...PART TWO RECRUITMENT AND PLACEMENT | | | | | | |CHAPTER | |T Seven | | | | | | | | | | |7 | | |Interviewing | | | |Candidates | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter gives an overview of types of | | |Basic Features of Interviews |interviews and their features. It discusses...
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...lasts between 20-30 minutes and consists of the following parts: • • • • • Case Overview / Prompt Clarifying Questions Structure / Framework Building & Explanation Problem Solving & Analysis Recommendation The interview should be highly conversational and interactive. Depending on the firm, and depending on the round, some interviews can be more structured than others. Please see the subsequent section for more information on firm-specific preferences and formats. STRUCTURE OF THE CASE INTERVIEW Case Overview / Prompt The case interview will start with the interviewer providing an overview of the client and the problem. Take diligent notes during this, as the overview will contain crucial hints and information that you will need later on in the case. Make sure you summarize the key points back to the interviewer to make sure you capture all the information correctly. Also, confirm the objective with the interviewer....
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...TARGETED SELECTION A MONOGRAPH BY WILLIAM C. BYHAM, PH.D. ® A BEHAVIORAL APPROACH TO IMPROVED HIRING DECISIONS (BASIC CONCEPTS AND METHODOLOGY) © Development Dimensions International, Inc., MCMLXXIX. Revised MMIV. All rights reserved. TARGETED SELECTION FOREWARD Accurate employee selection decisions have never been more vital to organizational success. Advances in technology and changes in organizational structure and responsibilities have increased the demand for high-quality job applicants who, if hired, will grow into productive contributors to organizational success. This demand, when combined with a competitive job market and significant legal compliance requirements, means that hiring processes and decisions are increasingly complex and challenging. Development Dimensions International, Inc. (DDI), offers a proven selection system called Targeted Selection® that, when properly applied, can produce positive results in a wide range of areas of concern to organizations, from turnover to on-the-job success and return on investment. Targeted Selection® incorporates the following concepts with the training necessary to apply them: > > > > > ® A BEHAVIORAL APPROACH TO IMPROVED HIRING DECISIONS (BASIC CONCEPTS AND METHODOLOGY) Organize selection elements into a comprehensive system. Apply effective interviewing skills and techniques. Use data integration to make the best hiring decision. Make a positive impression on applicants; sell them on the job and...
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...|PART TWO RECRUITMENT AND PLACEMENT | | | | | |CHAPTER | |T Seven | | | | | | | | | |Interviewing |7 | | |Candidates | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter gives an overview of types of | | |Basic Features of Interviews |interviews and their features. It discusses common | | |Types of Interviews ...
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...Honesty, Integrity and Trust in Leadership December 08, 2008 Recently upper management of the Indiana University Information Technology Services Department (UITS), Finance Office Staff called a departmental meeting to discuss the results of an employee job satisfaction survey the was taken approximately nine months earlier by the employees of UITS. We had received hints, from our manager, during our last workgroup meeting that upper management was quite shocked at the results of the survey concerning the attitudes of the employees of our work area. Upper management was upset with the survey results that alluded to the fact that the employees didn’t trust management. Christine Casey Cooper states that surveys reveal that only 40% of employees trust what management tells them” (Cooper, 2008). Management at UITS has as a whole has created an atmosphere of distrust in our department. Upper management has created distrust by withholding information and/or restricting the downward flow of communication through our organization. Like the white house they prefer to “leak” information thru the grapevine than have open communication. “According to studies, the accuracy of “grapevine” information is 78 to 90 percent accurate. Gordon Allport and Leo Postman report that when the “grapevine” information is erroneous and cannot be verified, the results are often dramatic.” (Hanna & Wilson, 1998, p. 36). While this information is being leaked through the grapevine the...
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...Organizational Structure Human Resource Management Foundations HRM 500 August 10, 2014 Willis retailers prides itself on excellent customer service and superior products for our consumers. We are successful because of our customers as well as our employees, which is why we must attain the highest quality people to give the highest quality customer service. As an HR manager, several tasks are given to recruit the right the people for the right positions and that includes job analysis, job design, selection and performance review. This paper will discuss the approaches and strategies that will be utilized and the advantages and disadvantages of each. Job Analysis Approaches There are several approaches to job analysis that can be used with our organization that would be beneficial, but each analysis has its pros and cons. The Position Analysis Questionnaire (PAQ) approach was developed by McCormick, Jeanneret and Mecham in 1972 is a standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs. It measures job characteristics and relates them to human characteristics. The analysis is divided into six categories: interpersonal activities, work situation and job context, miscellaneous aspects, information input, mental processes, and work output. (Noe 2014) Although tedious in its format the advantages to this approach are that it’s extremely reliable which can...
