WELCOME to "Effective Hiring"
This
program will help you develop the skills necessary to make good hiring
decisions.
We'll
look at the process overall, but will mainly focus on interview techniques and
tips.
Your
agency's HR office can provide you with information specific to your agency's
practices for posting, screening and documenting your selection.
Ready?
Let's begin with "The Case of the Bad Hiring Decision".
The Basics
Introductory
information: the case of the bad hiring decision:
“But He Interviewed So Well!”
The Case of the Bad Hiring
Decision
Manager: Susan
Photo of Susan
Susan’s assistant is
GREAT. She can work independently, can
handle difficult callers, and is good at composing documents.
This morning Susan’s
assistant resigned to take a promotion with another agency.
Susan went to her files and
pulled the vacancy announcement she kept from the last time the position was
advertised—6 years ago.
She copied it and gave it to
her agency’s HR office so the vacancy could be announced.
Susan didn’t really think
about how the duties of the position had changed in the last 6 years.
The announcement didn’t
mention the need for Word and Excel, the ability to compose independently, and
the ability to deal with angry or upset callers.
70 people applied for the
position.
Susan’s HR office sent her
the applications from those who were qualified for the position.
She drafted good interview
questions and arranged for several other employees to serve with her on an
interview panel. Then she chose the applicants she wanted to interview.
Applicant: Jerome
Susan was overwhelmed by the
number of applications and had a hard time deciding who to interview.
In choosing applicants to
interview she chose Jerome partly because of his especially neat application
and cover letter. He has 2 years’ experience with the State.
Jerome’s Interview
At his interview Jerome was
so personable and likeable that the panel didn’t really stick to their list of
questions.
Cynthia said, “I can see from
your application that you have good computer skills” and Jerome didn’t
contradict her.
3 weeks later….
Jerome started 3 weeks ago and has been a disaster.
Typing a letter takes him hours and the final product is full of errors. His
files are a mess, he misplaces important documents, and several callers have
complained about his rudeness.
Today Susan received his
Personnel file from the last agency that employed him. He had an overall
performance rating of ‘below good’ and an active warning in his file, both
referring to his lack of skill, carelessness, and unwillingness to attend
training.
What mistakes did Susan make?
a. She did not re-examine the
position before asking HR to announce the vacancy
b. She did not utilize a
structured interview process
c. She assumed Jerome had
typed the application and cover letter himself and
didn’t ask him to demonstrate his skills.
d. She didn’t check
references or even ask Jerome for a copy of his latest performance evaluation
e. All of the above
The correct answer is: all of
the above
That’s right! Susan failed
to:
Review the position before
posting it
Utilize a structured
interview process
Check references
Ask Jerome to demonstrate his
skills
The result of Susan’s
mistakes:
Susan has a long road ahead
in working with Jerome to correct the problems or, if that fails, in pursuing
disciplinary action
Her credibility is affected
. Morale of other staff in the unit will suffer. Many training dollars
will probably be spent
Susan still doesn’t have the
help she needs
Famous last words:
“But he interviewed so well!”
End of introductory ‘Case of
the Bad Hiring Decision”
As a supervisor
YOU are responsible for hiring an effective workforce.
You are expected to use a systematic, structured, legally
sound approach to hiring.
Your goal is to HIRE
THE RIGHT PERSON for the job.
Each
agency has specific processes in place for posting positions, screening
applications, conducting interviews, and documenting decisions. You should
contact your agency's Human Resources office for specific information.
BUT REGARDLESS OF YOUR AGENCY'S
PARTICULAR APPROACH
It
is YOUR
responsibility to understand and specify what you want the new hire to do
In
approaching hiring try to keep in mind that it is not an independent, isolated
event but an interrelated part of a sound management system
Flash
movie:
Activities like hiring,
training, and managing performance should NOT be looked at as isolated,
independent events, but rather
Interrelated elements of an
effective management system:
Classification (image of
green rectangle)
An accurate position
description and understanding of duties are essential to ensuring that a
position is classified correctly, that salary is equitable, and that the duties
assigned to the position support the goals of the work unit and the
organization.
Hiring (image of purple
rectangle)
A thoughtful, careful hiring
process can minimize performance management problems, training needs and
employee relations issues.
Training (image of blue
rectangle)
A good hiring process helps
us identify training important to the position and plan for appropriate
developmental opportunities as the person remains employed.
