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Added for You - How To Select The Right Person For The Job - The Three Essentials
There are many events outside of the workplace that can negatively impact workplace productivity. A major holiday and major sporting events (like the Super Bowl, World Cup or NCAA Basketball Tournament) are a few of these possible distractions.As people begin to think about, talk about and focus on these events, their focus may leave their work. Think about it: how many tournament brackets are filled out on office time? How much Christmas shopping gets done online at the office every year?This change of focus can lead to significant losses of productivity. As leaders we can’t remove the distractions – the events will still occur. Our job instead is to do what we can to recognize and take advantage of the situati
Then of course there’s the reference. Written references are almost useless and phone references are generally ineffective for the same reasons as the standard employment interview. However, you can increase the effectiveness of references by using the BDI method over the phone with the candidate’s referee.
In addition to finding out whether someone can do the job, there’s also the very important aspect of “values fit”. Will the person fit in with the people and the culture? There are numerous values questionnaires on the market that you may try, however I have two simple
Electronic fund transfers are a modern method to transfer money between concerned parties. This secure system works via electronic signal and is considered to be a prompt system that eliminates the physical exchange of money between concerned parties. Similar to using them for payments, taxes can also be paid with EFT. It is mandatory to pay certain taxes with EFT. These transactions comply with predetermined rules and security procedures. These transactions can only take place when customers make a special application to enable such payments. People who need to pay taxes with EFT have to do so for an entire calendar year. A number of people prefer to pay taxes with EFT, as they view the system to be safe and efficient.
• We often rely too much on the interview as the main selection process, or
• We place too much emphasis on professional credentials at the expense of ability to do the job and best values fit, or
• We recruit too often “in our own likeness”.
What’s the best way of finding out whether someone can do the job? Try them out. Not all of us have the resources to be able to “give someone a go”, unless we are recruiting for a position such as “air traffic controller”. As a regular flyer, I know that I would be worried if the recruitment process for air traffic controllers relied principally on the interview! Having worked with a number of air traffic controllers, I now rest easy knowing that a major part of the selection process is simulations of actual flight control. So, if you have the resources, go for simulation.
Without simulations, we must still rely on the interview. Unfortunately, numerous studies suggest that the interview (by itself) is an ineffective selection method. Why? Let me pose the question – “How similar is an interview to the type of work the person is expected to do?” If interviewing is not a major part of the normal day to day activities of the position for which you are recruiting, then the selection interview is not replicating the work, but is merely a discussion on what the person has done or might be able to do. Take for example the following questions, often asked:
• Tell me about your duties in your last position.
• What did you like most about the job?
• What did you like least about the job?
• Why do you want this job?
• Where do you want to be five years from now?
• How do you feel about working for a demanding boss?
• What is your management [or marketing etc] philosophy?
• What would you do if you were working for a manager who refuses to set priorities for you?
• Tell me what you would do in your first few weeks in this role.
Before you reach for your pen to jot down a “new one” you liked, let me make a point. Not one of these questions works! None of them helps predict future behaviour in the job for which you are recruiting.
So, how can you improve the interview? A technique known as “Behaviour Description (or Event) Interviewing (BDI) has been shown to improve interview effectiveness by as much as four times. Mind you, you should still use more than the interview, but more of that later.
Read the following question asked of a candidate in relation to a job requirement of “managing poor performance” and see how it differs from the previous list of questions:
• Tell me about the last time you faced the situation of an employee who wasn’t performing.
o What was the situation?
o How did you deal with it?
o What did you do?
o What did you say?
o What did he/she say?
o How did you respond?
o What was the outcome?
By comparison to our previous questions, BDI asks for examples of past behaviour that the candidate has experienced, that are likely to indicate how the candidate might perform in similar situations in the current position.
It specifically calls for the descriptions of events, not thoughts, feelings or hypotheses. Additionally, it prevents the candidate from lying or exaggerating as the following parts of the question will soon catch them out.
So, the BDI interviewing process becomes:
1. Describe an event.
2. Describe the behaviour (what happened).
3. Describe the outcomes.
In addition to the BDI interview, what do you need to add to your selection armoury? Depending on the position, there are of course the professional qualifications, but we all know that these merely get the candidate through the gate – it’s what he or she can do with their qualifications that we are interested in. For some positions, you may also decide that IQ, EQ or personality tests are useful (these need to be shown to be reliable tests by correlation with previous successful candidates).
Then of course there’s the reference. Written references are almost useless and phone references are generally ineffective for the same reasons as the standard employment interview. However, you can increase the effectiveness of references by using the BDI method over the phone with the candidate’s referee.
