METHODS OF SCREENING

Background Check For specific jobs, there are federal laws requiring background checks. The information contained in this report or reports will be used to determine if you are eligible for the job. An employment background check may include education verification, review of work history, verification of Social Security number, review of any criminal history, and review of your credit history. Typically, your criminal history and credit reports are the most requested information. Before employers can do a credit check for hiring purposes, you must give written consent, under the Fair Credit Reporting Act (FCRA). If a company decides not to hire a candidate on the basis of the credit report, it is required to provide a copy of the report and let the candidate know of his or her right to challenge it. Employers generally use the Federal Trade Commission Bureau of Consumer Protection as a guide. Similarly, considering a candidate's criminal background in making hiring decisions varies from state to state but there are some provisions put in place that will protect your rights. Read these facts for consumers. If you have a criminal history, it is generally a good idea to disclose things in advance you feel may be an issue when you have an opportunity to discuss them, rather than have the employer be surprised. If you have someone in your life who has seen your efforts to improve yourself and can speak on your behalf, that person could be a good reference to help validate your change.

Criminal Background Check A criminal background check is the process of finding the criminal history of an individual. Criminal background checks are routinely performed before employment is offered, with an offer of employment being conditional upon a clear criminal record. A person's arrest history, incarceration records, and instances of sexual offenses can be found through the performance of criminal background searches. The presence of a criminal offense on a person's criminal record does not necessarily preclude employment. Certain things will be taken into consideration such as how old you
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were when you committed the offense, the type and severity of the offense, how many offenses have occurred, and if they were related to employment. If you are aware of a criminal offense in your history, address it with the potential employer first. Describe the situation and details. Dont let the employer have to ask about an offense after the fact. Credit Report The credit report is now more often included in the background search. This report contains payment history and other credit-related characteristics like bankruptcies or tax liens. The credit report can also contain your previous addresses and employers. This can be used to verify the accuracy of information given in your resume or on the application. You can request your free annual credit report at AnnualCreditReport.com. This is the federally mandated, official site to help consumers obtain their credit report once every 12 months from each of the nationwide consumer credit reporting companies: Equifax, Experian, and TransUnion. There is a fee to get your credit score from those companies. The Federal Trade Commission has received complaints from consumers who thought they were ordering their free annual credit report, and yet couldn't get it without paying fees or buying other services. TV ads, email offers, or online search results may tout "free" credit reports, but AnnualCreditReport.com is the only authorized source for a free credit report.

Standard Screening Tests Physical exam: A physical examination should be required only after a job is offered and must be related to the job itself. It is illegal to give a pre-employment physical exam or to ask about disabilities on the application. The Americans with Disabilities Act (ADA) restricts an employer's ability to require medical exams, and the Equal Employment Opportunity Commission has provided employers with guidelines for determining what is considered a medical exam under the Act. You must always be honest in the application and physical exam process. Never take any non-prescription medication within 48 hours of an examination. Consult with your physician before stopping medication. Be sure to list any and all drugs ingested prior to the
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physical exam. If you have to take medication on a regular basis and cannot stop taking it before the exam, raise this issue with the potential employer first. Skills test: A skills test is the most common form of pre-employment testing and can be used to test specific and general skills. The goal of the test is to verify you have the skills you say you do, as well as the skills that are required to do the job. For example, if you were hired to work a piece of machinery or use a piece of software, you may be asked to demonstrate your knowledge and skill level. If you are being hired in the food services industry, you may be asked about food hygiene, nutrition, and preparation techniques, or to demonstrate your knowledge of food preparation techniques or food storage. Know what you may be tested on. Look at the job description and identify those skills you need to be successful. Practice these skills or read up on the topics before going to the test. Aptitude test: These employment tests explore an applicant's capacity to learn new skills that may be required for a job. They may be used to predict your future performance with a particular job. The test format can be a written exam or an oral one. Sample questions depend largely upon your area of focus e.g., medical, technical, financial and are specific to these particular skills. Integrity test: Integrity testing explores how honest or trustworthy a potential employee may be. The test is designed to ask questions that uncover the applicants attitudes about absenteeism, company policies, drug and alcohol abuse, company property such as office supplies, and the use of phones, email and the Internet. These tests typically ask direct questions about previous experiences related to ethics and integrity or ask questions about preferences and interests from which inferences are drawn about future behavior in these areas. These test results are commonly used for screening applicants for entry-level jobs where employees have access to money or merchandise. Some sample integrity test questions are:

How prompt are you? Do you think it is stealing to take small items home from work? Do you feel guilty when you do something you should not do?
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Do you believe most employers take advantage of the people who work for them? How many people have cheated the government on their income tax returns? How often during the week do you go to parties? How many people dont you like? Are you an optimist? True or false: I like to take chances. True or false: A lot of times, I went against my parents wishes.

