the HIRING GUIDE A resource for property hiring.
This hiring guide is designed to help you
understand how to hire good people and the effect that great hiring decisions have on the company. Hiring a new employee for your team is a lot of work! We’ve done our best to get you everything you need to know, from recruiting basics to interview evaluations. We know that this book has A LOT of information but we’re confident that as the hiring manager, you have what it takes to build your team! Just remember, this is a GUIDE of how to recruit for your roles, what questions to ask, how to ask them, what kind of interview questions you should be aware. We want you to take this information and really make it your own when applying it on your property. Also, if you ever have a question, Your HR team is here for you!
ask it.
INDEX (CLICK ANY TOPIC TO GO THAT PAGE)
Importance of Recruiting......................................................................................4 Core Competencies...............................................................................................7 Types of Interview Questions.............................................................................8 The STAR Method..................................................................................................10 Hiring Responsibilities..........................................................................................13 On-Site Recruiting Lifecycle...............................................................................19 Corporate Recruiting Lifecycle.........................................................................20 Interview Agenda..................................................................................................23 What Not to Ask....................................................................................................26 Making an offer: Do’s!..........................................................................................30 Making an offer: Do Nots!...................................................................................32 Onboarding............................................................................................................34 Appendix (Grab-and -Go Interview Guides)..................................................36
Click this button on any page to return to this index.
WHAT IS RECRUITING? The most important HR fucnction when it comes to return on investment.
WHY IS IT IMPORTANT?
Remember these VALUES? Connection
Leadership
Creativity
Performance
Lean on these values:
As you make your hiring decisions. Our values are what guide us in our vision and strategic priorities. These values help up to determine our EIGHT core competencies that are necessary for a successful career at Aspen Heights.
Vision:
Aspen Heights exists to cultivate human potential and add value to our world by creating a managing spaces where people live, connect, and learn.
The Big 8 core competencies 1 Critical Thinking/Problem Solving: Able to exercise sound reasoning to analyze issues, make decisions and overcome problems
2 Oral/Written Communication : Can articulate thoughts and ideas clearly and effectively in written and oral forms to persons inside and outside of the company.
3 Teamwork/Collaboration : Can build collaborate relationships with colleagues and customers/residents representing diverse cultures, races, ages, genders, religions, lifestyles, and viewpoints.
4 Digital Technology : Can leverage existing digital technologies ethically and efficiently to solve problems, complete tasks and accomplish goals.
5 Career Management : Can identify and articulate one’s skills, strengths, knowledge and experiences relevant to the position desired and career goals and identify areas necessary for professional growth.
6 Professionalism/Work Ethic : Ability to demonstrate personal accountability and effective work habits and understands the impact of nonverbal communication, demonstrating integrity and ethical behavior.
7 Leadership : Can leverage the strengths of others to achieve common goals, coach and develop others, manage emotions and those of others to guide. Can motivate, organize, prioritize and delegate work.
8 Global/Intercultural Fluency : Value, respect, and learn from diverse cultures, races, ages, genders, sexual orientations and religions. Demonstrate sensitivity and have the ability to interact respectfully with all people.
Four Types
of interview questions
HOW MUCH TIME OF YOUR INTERVIEW SHOULD YOU SPEND ON EACH GROUP TYPE?
Situational Behavioral Technical General
:: :: :: ::
30% 30% 30% 10%
STAR METHOD STAR IS A FORMULA FOR CANDIDATES TO CREATE THEIR BEST RESPONSE TO BEHAVIORAL-BASED QUESTIONS.
SITUATION- Describe a specific event or a situation that you were in. The who, what, where, when, etc. TASK- Explain the task you had to complete, highlighting any specific challenges or constraints e.g. deadlines, issues or costs. ACTION- Describe the specific actions you took to complete the task. These should highlight desirable traits the interviewer is looking for. RESULT- Close with the result of your efforts.Include figures to quantify the results if possible.