Performance Management (image
of yellow rectangle)
Accurate classification and
hiring practices help in developing useful, relevant work plans. Additionally, hiring the right person
minimizes the possibility of performance problems.
Employee relations (image of
pink rectangle)
Employee relations and
discipline problems can be minimized by careful hiring and placement of
employees in appropriate positions.
Description of following
graphics: Animation shows different colored rectangles falling into place and
interlocking to form a unified bigger rectangle—like pieces of a puzzle coming
together.
COMMON MISTAKES! Click
and drag the bar, stopping at each mark:
Not
analyzing the position before filling it
Not
finding out whether the applicant has the skills needed for THIS job.
Going on
a 'gut feeling' rather than facts
Failing
to check references
Failing to document the hiring process.
Assuming that a person who is good at one job will be good at
another.
When you are hiring,
remember:
you aren't just a supervisor
You're a RESEARCHER.
It's your responsibility
to find out whether THIS PERSON
can do THIS JOB.
There are several tools
available to help you with your research. Using a combination of all the tools will help ensure
you make a good hiring decision.
Click inside each box:
APPLICATION
photo
of job application form
Job applications really
don't tell us very much. We can get a sense
of the kind of work the person has done, and learn about years of
experience and education completed, but otherwise we need to
question further before feeling that we have a clear picture of
the applicant.
The INTERVIEW
Most of this course
focuses on the interview process;
we'll be moving to that next.
While the interview is an
important tool, it is not
the only one.
Realize that the
information you get in an interview
consists entirely of verbal information the applicant
chooses to give you.
Be sure to back up
interview data with work samples
and reference checks.
Work sample
Picture of artist painting on easel
A work sample asks the
applicant to
perform a particular skill. Some ideas
for work samples:
|
Skill/Competency |
Work
sample |
|
Composing letter Attention to detail |
Creating sample letter Proofreading sample |
|
Dealing
with angry callers |
Role play |
|
Driving
a truck |
Driving
truck on obstacle course |
|
Training
skills |
Giving
a short sample |
Picture
of man scouring dictionary
REFERENCE CHECK
An excellent tool is the reference check, in which
someone with knowledge of the applicant's skills
and abilities provides you with information.
Talk with the applicant's current and past
super-
visors about the individual's skills, abilities and
strengths.
This is NOT meant to be the only means of
making
a decision, but should be seen as a way of getting
information to supplement your interview and other
data.
Your agency may have specific guidelines for
conducting reference checks. Always talk with
your HR office about information specific to
your workplace.
Transition:
So
far we've examined the basics of hiring and the problems caused by poor hiring
decisions.
Let's
look now at the steps in the hiring process:
The hiring
process:
1.
Create/edit/revise vacancy announcement
2. Create interview questions and work samples
3. Screen applications/choose interview candidates
4. Conduct interviews
5. Conduct reference checks
6. Make decision
7. Retain documentation
Let's
erase the whole Jerome episode and give Susan a chance to try again.
Her
assistant resigned this morning. Susan needs someone who can produce documents
independently, without a lot of supervision. As the office handles taxpayer
money the assistant sometimes has to handle calls from upset or angry clients.
The
current assistant does sometimes get overwhelmed and has trouble asserting herself and prioritizing her work.
Susan
goes to her file cabinet and pulls out the vacancy announcement from the last
time the position was vacant--- 6 years ago
Description of Work
PERFORM VARIED SECRETARIAL AND
CLERICAL DUTIES. DUTIES INCLUDE TYPING, AND FILING. ANSWERING TELEPHONE, AND
INVENTORY, ASSIST EMPLOYEES WHEN NECESSARY WITH QUESTIONS PERTAINING TO
BENEFITS, TIME, AND PERSONNEL ISSUES.
Knowledge, Skills and Abilities
PROCESS DOCUMENTS AS PER INSTRUCTIONS. PERFORMS
GENERAL OFFICE DUTIES (FILING, TYPING, COPYING, ANSWERING TELEPHONE).
Training and Experience Requirements
GRADUATION FROM HIGH SCHOOL AND DEMONSTRATED POSSESSION OF KNOWLEDGE, SKILLS,
AND ABILITIES GAINED THROUGH AT LEAST TWO YEARS OF OFFICE ASSISTANT/SECRETARIAL
EXPERIENCE; OR AN EQUIVALENT COMBINATION OF TRAINING AND EXPERIENCE.
