Typical Process

Let us know of your interest. Use the resources of this web site to express your interest in an existing open position with our company. The resources included on this web site provide you the opportunity to address any length e-mail directly to the hiring manager and to attach your resume if you have one. After you’ve read about the open position and its requirements, use the e-mail to tell us how you’re training and experience position you as a uniquely qualified candidate. We will promptly acknowledge your contact, review what you send us advise you of the next step.

Application For Employment. Complete and submit our Application For Employment package. The entire package can be downloaded from this web site, and when completed fully and accurately and submitted, becomes your ticket to enter our assessment process. Your resume and your introductory e-mail are certainly not unimportant, but they are not a substitute for a thoroughly completed package. Our hiring managers historically consider the Application For Employment package as a person’s first assignment, the first thing they are asked to do. They form an opinion based on how that assignment is carried out.

Application For Employment
Supplement Employment History
Authorization for Drug Testing
Equal Employment Opportunity
Background Inquiry Release

Interview. If one of our hiring managers has a corresponding interest in your candidacy and qualifications, that manager will initiate a process in which you’ll interview and be interviewed by his or her assessment team. Depending upon the position and the hiring manager’s style and preference, you might be introduced to a pretty good number of us. Use the opportunity to kick our tires; we expect it.

For each open position, it is our practice to develop a series of Essential Performance Requirements or EPRs.  These are important components of the position that must be accomplished as described in order for the person in that position to be successful.  It is our practice to share each of these with a candidate during the assessment process and to ask the candidate to tell us what they may have done in their career that is the same or similar to each of them.  Once we hear what it is, we tend to "drill down" by asking follow up questions like these:

• Why exactly did you undertake the task?
• When did this take place?
• How did you go about accomplishing this task?
• What obstacles did you run into?
• How did you overcome these obstacles?
• What was the toughest decision you had to make along the way?
• How long did the project take from start to finish?
• Did you complete this task or project on time?
• What resources were employed and what was the total cost of the project?
• Did you meet your budget?
• What was the business impact?
• How did you ensure that once your work was completed, the organization didn’t backslide from where you had taken them?
• What did you learn about yourself in this process?
• How could you have done an even better job?
• What recognition did you receive?
• Did you do this as part of a team?
• Were you the leader of that team?
• Did everyone on the team perform as required?
• How did you address those who did not?
• How did you recognize and reward those who performed in an outstanding fashion?

 

References. References are huge at ECT. When it comes to references we hold strongly to two tenets. One is that “superior people have superior references” and the other is that it is the candidate’s responsibility to put us in touch with people who have been responsible for the quality and quantity of the candidate’s contribution in a professional setting and who will speak candidly with us on that score. We don’t consider the requirement to have been satisfied if a candidate gives us the disconnected phone number of a company no longer in business or puts us in touch with three people who are programmed to give only “name, rank and serial number.” While we may respect a company’s decision to behave that way, we don’t accept it as satisfying our requirements for quality references. We don’t pry into personal issues or ask about things that are none of our business, but we believe that a candidate’s past performance is the best possible indicator of future performance, and we want the opportunity to fully understand that past performance.

Background check. Finalists or those folks on a hiring manager’s “short list” will need to submit to a thorough background check conducted by a professional service agency retained by ECT. The twin objectives of a background check are to determine if there is anything in a candidate’s background that would disqualify them from employment, and to validate the information that has been provided about schools and degrees, periods of employment and any criminal convictions. Criminal convictions are not an automatic bar to employment at ECT, and a candidate is welcome to a copy of whatever we receive.

Verbal Offer extended. Ultimately, the hiring manager will extend a verbal employment offer to the candidate of choice. This offer will be contingent upon the candidate successfully completing a drug and alcohol screen. Our hiring managers are taught to cover a full outline of items in a verbal offer -- from hire date to wage rates, review schedules, benefits and benefit eligibility dates, and more. At this stage, the candidate either accepts our employment offer or declines. Even if our offer is declined, we hope the candidate nevertheless feels that they were treated fairly and with dignity and respect throughout our process and that they have a good feeling about ECT.

Written Offer Confirmation Letter. Once the hiring manager’s contingent verbal offer has been accepted, and a start date agreed upon, the hiring manager will notify our Human Resources Department and we will follow up with the presentation of a written offer confirmation letter. The offer confirmation letter will cover the same outline and include the same detail as the verbal offer. A candidate is required to sign and return one copy of the letter to ECT; the other is for the candidate’s own file.

Drug and Alcohol Screen. The candidate will be directed to a conveniently located collection facility and will be required to submit to the screen, the results of which are virtually always known within 48 hours. The candidate should always bring a photo I.D. to the collection facility, along with a complete list of any prescription or over the counter medication being taken.

Employment begins. Pretty simply, the new ECT employee begins work and dives into an assimilation period, during which ECT’s efforts are focused on helping that new employee get started, get comfortable and become fully assimilated into the organization.

Required documents. Immediately upon hire, the new employee will be required to produce certain documents.

• All employees will have to provide proof of their eligibility to work in the U.S. which will be documented on the Form I-9. A listing of acceptable documents can be found in the Documents section of this site.

• All employees must produce their original Social Security Card. We will not accept photocopies or laminated Social Security Cards. If you have lost or misplaced your card, you may obtain a new one at no charge from your local Social Security Administration Office. For instructions and an application to obtain a new card, click on “Social Security Card” in the Documents section of this site. It normally takes between one and two weeks to get the new card, so if you do not have yours, don’t wait until your first day of work to get started getting a new one.

• All employees who will be operating a motor vehicle in the performance of their job duties must produce a current valid Driver’s License.

• All employees who will regularly operate their personal vehicle in the performance of their job duties must produce evidence of automobile insurance with coverage of at least $300,000 BI/PD (Bodily Injury/Property Damage).

New Employee Survey. We formally solicit every new employee to tell us how we did at every step of our process, how this process worked for you and how we might get better. New employee feedback is critical to our being able to continuously improve the way we execute this critical activity.