STAR METHOD WHAT DOES IT LOOK LIKE?
EXAMPLE ::
Tell me about a time when you provided above and beyond customer service. What was the situation and tell me how it effected your relationship with that customer.
(situation) Tell me about a time when (task) You provided above and beyond customer service. (action) What did you do to provide this experience and, (result) How did it effected your relationship with that customer.
Lets take a break. Here is a picture of a chihuahua in a tub.
SO... WHO DOES WHAT? Let’s go over the positions you manage and which ones the recruiter manages for you.
GM, AGM, MS Responsibilities
Recruiter’s Responsibilites
Jobvite
Jobvite
LET’S TALK LIFE CYCLES These are the life-cycles at the corporate and site team levels.
+ J obvite + Indee d + C raigslis t + Facebook + LinkedIn
+ Interview with A GM and LMM/RSM (1:1 or Group) + Interview with GM (if needed )
+ Candidate completes in 5 days + Video reviewed by GM and RM for approval
+ Background Chec k + Red Carpet + Drug Test
+ Discuss needs, wants, requirements, etc . with hiring manager/R M
+ J obvite + Indeed + Craigslis t + Facebook + LinkedIn
+ Application Review + Employee R eferral s + O n Campus R ecruiting + External R ecruiting
+ IPhone Interview with recruiter
+ Candidate completes in 5 days . + Video reviewed by GM and RM for approval
+ Interview with GM, scheduled by recruiter (in person, Skype or phone) + F eedback provided + Interview with RM scheduled by recruiter
+ R ecruiter emails to candidate (by request only)
Hang in there. We are almost done.
I’M READY TO INTERVIEW. WHAT DO I DO? Your guide to having an amazing interview and candidate experience.
INTERVIEW AGENDA Have a effective and engaging interview.
Introduce yourself and have them do the same.
Take this time to review the agenda for the interview and confirm the timeframe. Also, let the candidate know that there will be time for them to ask questions at the end of the process.
This is your time to brag about who we are, our values, culture, and our expectations at Aspen Heights. Then briefly summarize the job description and primary responsibilities
The hiring manager should use a standard set of interview questions for the candidate and follow the 80/20 rule-talk very little, listen to the candidate’s responses and take notes.
This process is for the hiring manager to highlight the advantages of working with Aspen Heights (compensation, benefits, AWAKE program, and any other benefits of working at the property).
Spend this time answering any additional questions the candidate might have. If you don’t know the answer, be sure to tell them you’ll find it for them.
The hiring manager should thank the candidate for their time and set expectations of next steps and timeframes.
STOP... DON’T ASK THAT! Let’s review some questions you should never as a candidate. Asking questions regarding certain identifying factors can not only be rude, it can also be illegal. If you ask questions regarding the below topics, you could leave the company open to a discrimination lawsuit. Avoid all questions regarding the following:
+ Age + Race, ethnicity or color + Gender or sex + Country of national origin and/or birthplace + Religion + Disability + Marital status and/or pregnancy
When speaking with a comfortable candidate, it may feel natural to let the interview turn into a chat session. Be sure to stay on track and ask questions relevant to this candidate’s role and responsibilities! What could seem like an innocent interview question could make us seem like we are screening for a certain “type” of person – which should never be the case!
QUESTIONS OFF-LIMITS Below is a list of off-limits questions to give a better idea of WHAT TO AVOID. Avoiding these questions during the interview process will ensure we are screening our candidates for the best hire based on their skills and qualifications, and help us ensure we avoid much more expensive and time consuming legal work on the back end. + What arrangements are you able to make for child care while you work? + How old are your children? + When did you graduate from high school? + Are you a U.S. citizen? + Will you need personal time for religious holidays? + Are you comfortable working for a female boss? + How long do you plan to work until you retire? + Have you been sick for long periods of time recently?
YOU’VE DONE IT... YOU’VE FOUND THE ONE! So... Now what?
