...Interviews: Among organizational decision-makers, interviews continue to be one of the most frequently used assessment methods to assess candidates for employment, and have been found to be the assessment method most preferred by supervisors and HR practitioners. From an applicant's perspective, obtaining a job interview is fundamental to job search success. Structured Interview Components Campion et al. 1997 studied methods of enhancing interview structure and identified two categories, those components that (1) relate to the interview's content and (2) relate to the evaluation process. Components influencing content: 1. Base questions on job analysis 2. Ask exact same questions of each candidate 3. Limit prompting, follow up questioning and elaboration on question 4. Use better types of questions 5. Use longer interview or larger number of questions 6. Control ancillary information 7. Do not allow questions from candidate until after the interview Components influencing evaluation process 8. Rate each answer or use multiple scales 9. Use detailed anchored rating scales 10. Take detailed notes 11. Use multiple interviewers 12. Use same interviewers across all candidates 13. Do not discuss candidates or answers between interviews 14. Provide extensive interview training 15. Use statistical rather than clinical prediction Other researchers have also proposed a three-dimensional model of interview...
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...I. Background (Gobi) what is behavioral interview? Behavioral interviewing is a based on detailed of the skills required to perform the job to be filled and widely used mode of job interviewing. The behavioral interview technique is used by interviewer to evaluate a candidate’s experiences and behaviors in order to determine their potential for success. This approach is based on the belief that past performance is the best predictor of future behavior. In fact, behavioral interviewing is said to be 55 percent predictive of future on-the-job behavior, while traditional interviewing is only 10 percent predictive. The interviewer identifies following detailed of candidate. Desired skills and behaviors then structures open-ended questions statements to elicit detailed responses. Gain detailed job-related examples Assess past performance Assess competencies Focus the interview so candidates provide more than just “canned” responses \ BEHAVIORAL Vs. TRADITIONAL INTERVIEWING Behavioral-based interviewing provides a more objective set of facts to make employment decisions than other interviewing methods. Traditional interview questions ask you general questions such as “Tell me about yourself.” The process of behavioral interviewing is much more probing and works very differently. In a traditional job-interview, you can usually get away with telling the interviewer what he or she wants to hear. Even if you are asked situational questions...
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...Human Resource Management Interview Everyone that has a job that has at least one or two challenges a day, but in the human resource department I am sure that they deal with more than two issues on a daily basis. Their job as well as our jobs has some form of difficulty in it. For example the HRM job may be difficult mentally and other jobs may be difficult physically as well as mentally. Human resource management is the term used to refer to the philosophy, policies, procedures, and practices related to the management of people within an organization. After interviewing an employer and reading the information from the text book pertaining Human Resource Management they were quite similar. HRM is a job that requires much detail and responsibility. The interview that took place was quite interesting this lady has a lot of responsibilities that she has to administer to everyday. According to the interview that was taken place with Angela her description of an HRM is having the responsibility for designing and administering company policies, procedures, and processes which may include some or all of the following functional areas: employee relations, training and development, benefits administration, employee orientation, safety, leave of absence and reporting. All these require new approaches to influence continual improvement in departmental efficiency and services performed. HRM assures services provided are consistent with customer and employee satisfaction objectives...
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...An Interview With Jim D’Amico: Director of Talent Acquisitions at Spectrum Health David S. Garcia Yesenia Cuevas Jack Brown Davenport University We have learned new and exciting insight from our interview with Jim D’Amico, the current Director of Talent Acquisitions at Spectrum Health. Jim has worked in the past as a Senior Manager and a Strategic Staffing Manager for global staffing at Bissell Homecare incorporated, Senior Recruitment Manager at the Schwan Food Company, and as the Manager of Talent Acquisitions at Barnes Distribution. With these past jobs, one would think that he received his degree in Business Management, Human Relations, or Human Resources, but he did not. He received an education degree and it was out of chance that he began his human resource career. Jim D’Amico’s first plan was to be a schoolteacher because that’s where the ladies are (personal communication, 2014). It was not until someone took a chance on him that he ran with the idea of management. During the interview, Jim joked about his experience and said he did not know any better and it was all “dumb luck” (2014). One cannot help but believe that there is something greater to Jim’s success and accomplishments than “dumb luck.” Jim’s current position at Spectrum Health has given him his greatest challenges faced up to date. He hires more than 6,000 people a year, which includes all hires except executives and physicians. According to Who We Are (n.d.) from Spectrum Health’s website,...