In her updated
announcement Susan added the following items:
In Description of Work, she added
OPERATION OF COMPUTER INCLUDING WORD AND EXCEL
Under Knowledge,
Skills and Abilities Susan added
ABILITY TO
INDEPENDENTLY COMPOSE LETTERS, MEMOS AND OTHER WRITTEN MATERIALS, and ABILITY
TO PRIORITIZE WORK. SKILL IN DEALING TACTFULLY WITH
CHALLENGING CALLERS. UTILIZES COMPUTER SYSTEM.
Process:
Screen applications;choose
interview candidates
Susan receives a packet
of applications already screened (for training and experience requirements) by
the HR office. (Your agency may do this differently. Talk with your HR office
about procedures specific to your work place.)
Before
seeing the applications Susan makes a list of the things she's looking for in
interview candidates.
In addition to the minimum training and experience she especially wants
candidates who have:
--Knowledge of Word and Excel
--Ability to independently
compose
--Ability to prioritize work
Doing this in advance
helps Susan stay focused on exactly what she's looking for in the interview
candidates. It also helps to ensure that her process is objective, sound and
legally defensible.
Susan chooses 5 people to
interview.
So: Susan has reviewed
the position and carefully chosen applicants to talk with. Is she ready to
interview them? Well...
Video clip 1: Susan interviews Leslie. They sit facing each other.
Susan: Do you enjoy your current position? Why are
you looking for another job?
Leslie : I love what I’m doing, but I’m looking to be able to
use some of my skills I haven’t been able to use at the Department of
Labor. I’d stay there if they had a
suitable position for me so I could grow in my skills but they just don’t. So I’m looking for an opportunity to afford
me that growth.
Susan: How would you rate your work?
Leslie,: I don’t’ like to brag but I think I’m really
good at my job. I’m good at interacting
with people, taking care of them, making sure that they’re happy, satisfied
customers, and I feel that’s something I could do for you in this job.
Susan: What hobbies do you enjoy
Leslie: I like to read and do crafts, and I’m really
involved with activities in my church and my community. And with activities that my
daughter is involved in.
Susan; Your desk will be out in the middle
and can be quite hectic. Will that be ok
with you?
Leslie Oh,
that’s not a problem for me. I enjoy
being in the middle of things.
Susan: Tell me what you would consider to be your best quality?
Leslie: Definitely that would be my people skills. I
like working with people. Making sure they are happy and satisfied, and taken
care of.
Susan: And what do you
consider to be your worst quality?
Leslie: Well, my husband says
I’m a workaholic. I just look at it like
I like to stay busy and make sure everything is taken care of. I know I should learn to relax and that’s
really good for you to do sometimes, but I really have a hard time doing
that. I like to just stay in the middle
of things, I’m always looking for my next opportunity
to help someone.
Can Leslie:
1. Deal with angry callers?
Maybe
Don't Know
2. Compose independently?
Maybe
Don't know
3. Prioritize her work?
Maybe
Don't know
Can she do THIS
job?
Maybe
Don't know
We don't know much at all
about Leslie's abilities.
Q: What was Susan's mistake?
A:
Her questions were
not job-related. Questions like "Tell me about yourself", "What
hobbies do you enjoy?" and "Why are you leaving your current
position?" don't tell us anything about the applicant's ability to do THIS
job.
Before interviewing
candidates Susan needs to draft a standard list of job-related questions to ask
each one.
This will ensure an
objective, legally sound interviewing process.
Before writing interview
questions Susan needs to decide:
Which
of the items below are necessary for success on THIS job?
Ability
to compose independently
--Handling angry or upset callers
--Upbeat and outgoing personality
--Ability to prioritize
--Has no small children
--Speaks English as a first language
--Has basic office skills
ANSWER: Handling angry callers, the ability to
prioritize, and possessing basic office skills are related to this job. There is nothing to indicate that the
employee must have English as a first language of needs an upbeat personality. It is ILLEGAL to use parenthood as a criteria for any job!
Which tools will help
Susan determine whether
applicants have each skill?