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...TeA M YYe PG Digitally signed by TeAM YYePG DN: cn=TeAM YYePG, c=US, o=TeAM YYePG, ou=TeAM YYePG, email=yyepg@msn .com Reason: I attest to the accuracy and integrity of this document Date: 2005.07.04 23:45:43 +08'00' ������������ Want to learn more? We hope you enjoy this McGraw-Hill eBook! If you’d like more information about this book, its author, or related books and websites, please click here. HOW TO ACE THE BRAINTEASER INTERVIEW JOHN KADOR M C G R AW- H I L L N E W YO R K MADRID C H I C AG O SAN FRANCISCO MILAN SYDNEY LISBON TO RO N TO LONDON S A N J UA N MEXICO CITY SEOUL NEW DELHI SINGAPORE Copyright © 2005 by John Kador. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-144606-0 The material in this eBook also appears in the print version of this title: 0-07-144001-1. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special...
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...Introduction to HRM * What Is Human Resource Management? * Process of managing human resources (human capital and intellectual assets) to achieve an organization’s objectives (Bohlander & Snell 2007) * Policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, training, rewarding, and appraising (Dessler 2008) * Designing management systems to ensure that human talent is used effectively * and efficiently to accomplish organizational goals (Mathis & Jackson 2008) * Term HRM is used in two ways: * Generic approach: describes a body of management activities - seen as a new term for ‘personnel management’ * Distinctive approach to the management of people: distinct from personnel management - a distinct philosophy * Organizational Assets: Physical, Financial, Intangible, Human * Old Myths about HRM Old Myths | New Realities | People go into HR because they like people. | HR departments are not designed to provide corporate therapy or as social health-and -happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable. | Anyone can do HR. | HR activities are based on theory and research. HR professionals must master both theory and practice. | HR deals with the soft side of a business and is therefore not accountable. | The impact of HR practices on business results can and must be measured...
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...Human Resources Management Plan and Job Aids Chase Smith HRM/240 3/11/12 Latrice Morrison Human Resources Management Plan and Job Aids Chasenurdreams.com is a small start-up company located in Las Vegas, Nevada. We offer Internet and Web-related services to small businesses in the Las Vegas and Phoenix areas. The services we offer include website development, design, hosting, maintenance, and marketing. We specialize in both commercial Web development and business-to-business sales. With this experience and expertise we believe chasenurdreams.com can offer a superior service to small business owners, with no current businesses cornering this market this move can turn into a large income for chasenurdreams.com. We believe the reason for this available market is due to expensive costs, the highest profit margins is in Web development for large- and medium-sized corporations. By reducing the company costs but maintain great web developers this will allow chasenurdreams.com to offer the same high-end Web development services as larger companies receive at a much lower cost to the client. In this paper you will see how the proper Job Analysis, Selection, Orientation, and Training will help chasenurdreams.com in the long run. The Right People An expensive cost to any company is training. Companies, on average, spend around $1,202 per employee on training (Bares, 2008). This number includes man hours, supplies, and paperwork. This number is projected to rise due to the overwhelming...
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...Communication Challenges & Strategies of Call Center Executives in Bangladesh BUS 251: Business Communication Prepared for: Mr. Khandoker Asef Safa Kabir Lecturer School of Business and Economics Prepared by: Name | ID# | Mahtab Hossain Khan | 1321135630 | Abhi Barua | 1410305630 | Rezwanul Islam | 1320502030 | Md Adeel Anjum | 1321311630 | Mohammed Ahsan ul Haque | 1320379030 | Section: 10 Summer 2016 North South University Acknowledgement First of all, we want to thank Almighty God to give us strength to work hard for preparing this report. The report is not only of our own hard works. There are many people who helped us a lot making this thing possible. Special thanks goes to Mr. Khandoker Asef Safa Kabir; without his co-operation and proper guideline, this report couldn’t become complete. We sincerely thank him for his tremendous support. A thanks goes to our course mates, family members, friends and relatives. Their unconditional support inspired us to go beyond our limit and to give our best preparing this report. Last but not the least, we thank those kind people who spent some of their precious time for participating our interview. Their co-operation helped us a lot to conduct the research and made our job very much comfortable. We sincerely thank these people and wish them all the very best. Letter of Transmittal July 30, 2016 Khandoker Asef Safa Kabir Lecturer, School of Business and Economics North South University...