In addition to finding out whether someone can do the job, there’s also the very important aspect of “values fit”. Will the person fit in with the people and the culture? There are numerous values questionnaires on the market that you may try, however I have two simple
Magicians and variety entertainers have many venues (places to do shows) that pay anything from extra income to a handsome living.At the top of the heap is television in the form of the occasional special and Las Vegas/Branson floor shows. Most magicians have a long way to go before they get the kind of resources they need for these venues. It takes a ton of money to mount a show like that. It takes money to make money.The next rung down is performing at resorts and theme parks from Disney World to the large regional theme parks. You can actually get one of these gigs with a small show.Below that is specialty venues like The Magic Castle, Magicopolis in Santa Monica, Monday Night Magic in New York, Th
Without simulations, we must still rely on the interview. Unfortunately, numerous studies suggest that the interview (by itself) is an ineffective selection method. Why? Let me pose the question – “How similar is an interview to the type of work the person is expected to do?” If interviewing is not a major part of the normal day to day activities of the position for which you are recruiting, then the selection interview is not replicating the work, but is merely a discussion on what the person has done or might be able to do. Take for example the following questions, often asked:
• Tell me about your duties in your last position.
• What did you like most about the job?
• What did you like least about the job?
• Why do you want this job?
• Where do you want to be five years from now?
• How do you feel about working for a demanding boss?
• What is your management [or marketing etc] philosophy?
• What would you do if you were working for a manager who refuses to set priorities for you?
• Tell me what you would do in your first few weeks in this role.
Before you reach for your pen to jot down a “new one” you liked, let me make a point. Not one of these questions works! None of them helps predict future behaviour in the job for which you are recruiting.
So, how can you improve the interview? A technique known as “Behaviour Description (or Event) Interviewing (BDI) has been shown to improve interview effectiveness by as much as four times. Mind you, you should still use more than the interview, but more of that later.
Read the following question asked of a candidate in relation to a job requirement of “managing poor performance” and see how it differs from the previous list of questions:
• Tell me about the last time you faced the situation of an employee who wasn’t performing.
o What was the situation?
o How did you deal with it?
o What did you do?
o What did you say?
o What did he/she say?
o How did you respond?
o What was the outcome?
By comparison to our previous questions, BDI asks for examples of past behaviour that the candidate has experienced, that are likely to indicate how the candidate might perform in similar situations in the current position.
It specifically calls for the descriptions of events, not thoughts, feelings or hypotheses. Additionally, it prevents the candidate from lying or exaggerating as the following parts of the question will soon catch them out.
So, the BDI interviewing process becomes:
1. Describe an event.
2. Describe the behaviour (what happened).
3. Describe the outcomes.
In addition to the BDI interview, what do you need to add to your selection armoury? Depending on the position, there are of course the professional qualifications, but we all know that these merely get the candidate through the gate – it’s what he or she can do with their qualifications that we are interested in. For some positions, you may also decide that IQ, EQ or personality tests are useful (these need to be shown to be reliable tests by correlation with previous successful candidates).
Then of course there’s the reference. Written references are almost useless and phone references are generally ineffective for the same reasons as the standard employment interview. However, you can increase the effectiveness of references by using the BDI method over the phone with the candidate’s referee.
In addition to finding out whether someone can do the job, there’s also the very important aspect of “values fit”. Will the person fit in with the people and the culture? There are numerous values questionnaires on the market that you may try, however I have two simple
Like anything else in the business world, Customer Relationship Management (CRM) requires a necessity to stay in-tune with the latest communications technology. You either adapt to stay in the game or fall way behind the competition.This statement especially rings true for call centers as new technologies, applications and call center solutions are often introduced to improve daily and long-term operations.With that said, it is one thing to understand the importance of having this dedication to learn about the latest call center solutions and quite another to actually do so.Learning about the latest advanced call center solutions can be a daunting tas
• What is your management [or marketing etc] philosophy?
• What would you do if you were working for a manager who refuses to set priorities for you?
• Tell me what you would do in your first few weeks in this role.
Before you reach for your pen to jot down a “new one” you liked, let me make a point. Not one of these questions works! None of them helps predict future behaviour in the job for which you are recruiting.
So, how can you improve the interview? A technique known as “Behaviour Description (or Event) Interviewing (BDI) has been shown to improve interview effectiveness by as much as four times. Mind you, you should still use more than the interview, but more of that later.
Read the following question asked of a candidate in relation to a job requirement of “managing poor performance” and see how it differs from the previous list of questions:
• Tell me about the last time you faced the situation of an employee who wasn’t performing.
o What was the situation?
o How did you deal with it?
o What did you do?
o What did you say?
o What did he/she say?
o How did you respond?
o What was the outcome?