Ability to compose
independently
--application
--interview
--work sample
--reference check
Answer: Work sample and reference check
Ability to handle angry
callers
--application
--interview
--work sample
--reference check
Answer: Work sample, such
as a role play, and reference check
Ability to prioritize
--application
--interview
--work sample
--reference check
ANSWER: Work sample,
interview and reference check
Has
basic office skills
--application
--interview
--work sample
--reference check
ANSWER: Any of these
tools, including the application, should tell you whether the applicant
possesses basic office skills.
|
Interview Questions: |
||||||||||
|
Use
questions that give you good information. Questions that can be answered with
just a 'yes' or 'no' aren't very useful. Use
words like, "How", "Tell me", "Describe"
|
Past action is a good
indicator of future performance.
The "S/T A R” (STAR) question format
is useful:
"Tell
me what happened (situation), what you did about it (action), and what the
outcome was (result)."
"Tell me about a time you had to handle an upset visitor. What was the
situation, what did you do, and how did it turn out
*From Development Dimensions
International (DDI)
S/T A R (STAR) questions can get you
excellent data:
Video clip:
Susan, the interviewer, sits
facing Darryl.
Susan: I’m looking for a 3-part answer: what the
situation is, what you did, and what happened.
It’s extremely important to make a first impression. Tell me about a
time you made a positive first impression on a client or customer.
Darryl: Yes, while working at
the Department of Youth Services I had a caller who was very irate. Her son had gotten into trouble and she did
not know where he was. At this time, with trying all of her means, she had
begun to cry. In dealing with other
agencies and calling this place and that place she hadn’t received any
answers. She called us and my heart went
out to her and I felt compassionate with her.
So I asked her if she could hold on and I would find someone who could
perhaps give her the answers that she needed.
Susan: How did that turn out?
Darryl: It turned out good. I found one of our advisors; he did some
footwork and found the information she needed so she could find her son.
Now it's
your turn to try your questioning skills.
You will be presented with two scenarios
and asked to choose the best interview questions. Leslie is the applicant being interviewed.
Situation 1:
You need someone who can deal
with angry telephone callers effectively, without taking it personally.
You especially want someone
who is willing to take ownership of the caller’s problem and take
responsibility for getting it solved.
What would you say?
Choice 1: Have you dealt with angry callers?
Choice 2: Tell me about your
experience with angry callers.
Choice 3: Tell me about a time you dealt with an angry
caller. What was the situation, how did you handle it, and what was the
outcome?
If you chose answer 1: Have you dealt with angry callers?
Then:
Leslie answers: “Yes!”
Consequence: Closed-ended
questions get yes or no answers. We need more information.
If you chose answer 2: Tell
me about your experience with angry callers.
Then:
Leslie answers: “Oh, yes,
I’ve done that lots. I get calls from people who are
mad that they called the wrong place, or because they lost their PIN number, or
sometimes they’re mad because…”
Consequence: We still don’t
know how Leslie deals with angry callers. Try asking a question in the S/TAR
(situation/task, action, result) format, as below.
If you chose answer 3: Tell me about a time you dealt with an angry
caller. What was the situation, how did you handle it, and what was the
outcome?
Then:
Leslie answers: “A client was
very upset because she hadn’t received her child support check. She was so
angry I knew I should just let her talk for a few moments until she calmed
down.
My supervisor was at lunch so I found
the file myself and told the caller it looked like the check had been mailed on
the 3rd. When my supervisor got back he
said that yes, the check had gone out and should get to her today or tomorrow.
I then called the woman back. She was very appreciative and I think she was
really impressed that I followed up with a phone call.”
Consequence: Thorough answer.
SITUATION 2:
The new hire will need to be
proficient in Word and Excel. You need
someone who can ‘hit the ground running’ so want the new person to have these
skills from day one.
What should you ask? Choose an answer below.
Choice 1: Can you work a computer?
Choice 2: What software
programs are you proficient in?
Choice 3: Do you know Word
and Excel?
If you chose answer 1: Can
you work a computer?
Then:
Leslie says: “Oh, yes!”
Consequence:
THEN FOLLOW UP WITH A S/TAR:
Suppose I needed a
spreadsheet showing our expenditures for the past quarter. What steps would you
take to create this in Excel?
Choice 2: What software
programs are you proficient in?
Then:
Leslie says: “I’m pretty good
with all the Microsoft products.”
Consequence: This is not very
specific. We need more information.
THEN FOLLOW UP WITH A “S/TAR”
Suppose I needed a
spreadsheet showing our expenditures for the past quarter. What steps would you
take to create this in Excel?
Choice 3: Do you know Word
and Excel?