LET’S MAKE A JOB OFFER The DO’s and DON’T in offer-letter engagements.
DO’S : L L L L L
Make sure your offer is approved by your regional manager (compensation, start date, relocation, housing, etc.). An offer should be made by the hiring manager/direct supervisor. This is an exciting moment for you and the candidate! They want to get excited with you. Move Quickly! Especially when the labor market is tight. Remember that you could be competing with other employers for a great candidate. A candidate shouldn’t be in the interviewing process for more than 2 weeks. After two weeks, a candidate can lose interest or receive a better offer with higher pay. Start the conversation by thanking the candidate for taking the time to interview with us and be sure to ask if they have any additional questions. Extend the offer to the candidate and make sure you include: position title, pay, direct supervisor, start date, hours per week.
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Benefits! New employees love to know what other awesome benefits are included in working for Aspen Heights. Here’s a quick breakdown for both full time and part time employees. You don’t need to go into detail. HR can answer any additional questions they might have about their benefits Full Time Employees + Health insurance-starts first day of the month after your start date + 120 hours of PTO + 11 paid holidays + 401K options after 6 months of employment and up to 6% match + AWAKE opportunities + Gym Discounts Part Time Employees + 401K options after 6 months of employment + 4 hours of PTO to celebrate your birthday + AWAKE opportunities + Career Development and internal promotion opportunities Onboarding! Make sure your new employee knows what to expect in the next 10 days before their start date. + Offer Letter + Background and Drug Test + New Hire Paperwork & messaging through Red Carpet + Health insurance-starts first day of the month after your start date + 120 hours of PTO + 11 paid holidays
DO NOT’S L L
Know the Facts. If you’re not sure how to answer a question, don’t give the candidate an information that you’re not 100% sure about. Let them know that you will confirm with your supervisor or HR. Misinforming a new employee about the company, position, benefits, etc. could not only affect their trust in you or the company but effect their performance at work in the future. Onboarding. Don’t rush onboarding. We know that having a full staff is very important for your property to function properly and getting them started as soon as possible is a priority. But keep in mind, the onboarding process before their start date can take anywhere between 7-10 business days to complete. Aspen Heights has created a branded sequence of events to ensure a smooth and positive transition into the company. This will launch through Red Carpet and begins as soon as the offer letter is accepted.
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Compensation. Ensure that you are discussing compensation expectations during the interview. We don’t want to waste our time or their time going through the entire interview process and offer, only to be told that the offer is below their expectations. We never want to mislead, come off unethical or make candidates feel insulted. Discuss their expectations during an interview and be honest about your expectations, benefits and perks. This is not only a huge commitment for your team but also for the candidate. Negotiation. Don’t be offended. Some candidates will want to negotiate their compensations and that’s ok. Consult with your regional manager if you are unsure if you can offer a higher pay. If you can’t accept their counteroffer, be sincere and genuine when responding. Most of the time, taking a job isn’t just about the pay; it’s about the people, the culture, other benefits and career advancement.
Let’s Talk
ONBOARDING WOOHOO! They’ve made it!
ONBOARDING PROCESS The 10 day transition to a new hire’s first day of employment.
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INTERVIEW GUIDE
Appendix
MARKETING ASSOCIATE
PORTER/HOUSEKEEPER
READY FOR YOUR NEXT INTERVIEW? SELECT THE ROLE YOU ARE INTERVIEWING FOR AND THEN CLICK PRINT! THESE ARE YOUR GRAB-AND-GO INTERVIEW GUIDES. IF YOU HAVE ANY QUESTIONS, REACH OUT TO YOUR RECRUITING TEAM AT:
talent@ahpliving.com
MAINTENANCE TECHNICIAN SALES & MARKETING SPECIALIST RESIDENT SERVICES MANAGER LEASING & MARKETING MANAGER ASSISTANT GENERAL MANAGER MAINTENANCE SUPERVISOR