By comparison to our previous questions, BDI asks for examples of past behaviour that the candidate has experienced, that are likely to indicate how the candidate might perform in similar situations in the current position.
It specifically calls for the descriptions of events, not thoughts, feelings or hypotheses. Additionally, it prevents the candidate from lying or exaggerating as the following parts of the question will soon catch them out.
So, the BDI interviewing process becomes:
1. Describe an event.
2. Describe the behaviour (what happened).
3. Describe the outcomes.
In addition to the BDI interview, what do you need to add to your selection armoury? Depending on the position, there are of course the professional qualifications, but we all know that these merely get the candidate through the gate – it’s what he or she can do with their qualifications that we are interested in. For some positions, you may also decide that IQ, EQ or personality tests are useful (these need to be shown to be reliable tests by correlation with previous successful candidates).
Then of course there’s the reference. Written references are almost useless and phone references are generally ineffective for the same reasons as the standard employment interview. However, you can increase the effectiveness of references by using the BDI method over the phone with the candidate’s referee.
In addition to finding out whether someone can do the job, there’s also the very important aspect of “values fit”. Will the person fit in with the people and the culture? There are numerous values questionnaires on the market that you may try, however I have two simple
Determine the size of the production company you need. Although there are many factors that determine the cost of a video shoot (as explained later), the first consideration for staying in budget is the type and size of the production company. Large production companies have multiple studios and sound stages, editing suites, and a sizeable staff. These are the people that television stations and Hollywood producers call on when they need a local production for television, cable, or film. They are very experienced and produce fantastic results, but a considerable price tag must accompany such overhead. Often they are unable to service small businesses because they cannot accommodate such small budgets, as
o What was the situation?
o How did you deal with it?
o What did you do?
o What did you say?
o What did he/she say?
o How did you respond?
o What was the outcome?
By comparison to our previous questions, BDI asks for examples of past behaviour that the candidate has experienced, that are likely to indicate how the candidate might perform in similar situations in the current position.
It specifically calls for the descriptions of events, not thoughts, feelings or hypotheses. Additionally, it prevents the candidate from lying or exaggerating as the following parts of the question will soon catch them out.
So, the BDI interviewing process becomes:
1. Describe an event.
2. Describe the behaviour (what happened).
3. Describe the outcomes.
In addition to the BDI interview, what do you need to add to your selection armoury? Depending on the position, there are of course the professional qualifications, but we all know that these merely get the candidate through the gate – it’s what he or she can do with their qualifications that we are interested in. For some positions, you may also decide that IQ, EQ or personality tests are useful (these need to be shown to be reliable tests by correlation with previous successful candidates).
Then of course there’s the reference. Written references are almost useless and phone references are generally ineffective for the same reasons as the standard employment interview. However, you can increase the effectiveness of references by using the BDI method over the phone with the candidate’s referee.
In addition to finding out whether someone can do the job, there’s also the very important aspect of “values fit”. Will the person fit in with the people and the culture? There are numerous values questionnaires on the market that you may try, however I have two simple
Once a decision had been made to incorporate, the next question will inevitably be where to incorporate. One of the more attractive options available is to set up a Nevada corporation.There are many advantages to forming a Nevada corporation, but before exploring these, it may be advisable to understand from the outset what incorporating in Nevada will not do for you.Incorporating in Nevada will not lower costsYou must have heard the statement quite often that organizing a Nevada corporation will result in lower costs. The truth of the matter is that it won’t and that incorporating in your home state may well end up being cheaper. The primary reason is that Nevada imposes a number of fees on corporations
Then of course there’s the reference. Written references are almost useless and phone references are generally ineffective for the same reasons as the standard employment interview. However, you can increase the effectiveness of references by using the BDI method over the phone with the candidate’s referee.
In addition to finding out whether someone can do the job, there’s also the very important aspect of “values fit”. Will the person fit in with the people and the culture? There are numerous values questionnaires on the market that you may try, however I have two simple techniques that could save you money. Both of these are dependent on the fact that you already know what values you are looking for (that’s for another article). The first is to ask the applicant to describe their “ideal organisation”. In doing so, they will always describe the values they hold dear when looking for an employer. The second is to ask your team (the people the candidate will be working alongside) to also do a short interview – this can often be achieved in conjunction with a plant or office tour.
Finally, a word of warning. One of the most frequent mistakes I see is managers recruiting in their own likeness, i.e. people who are similar to themselves in many ways. This is a natural tendency of human nature, but can be avoided if you use the BDI method, together with your team members and perhaps peers assisting in the selection of the final candidate.
Copyright 2006 The National Learning Institute
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