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...paper) An interview is the most important element in the job searching process. When an employer contacts you for an interview, they are indicating that they are interested in bringing you on board. An interview helps you and the employer determine if the position would be a good fit. Employers hire by personality, confidence, enthusiasm, positive outlook on things, and whether or not someone has good interpersonal and communication skills. Identifying 5 general (common) questions you believe will likely be asked by most interviewers. After each question prepare a “response” for each question addressing how you personally would address each question (be detailed and thorough in your replies): • Question #1 – What do you expect to be doing in 5 years time? o My personal response to that question: 5 years from now, I would like to see myself in an executive position at Allina Hospital. There I will have the opportunity to train other employees and have more responsibilities. If I can learn the company surroundings, I can further my business education within the company. • Question #2 – What are your weaknesses? o My personal response to that question: I personally am not a self-confident person and I find it difficult to talk to people I don’t know. However, working with patients on a daily basis and continually needing to speak to strangers has helped me. • Question #3 – Do you have any questions? (University of Kent, n.d...
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...Questionnaire Design Local Government Data Unit ~ Wales A guide to... ...Questionnaire Design A Questionnaire Design Local Government Data Unit ~ Wales This guide provides advice and guidance on designing questionnaires. It focuses mainly on points to consider when writing questions and how to format self-completion questionnaires. You may also want to look at: • Survey Design and Analysis We have produced a series of guides which covers four broad areas: • • • • Surveys Performance management Collecting and using data Statistical processes The series of guides is available electronically on our website, www.dataunitwales.gov.uk/guides We also provide advice, guidance and training support relating to each of the documents in the series. For further information contact: Local Government Data Unit ~ Wales 029 2090 9500 or visit our website: www.dataunitwales.gov.uk ISBN – 978-1-907073-02-1 Published 2009 Published by: Local Government Data Unit ~ Wales 3–7 Columbus Walk, Cardiff, CF10 4SD Telephone: 029 2090 9500 Email: enquiries@dataunitwales.gov.uk Web: www.dataunitwales.gov.uk © Local Government Data Unit ~ Wales, 2009 (Data Unit) This material can be reproduced as long as the Data Unit is acknowledged as the original author. Any queries should be sent to the Data Unit at the above address or via e-mail: enquiries@dataunitwales.gov.uk B Questionnaire Design Contents 1. Introduction 1 2. Types of surveys ...
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...Why are people important to a business? Assets are necessary for any business to operate. The roles that people play within the business are critical to its success. However lots of managers say that a business’s employees are the most important assets that an enterprise has. This is because: Employees can be creative and can have original ideas that others may not have which could attract more people to the company as lots of people like something new. Employees must also have creativity skills so they can find and use solutions for potential problems on tasks, projects etc. Employees can please consumers demand and create a reputation for high-quality products. Employee performance in the design, engineering, quality assurance and marketing of your company's product are essential components and are essential to a business’s success. Customers who purchase your product expect a quality product that meets their needs. If employees please consumer demands by the company providing a product they need, repeat business helps you build a strong customer base and if your customers are extremely satisfied with your product, your business could increase as a result of word of mouth which is an effective method of advertising. For example, if a customer goes to British Sugar’s and finds a product they need and is of good quality they would probably buy this product again and tell other people about it so they would probably go and buy it and they might tell another person about the...
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...INDIVIDUAL ASSIGNMENT #2 HRM 782 NAME: ALEXANDRA SALATINO 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...
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...OHT1.1 |SGA592 |Marketing Research | |National Code/Competency | |BSBMKG301A |Research the market | |BSBMKG302A |Identify marketing opportunities | OHT 1.2 DEFINITIONS |Selling |If your company creates a product or service, and then tries to persuade customers to buy it, that | | |is selling. | | | | |Marketing |BUT if the company finds out what a customer wants or needs, and then develops the product or | | |service to match (including the way it is priced, packaged, distributed or delivered and its | | |benefits communicated), this is marketing. | | | ...
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