Then:
Leslie says: “Yes, I do.”
Consequence:
Closed-ended questions give
us very little information.
Then follow up with a S/TAR:
Suppose I needed a
spreadsheet showing our expenditures for the past quarter. What steps would you
take to create this in Excel?
RESULT:
Following the S/TAR question
Leslie answers:
“Well…I…uh…I really haven’t had that much experience with Excel. I did take a
workshop in it a year ago. I’m sure I could pick it up pretty quickly.”
Aren’t you glad you asked?
IMPORTANT!
DOCUMENT interview responses. After you have completed
interviews it will help you remember who said what.
NO: "good answer"
Yes:
"Said she had no experience with numerical files."
Yes:
"Worked at Belk---shoe dept--had angry customer demanding money back. Had to go all over store to find manager but finally found somone to approve refund. Got
approval--customer happy."
Recording and
keeping adequate documentation is an important element of a sound, structured
hiring process.
Before interviewing,
establish 'benchmark' responses for answers (high, medium, low). For example:
Task: Answering the
telephone/taking message. You are looking for someone who takes responsibility,
makes sure information gets where it needs to go, etc.
Picture of happy face: Answers promptly, takes complete
message and ensures that recipient receives message. Distinguishes urgent
messages and relays appropriately. Refers caller to voice
mail when appropriate.
Picure of thoughtful face: Answers phone,
refers caller to voice mail, when appropriate offers to take message, puts
message in recipient's mailbox.
Picture of shocked face: Forwards calls to voice mail; does not offer
to take message. Does not seek out recipient if call seems
urgent.
YOUR TURN: How would you rate these
responses?
Video clip
While thinking about the
applicant responses, practice DOCUMENTING the them. Take
notes as you watch the video clips and assign a rating to each response.
Video quiz: how would you rate these responses on
‘answering the telephone’?
Clip one: Leslie
Susan asks: An important part
of this job is answering the telephone, taking complete messages and making
sure they’re delivered. Can you tell me what you’ve done in previous jobs in
regards to answering the telephone?
Leslie: Right now at the Department of
Labor I handle 6 or 7 lines, and 50 people that I work with and take messages
for. So that’s something that I can do. Hollis Printing Company was a much
smaller operation, so I was able to easily manage taking messages for
everybody, and making sure they got delivered to them and special things like
that.
It’s something I enjoy doing
and I think that I could do it for you!
Susan: when you’re taking
messages, what are you expected to do in terms of delivering messages to
people?
Leslie: Over the years I’ve
developed my own system. Like, when a
call comes in for a person who’s maybe not there I take down the name, the telephone number, the date,
and some highlights…
Clip 2: Darryl
Susan asks the same question
of Darryl.
Darryl: At the Division of
Youth Services we had 13 incoming lines.
I always suggested voice mail. This way if someone was out of the office
or was not planning to return they could retrieve their messages from
anywhere. If voice mail was not
accessible I’d take a handwritten message with the date, time, person calling,
phone number, and the message, and with my convenience of the day would tape
the message to the person’s chair or phone.
ANSWER: Both of these responses are about
‘medium’. Neither applicant indicates a
sense of urgency or ownership in getting important messages to the right
people.
Effective
Hiring
TRANSITION
A
crucial issue in interviewing is the use of
LEGAL questions. Rule of thumb: stick with questions that are
entirely job-related
BE CAREFUL!
You
CANNOT ask questions about an applicant's
race, religion, sex, marital status,
or national origin, or questions
that might prompt answers regarding these issues.
For example:
"How do you spend your free time?" might prompt an
applicant to say she's involved in activities at her daughter's preschool.
If she does not get the job she could later claim that she wasn't
hired because she has a small child.
Also:
Americans with Disabilities Act
guidelines prevent you from asking about time missed from work
due to illness, use of sick leave, or history of workers' compensation claims.
Stick to questions
related to the applicant's ability to perform this job.