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...Arbo Miller Human Resources Representative McQuay International, INC. Arbo Miller is the human resources representative for McQuay International, Inc. located in Verona, Virginia. McQuay International is a manufacturing company that employees approximately 500 people. Ms. Miller’s responsibilities include benefits management, keeping track of employee attendance, trouble-shooting, hiring, and employee record keeping, assisting to implement employee incentives. Ms. Miller attending Eastern Mennonite University as a liberal arts major but did not obtain a degree. Before coming to work for McQuay she spent many years as an office manager. She has been an employee of McQuay for a little over three months. She works directly under the human resources manager, Bruce Horkley. When asked about the most difficult part of her job, Ms. Miller stated that because of the Virginia labor laws but also what the union contract states and she needs to work within those guidelines. She would like to be able to implement some employee incentives like perfect attendance rewards and awards for those that “go above and beyond” but is not sure what restraints she has to work around. Although she does want to see something along those lines put in place to offer motivation for employees to want to succeed. Ms. Miller also wants to be able to implement a more efficient system to help keep her more organized. She wants to be able to set daily goals and to prioritize her tasks. Ms. Miller...
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...Assignment: - Interview an HR Manager - Based on the interview: * Determine the Corporate/Business Strategy * Write an A4 paper regarding on HR manager’s contribution to the Formulation/Implementation/Evaluation of strategy After interviewing an HR manager who works for BP, the company’s corporate strategy was apparent as follows: BP is one of the world's leading integrated oil and gas companies that deliver energy to the world. Aiming to deliver value over volume; BP operates in almost 80 countries across the globe to find, develop and produce essential sources of energy to turn these sources into products that people need everywhere. BP provides its customers all around the world with fuel for transportation, energy for heat and light, lubricants to keep engines moving, and the petrochemicals products used to make everyday items as diverse as paints, clothes and packaging. BP aspires to create value across the hydrocarbon value chain; this starts with exploration and ends with the supply of energy and other products fundamental to everyday life. To maintain its competitive advantage, BP pursues its strategy by setting clear priorities, actively managing a quality portfolio and employing its distinctive capabilities. BP has clear priorities that aim to run safe, reliable and compliant operations leading to better operational efficiency and safety performance to achieve competitive project execution on time and on budget. The company undertakes active portfolio management...
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...hr interview 1. ORGANISATIONAL BEHAVIOUR 1. How can you motivate people/ employees? These days you have a diversified work force. What motivates one individual may not motivate the other. To motivate your employees you have to understand them. You can motivate them through employee recognition programs, employee involvement programs, skill based pay programs, give monetary and non- monetary rewards, provide good work environment, flexibility. 2. Which techniques you use to motivate? Provide meaningful and challenging work, Set clear targets and expectations and measure performance, Give regular, direct, supportive Feedback, Design people's roles so they can use their strengths, Enable input and choice in how work gets done, Reward them for their work 3. What is the theory of motivation? Motivation is an internal drive that activates behaviour and gives it direction. There is not one but many theories of motivation: Content theories, Process theories 4. If one beautiful girl/ smart boy who is working with you in the same floor and if she/ he is after you and don’t like to work how will you manage her/him? Call him/ her and tell him that I don’t like the person and being a HR professional counsel him and tell the consequences of being like that can affect the career. 5. How do you handle people, if some people come late and some people come regularly? Make the work timings flexible; handle it like a performance issue—show them benefits...
