return after the accommodation has been provided.
Do not reject an otherwise qualified person with a disability. They should be judged only by whether they are able to perform essential functions of the job with or without reasonable accommodation. During an interview with a disabled applicant, you can only inquire about this and whether they have the prerequisites for the position.

Be sure to document each step of your hiring process, and retain all documentation. I tend to document everything, and some of my colleagues often joke about how much I write. However, I suggest you document everything, too. In the event that a job applicant or candidate logs a complaint with a regulatory agency and you are questioned about it, you will appreciate having this information handy.

Tip: A matrix that includes your interview questions and your rating of each candidate response can be developed and serve as documentation in the event of an inquiry regarding the criteria your hiring decision was based on.

Additional Applicant Screening

Based on the position, it should be determined whether additional background screening will be required. Criminal background screenings are required for positions dealing with children or elderly, disabled or at-risk populations. Positions that require driving should require a motor vehicle background investigation. It may take a couple of weeks to receive the results of these investigations.

Offers of employment made during this time should be contingent on the receipt of satisfactory investigation results.

For the best use of references, applicants should be required to provide at least 2, preferable 3 references from former supervisors. It is not wise to use references from relatives, coworkers or personal friends unless they were also a direct supervisor of the applicant. By asking candidates to bring reference information to the interview, you will have them available when the time arises.

Tip: For further information on criminal background investigations, contact the Criminal History Systems Board. For further information regarding a driver’s background investigation, contact your state’s Registry of Motor Vehicles.

Treat Others as You Would Like to Be Treated

Human Resources
Articles from TSNE

Ever apply for an open position with an organization, tailoring a nice cover letter to include with your resume, and then never hearing anything regarding your application? This lack of action can leave an unfavorable impression with prospective employees. At the very least, every applicant should receive some initial contact from your nonprofit.

Your initial communication with an applicant can simply state that you have received her/his resume and that you will review his/her qualifications. This can take the form of a letter, a postcard or, with the assistance of technology, an automatic response provided to applicants who applied electronically.

You need not communicate again with the larger pool of applicants until after all interviews have been conducted. Candidates that are no longer being considered for the position should be told so either in writing or verbally. Most candidates will appreciate this contact by telephone. Be prepared with a brief but truthful response in case a candidate asks why he or she was not hired.

Tip: It is best to be sure that your finalist will accept the position before informing all of your candidates that they are no longer being considered for the position.

Avoid Common Mistakes in the Hiring Process

As it is, even with an effective hiring process, your decision to select a candidate for hire carries some risk. You can never be sure about an applicant - regardless of how well they do during their interview. We've all seen candidates that play a “good game” throughout the hiring process, but aren’t able to deliver the goods upon hire.

There are some common mistakes (beyond those caused by a clerical error), where “I’m sorry” will not suffice. Many times, mistakes occur when we want to take shortcuts in our hiring process in order to avoid such a lengthy hiring process. A favorite on my list of mistakes is, “I trust my gut, I’m going with this candidate.” Since when does our gut get paid to make a decision for us? Gut decisions are based on instinct and therefore often defer to our internally held and unchecked assumptions. Decisions like this are unfair to applicants and the employer, and they can be costly too.

Other mistakes to avoid during the hiring process include:

Failure to conduct a needs assessment
Comparing a candidate against another instead of against job-related criteria
Lack of commitment to diversity and imposing an American cultural biases on candidates: for example, you could misinterpret something such as a giggle, assuming it means one thing when it means something else in your candidate’s culture
No attempt at diversifying recruitment outreach efforts
Assuming that hardworking and effective mean the same thing
Inappropriate comments made during an interview
Talking too much as an interviewer
No assessment of interviewers’ knowledge of employment laws

Enjoy Your Next Hire

You have extended your verbal offer, and it’s been accepted. Is your hiring process over?

Not yet.

A hiring process is officially completed once the candidate has been extended employment, accepts the offer and successfully functions in the position for at least a couple of months. The first several months of employment should be an acclimation where both the employer and the employee evaluate fit within the organization/position. Therefore, it will take a few months before you can say “good-bye” to the hiring process.

Diversity and Inclusion

It is also important to note that your nonprofit’s employment goals should not focus solely on attracting applicants but also on retaining them. Think of your hiring process as an investment in your human capital. In remuneration for modest salaries, at the least, nonprofits should provide comfortable work environments and consider other retention measures such as:

Creating environments of mutual respect
Treating employees fairly, including in the distribution of assignments and in employment matters including hiring, compensation, promotions, recognitions and terminations
Providing work-life balance opportunities
Developing internal organizational standards that your employees can be proud of and other organizations will want to emulate

Many non-profit organizations are taking advantage of benefits derived from creating an environment where the diversity and differences of race, gender, age, ethnic group, sexual identity, socioeconomic background and religion are valued and recognized. Creating an inclusive environment empowers and affords opportunity for all employees to contribute to their fullest potential. It also supports staff to best use their abilities and talents.

Your organization can also reap the benefits that a diverse workforce brings. During your next hiring process, think outside of your comfort zone, and cast as wide a net as possible in your recruitment efforts.

Final Thoughts

Without a doubt, much time and effort is required for an effective hiring process. Because of this, many are tempted to take shortcuts. Some shortcuts can pose great risk to the organization. The time required to obtain a successful hire is time well spent.

As you know, a good hiring process involves much more than simply filling a job vacancy with a warm body. When successful, your hiring process will consistently provide your nonprofit with employees who understand – and even thrive on – the challenges they will face in providing top-notch services and programs and in creating social change.

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