Drug Testing Pre-employment drug testing is just one way employers can help protect their workplaces from the negative effects of alcohol and illegally used substances. It can also discourage alcohol and other drug abusers from joining the organization in the first place. Usually, job candidates are sent to a collection site where a urine sample is taken and then sent to a certified laboratory for analysis. Urine drug testing is the most common type of drug screening primarily because it is reliable, inexpensive and non- intrusive. Test results are usually available within 24 to 48 hours. There are other testing methods such as hair testing, blood tests, breath tests and saliva testing. The most common employment drug screening is a standard five-panel test, called a Five Screen, which is testing for five types of drugs: Cannabinoids (marijuana, hashish); cocaine (cocaine, crack, benzoylecognine); opiates (heroin, opium, codeine, morphine); amphetamines (amphetamines, methamphetamines, speed); and phencyclidine (PCP, angel dust). Alcohol, LSD, hallucinogens and inhalants can be added to drug screens.

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Methods of Recruitment
Nurses are in a caring profession because they want to be. Nurses want to be treated with respect and dignity for the hard work they do and the amount of work they accomplish. Nurses need to be recognized for their efforts. Most nurses look for employment that will contain a caring environment to work in. Most nurses prefer quality over quantity and don't want to work in a "factoryoriented" health care environment. It's important to use this common knowledge when recruiting nurses.

Word of Mouth

Medical institutions looking for nurses should start with word of mouth. Since many nurses know each other---from going to school together to working together in other establishments---you can use the knowledge of nurses already working for you to find other nurses and recruit them for your institution. Advertising

The next step is advertising in newspapers and medical journals. Advertising for nurses to attract their attention should contain the following elements: a high rate of pay for nurses, a sign-on bonus, merit raises for a job well done
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and full tuition reimbursement for nurses who want to further their education. Another element to consider is benefits. Many nurses have families and in today's world there are many single mothers who are nurses. A benefit such as health insurance in which a majority of the insurance is paid by the employer is a must. Personal

The nursing recruiter herself should be a professional recruiter as well as a nurse herself. Standard human resources types are fine for many businesses and may, in fact, do initial interviews, but only trained and experienced nurses can give full and fair assessments of how extensive the recruit's knowledge and experience are as well as how good a fit the recruit might be for the institution. The selling key point is that the nurse works for the organization and shows in her smile that she likes her boss and is treated well. Internal recruitment is when the business looks to fill the vacancy from within its existing workforce. External recruitment is when the business looks to fill the vacancy from any suitable applicant outside the business. Advantages Internal Recruitment People already familiar with the business and how it operates Cheaper and quicker to recruit Disadvantages Limits the number of potential applicants No new ideas can be introduced from outside the business Provides opportunities for promotion with in the business can be motivating Business already knows the strengths and weaknesses of
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May cause resentment amongst candidates not appointed Creates another vacancy which needs to be filled

candidates External Recruitment Outside people bring in new ideas Larger pool of workers from which to find the best candidate More expensive process due to advertisements and interviews required People have a wider range of experience Selection process may not be effective enough to reveal the best candidate The four most popular ways of recruiting externally are: Job centres - These are paid for by the government and are responsible for helping the unemployed find jobs or get training. They also provide a service for businesses needing to advertise a vacancy and are generally free to use. Job advertisements - Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form). Where a business chooses to advertise will depend on the cost of advertising and the coverage needed (i.e. how far away people will consider applying for the job Recruitment agency - Provides employers with details of suitable candidates for a vacancy and can sometimes be referred to as head-hunters. They work for a fee and often specialise in particular employment areas e.g. nursing, financial services, teacher recruitment Longer process

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Personal recommendation - Often referred to as word of mouth and can be a recommendation from a colleague at work. A full assessment of the candidate is still needed however but potentially it saves on advertising cost.

HIRING APPLICANTS
Plan the selection process Selection is the process of screening applicants to ensure that the most appropriate candidate is hired. The first step in the selection process is to review the information (resume, application form) provided by all job applicants to determine which applicants meet the minimum qualifications as stated in the job posting. No further consideration will be given to those who do not meet the minimum qualifications. (In fact, it is a good idea to say in your advertisements that only those candidates who meet the job requirements will be considered.) Those job applicants who meet or exceed the minimum job qualifications are then assessed to decide which ones will be short-listed for a job interview. The most common methods of selection for all positions include an interview followed by a reference check. Other selection techniques used during the interview phase are: work samples, written tests, in basket exercises, oral presentation, and personality or aptitude tests. After making a conditional offer, additional selection techniques can include: criminal records check, driver's records check. Written consent is required before requesting records checks.

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Working with a selection panel Engaging other people in a selection process can be very helpful. You may want to include a senior staff member, a board member and a potential co-worker, for example. When you invite panel members to participate, let them know how much time it will take and what their role will be. Their contribution can include:

Helping to develop selection criteria Screening resumes Preparing interview questions Participating in interviews Assessing each candidate against the selection criteria Providing input about the final selection

When working with a selection panel:

Give panel members copies of the candidates' resumes and any other information the candidate provided Prepare for interviews by clarifying which panel member will ask each question Share all materials that relate to the hiring process (announcement and job description, selection criteria, template for assessing candidates, etc.)