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...and that they are attracted to Zappos. This policy would be a good fit for Zappos because it is focused on finding an employee that will be a good fit with the company’s culture. The image advertising policy should have a positive impact on Zappos. Zappos is looking for employees that will be willing and interested in buying into their company culture and into following their values. The first step in the selection process at Zappos is to have potential employees apply on their company website. On the website there is a prominent message urges them to read the company’s values first. (Gerhart et al, 2009) The company looks over the candidates and chooses people to go through a process of two interviews. The first interview would be a phone interview. The candidate would be asked a series of questions about his or her...
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...STUDENT NUMBER: 016-525-057 TABLE OF CONTENTS Job Ad ..............................................................................................................1-2 Interview Plan ……………………………………………………………...3-8 Beginning-Preparing for the Interview * Conduct a Job Analysis * Develop questions in advance * Develop Rating Scales * Determine the Purpose and Format of the Interview * Train Interviewers Middle-During the Interview * Provide Background * Interview Do’s * Use Probes * Take Notes * Closing the Interview End-After the Interview * Score Responses * Follow-up * Conduct Further Assessment with Reference Checks * Make a Selection * Reminders Developing a Set of Six (6) Competencies.....................................................9-11 * Core Competencies * Functional Competencies * Job- Specific Competencies * Behavioural Descriptive Interview (BDI) Style Question * Answering Behavioural Interview Questions Using STAR Formula * Behavioural Questions Behavioural Anchored Rating Scale (BARS).......................................12 Rating Scales.........................................................................................,,,,,,,,,,,,,,,,,,,.,,.13-14 Appendices * Appendix A- Interview Questions and Answers..............................................15-19 Rationale for Selecting/Not Selecting Candidate ................................................20-21 ...
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...the last two places. The hiring process for new associates used to begin in the fall. The process after that can be broken up into three stages. Each of these stages helped the company make a decision about the candidate and is a key decision point for the firm. The working process is mainly divided in three stages: The purpose of the first one is to see if the candidate has real interest on the company by conducting informal interviews with students in the office in advance of official first- round interviews. These interviews were not part of formal process,that process was to know how serious and enthusiastic the candidates were and a chance to learn more about the firm. In this round interviewers are also instructed to test for culture fit. In the second one the candidates have an interview with an associate who will decide if they have the profile to be promoted into the final round. In this last filter 30 candidates are invited to the Giants Stadium where senior employees interview them five half-hour sessions with short breaks. When the interviews are done, the seniors hold a meeting where they decide which candidates must hire. Candidates invited to Super Saturday will be given the case study to...
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...Questions for Before Your HR Interview Many HR representatives are skilled in asking questions that are open-ended. They are looking for specific examples of the skills that you say you have. They are also looking for inconsistencies that demonstrate you aren't who you sell yourself to be. Practice some of the questions below to make sure you're prepared to answer tough questions with excellent examples. 1. What parts of your education do you feel are most relevant to this position? 2. Tell me about a time when you had to handle a disagreeable or disgruntled employee? 3. Tell me about a time when you had to work toward a hard deadline? 4. Why do you want to work for us? 5. Where do you see yourself in 5 years? 6. Tell me about a time when you had to communicate important information accurately and quickly to a large number of people. 7. How do you personally make sure that any employee information you have access to remains confidential? Tips for Selling Yourself During the Interview HR professionals are skilled at looking for more than technical skills. They will also be evaluating you for: • good verbal and written communications skills, • good organizational skills, • excellent problem-solving skills, • clear dedication to work • reliability • the ability to work well with others and • the desire to progress in your field. You'll want to make sure you're energetic, enthusiastic and keep good eye contact throughout the interview. Use a career portfolio,...