More on INTERVIEW
QUESTIONS:
|
Area |
LEGAL |
|
|
National
|
Are you
a |
Are you
authorized to work in the |
|
Age |
How old
are you? |
Are you
over the age of 18? |
|
Marital
|
Are you
married? |
Are you
able to work overtime if necessary? |
|
Affiliations |
What
clubs do you belong to? |
List
memberships in any professional organizations you feel are relevant to this
job. |
|
Personal |
How
tall are you? |
This
job requires you to lift 50 pound boxes. Are you able to do that? |
|
Disabilities |
Do you
have any disabilities? |
Are you
able to perform the essential functions of this job? |
|
Military |
Were
you dishonorably discharged? |
In
which branch of the military did you serve? |
|
Arrest |
Have
you ever been arrested? |
Have
you ever been convicted? |
Legal and Illegal
Questions
Quiz: Decide whether each question below is
legal or illegal:
TRANSITION
While the interview
itself is important, it is not the only tool available. Be sure to follow up
the verbal interview with work samples and reference checks:
WORK SAMPLES
Picture: artist working at easel
Do you know the
expression, "A picture is worth a thousand words?"
The proof of an applicant's
ability is what he can demonstrate,
not what he can say.
For
really critical work skills it's important to use a work sample test (also
known as an 'inbasket exercise') to assess the
applicant's ability to perform that skill.
|
Ideas for work samples: |
||||||||||
As
with interview questions, work samples must be clearly related to THIS job. |
DITO/DITA
Do
It To One, Do
It To All.
Each
applicant should complete the same work sample, with the same rules and
instructions, within the same time limit.
EXAMPLE
Critical skill: Independently creating materials such as flyers and
brochures.
Work sample: Create a flyer publicizing employee appreciation day.
|
Applicant 1 |
Applicant 2 |
|
Applicant
seated in busy reception area, provided with old computer to use, and given
no other help or information. |
Applicant
seated in quiet private office with good computer, supply of colored paper,
instructions on how to find special clip art library. |
This
work sample is NOT VALID and NOT LEGALLY DEFENSIBLE.
It is also crucial to CHECK REFERENCES.
Picture
of man scouring dictionary.
An excellent tool is
the reference check, in which
someone with knowledge of the applicant's skills
and abilities provides you with information.
Talk
with the applicant's current and past super-
visors about the individual's skills, abilities and
strengths.
This
is NOT meant to be the only means of making
a decision, but should be seen as a way of getting
information to supplement your interview and other
data.
Your
agency may have specific guidelines for
conducting reference checks. Always talk with
your HR office about information specific to
your workplace.
Most agencies require the
hiring manager to submit a "Selection Decision Log" prior to offering
a position to an applicant.
While
agencies do this differently, most require the supervisor to document the
hiring process, including copies of the interview questions, notes from the
interviews, results of work samples, etc.
In
most agencies this information is kept on file for no less than 3 years.
Again,
communicate with your HR office about documentation required by your agency.
REMEMBER: Recording and keeping adequate documentation is an
important element of a sound, structured hiring process.
Use a
panel of interviewers. This will help you remain objective.
DO explain your hiring process to applicants:
"We'll finish interviewing this week, and then we'll...".
DITO, DITA: "Do it to one, do it to all."
Ask everyone the same questions, ask everyone to
perform the same work sample under the same conditions.
DON'T ask 'leading' questions that give the answer
away.
Video clip: Susan sits facing Leslie.
Susan: We need a person who can see what needs to be
done and takes the initiative to do it.
Are you like that?
Leslie: Oh, absolutely! I need to stay busy so I
like to look around, and if I get finished with everything I start looking
around for my next new project.
DON'T
note that a person doesn't 'fit'. Explain why you feel that way. If you can't
explain it, then you can't justify or defend it.
DON'T
make notes about vague behaviors: Not "she was too assertive" but
"she argued with me".
SUMMARY
1. The GAMBLER: Picture of hand rolling dice.
Making decisions
based on very little real information, 'gut feelings', and lots of hope.
2. The ADVENTURER: Picture of man on tightrope.
You
have some facts. You don't know everything, and you really haven't had time to
check references, but you really need to get the position filled and think this
is a pretty good decision.
3. The INVESTOR: Picture
of smiling, confident man flipping coin.
Your choice has a solid
track record and history of good performance. You've used a solid, structured
hiring process which includes the application, the interview, work samples and
reference checking. You are confident you've made the right decision.
Which role do YOU want to
play?
You're done!
This program
covered the basics of
DO contact your agency's Human Resources office if you need
more information or have questions.
Please contact your
agency’s Training Coordinator and your supervisor to let them know you have
completed the course.
DO visit the 'TOOLS' link on the left side of
this screen for additional information, worksheets, links back to selected
portions of this course, etc.