Prepare for the interviews Prepare a list of questions to ask during the interview (see the HR Toolkit's Sample Interview Questions). Develop key questions to explore past job performance, covering all essential functions. Also, prepare follow-up questions. Use a variety of approaches to get different kinds of information, tailoring questions to open up a topic for conversation or to confirm information.

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When you call the job applicants on the short list to set up an interview, tell each person the salary range for the position, if this information was not part of the job posting. Then ask them if they would like to proceed to an interview given the salary you have to offer. This way, you should avoid interviewing people who later refuse a job offer on the basis of salary.

Conduct the interviews Choose an appropriate environment for the interviews and ensure that you will not be interrupted. If you are interviewing internal candidates, consider doing it off-site. Think of the interview as a business conversation. Make sure you use the same interview format and setting for every candidate, and that interview appointments are the same length. Welcome the candidate and provide her/him with an overview or "road map" for the interview. Ask your questions, then sit back and listen. Ideally, you should talk no more than 20% of the time. Use follow-up questions to have the candidate expand on their answers. Comment on what the candidate says to let them know you are interested and to encourage discussion. You may want to consider using an Interview Rating Guide to evaluate the answers given by each person that you interview. Conclude the interview by thanking the candidate and explaining the next steps. Ask for their permission to contact references. Be aware of bias in the interview process The following is a list of common biases that can occur when interviewing candidates: Leniency/ Strictness Bias occurs given people differ in how they evaluate people; some interviews are very liberal and lenient, while others are critical

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and demanding. This bias tends to raise or lower the scores of people who are interviewed. Halo Effect occurs when the interviewer lets one favoured qualification, trait, or experience influence all other factors, resulting in an unduly high overall performance rating. Horns Effect, similar to the halo effect, allows one disfavoured qualification, trait, or experience take precedence and result in an unfairly low candidate rating. Similarity Effect occurs when an evaluator rates a candidate based on characteristics the appraiser sees in themselves. Interviewers have an unconscious tendency to favor people who are physically and professionally similar to them. Appraiser Biases occurs when an evaluation is based on individual demographic differences. Personal beliefs, attitudes, assumptions, and preferences can lead to unfair evaluations of candidates. Primacy Effect is associated with "the first impression, interviewers' first impressions of a candidate can often play a powerful role in their subsequent assessment. Contrast Effect occurs when one's individual ranking is based on one's position relative to others in the group. If the interview pool consists of a number of outstanding candidates, it is extremely difficult for an average candidate to be picked as number one, but in a substandard pool, the average candidate may inexplicably stand out.

All selection or screening methods must be based on the essential tasks and skills for the position (as outlined in the job description) and comply with human rights legislation.

Check the references of your final candidates Checking references carefully and thoroughly is one way to avoid hiring the wrong person. It may seem easier to accept letters of recommendation that address a candidate's abilities and experience. However, talking to people will
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allow you to probe issues deeply enough to get a fuller sense of the candidate's values, nature, approach to work and how they interact with others. Telephone interviews are the best way to get more depth about the candidate's character and background. Reference checks are a last opportunity to verify information the candidate has provided, validate their personal suitability and explore any areas of concern. Talk to references before you make an offer. Let the candidate know you will be doing this. Be sure to find out if there is anyone the candidate would prefer you not speak to - for example, a current boss or current colleagues. Prepare a list of questions for references about information on the candidate's resume and about topics discussed during the interview. Ask for insights into the candidate's character, examples of good work they have done and areas that need development. If you keep the conversation casual but professional, you are likely to get more information. Record the reference's responses. Remember that any notes that you take when talking to a reference must comply with human rights legislation.Potential candidates may have the right to see what references have said about them so keep accurate notes. At the beginning of your conversation, explain to the reference the importance of the position you are hiring for and tell them you appreciate their honesty. At the end, thank them for the time they have spent talking to you and for their help .

Make your decision and review it Evaluate final candidates against each other after you have rated them against the criteria to identify the best candidate based on skills, worker characteristics and organizational fit. Review all your notes and write up your decision.

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Keep all of your recruitment and selection materials on file for at least two years. Make sure your decision is nondiscriminatory, complies with provincial and federal laws and your hiring policies and is based on sound judgment. Discuss the decision with colleagues or others who participated in the interviews and/or other stages of the hiring process.

Make the offer Call the candidate to make an offer. Inform all other final candidates by phone of the outcome of the recruitment process. Offer to give them constructive feedback on the interview.

Do the paperwork Confirm your offer and the candidate's acceptance in writing. A written contract is the ounce of prevention that helps to avoid disputes. It spells out your expectations of employees and the obligations you have to each other. A written contract can take many forms - a letter, a proposal or a formal agreement, for example. For your convenience, you can prepare a standard contract to use with all employees and tailor it for specific jobs by filling in blank spaces or attaching pages that cover the details.

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