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...Health Care is the leading specialist provider of mental health and learning disabilities services within Greater Manchester area. Our homes and hospitals are well established, which allows service users to integrate with local communities without fear of stigmatization or exclusion which is beneficial to their mental wellbeing. Purpose of this report is to is to ensure that the job description for the role of domestic assistant in Health Care Group, is in line with service delivery and the Care Quality Commissions Essential Standards of Quality and safety under the Health and Social Care Act 2008, as well as updating health and safety policies and procedures. For this reason we are going to conduct the process of job analysis. This report will apply to all Domestic Assistants across Healthcare home and hospital settings. 2- Findings Job analyzing is a process for collecting information about work performed and environment it takes place in, what is the purpose of the job. It identifies the knowledge, skills, abilities and personal competencies people need to perform their work well. From many methods of conducting job analysis, for this process Ive chosen examining documents (incl. job description, person spec, any other job related records), Interviewing job holder, and interviewing line manager. Each one of those methods has got its advantages and disadvantages. While examining documents like job description, gives you precise information about responsibilities of job...
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...areas which are in the centre of the map. The HR Profession Map also includes bandings. Each area is set out in four bands, which enables you to check your level of professional competence in your current role. The HR Profession Map helps determine the required strategies, behaviours and planning needed to have a successful career in HR. “The concept is simple. Covering ten professional areas and eight behaviours set out in four bands of competence, CIPD’s HR Profession Map sets out the activities, knowledge and behaviour needed for success.” (Charity-Works 2015) The eight Professional Areas on the map detect the specific activities and knowledge you need based on your competency in HR which would allow you to have an idea of the banding you currently come under on the HR Profession Map. Throughout your HR Career you are bound to face transitional changes in your competence which in effect will change your banding on the HR Profession Map. “The 10 Professional areas describe what you need to do (activities) and what you need to know (knowledge) for each area of the HR profession at four bands of professional competence.” (CIPD, 2015) In the centre of the HR Map you have the two core professionals which include insights, Strategy and Solutions and Leading HR. Most HR Professionals works deeply into developing their staff, leading your team and looking at potential strategies which may benefit the business. “The successful HR professional provides active, insight-led leadership:...
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...did not have the alumni network in New York, they tried to attract more high quality professionals from U.S. top 10 schools. For each school, a team captain is assigned so that students have a constant and familiar point of contact. Recruiting process for new outside associate started from company presentation at “core business schools” on campus which worked as the first screening interview. The next step was on-campus official interview which tested candidates for ability to work in investment banking as well as for cultural fit. Then, qualified applicants took part in “Super Saturday” and have five half-hour interviews with short breaks. Chip Rae is director of recruiting at SG Cowen who had a responsibility for the recruiting process. He tactically changed some recruiting process. For example, in the past the firm defined the U.S. top 10 schools as core school, but he enlarged it to the top 25 schools because the students SG Cowen hired from the top 10 schools are close to the best students in the next 15 schools. Rae asked associates or senior associates to conduct the first round interview because junior bankers are suitable to assess day-to day skills of candidates. Meanwhile he made sure senior bankers attend at Super Saturday to judge if candidates are a promising investment banker. Rae also tried to choose people who can act as a representative of the firm and develop corporate culture. Problem/ Opportunity SG Cowen does not have a standardized hiring process and...
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...The initial survey effort led by Debbie Horner, HR manager of Ballard Integrated Managed Services, Inc. (BIMS), did not produce useful findings. The survey had several flaws that made the majority of the results questionable. Some items were biased. A few questions were worded awkwardly, likely affecting the response. Some of the information needed was not asked, further reducing the value of the effort. Additionally, the data entry typist and general office support person made a number of errors when keying the data into the spreadsheet, compounding the poor results. In hindsight, Debbie suggested that she should have pretested the sample instrument before issuing it to the workforce. Such a step would have likely revealed many of these problems. Further, to improve the 17.3% response rate, she should have taken different steps to encourage employee participation. Just inserting it into the payroll process did not inform employees sufficiently about the purpose and sponsor of the survey. Advance information to explain the need for gathering their views, as well as reassurances about confidentiality and anonymity, plus descriptions of how the information would be used are among the many steps that Debbie might have taken to increase the response rate. Knowing that Barbara Tucker, general manager of the BIMS operation at the Douglas Medical Center, and the rest of the top management team were disappointed in the findings, Debbie proposed that she create a second, improved...
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