Tags |
|
|
Links |
|
|
Added for You - Tips for Interviewing Candidates
What evidence is there of your agreement to deliver goods/services and your client's agreement to pay?When your client's account becomes past due and they suddenly develop amnesia relating to your agreement, what would you have to support your case? You may have anything from a 5 page signed agreement that would make any attorney feel they'd earned their fee, to an invoice noting payment terms, to a sequence of emails, to a phone conversation. Whatever the documentation you have carries some level of risk. The phone conversation entails a high degree of risk compared to a 5 page signed document which carries a very low level of risk. Consider how an independent third party would view the transaction. Even if the transaction details were discussed in a phone conversation, notes such as time and date of call and specific agreements lend some weight to your case. Make
Cultural fit. Does he/she relate to, and embrace, the style in which we do business? Do we share many of the same values that have helped make us successful?
Potential. Does the candidate have the makeup to take on a larger, more responsible role with the organization?
Interest and enthusiasm. Does this person really want to work with us, or is he or she just interviewing? Is the candidate serious, asking particularly insightful questions? Is there real enthusiasm?
Value. Based on what we know about t
Skimming is the removal of cash for a victim company before the transaction is entered into the accounting system. Since skimming is an off the books type of fraud (it is never recorded) there is no direct audit trail therefore making the fraud difficult to detect. The employees with an opportunity to commit skimming schemes are those who deal directly with customers or those that handle their payments. This article will cover the four main categories of skimming schemes and discuss some of the red flags for detection of the fraud.Unrecorded Sales The most common form of skimming is not recording the sale of goods but collecting the money from the customer. Despite controls such as register tape, managers, and surveillance equipment, employees may be able to manipulate the system in order to prevent fraud detection. In some exampl
"I ought to be able to," she said. “I've had ten different jobs in six months."
“Even the most elaborate hiring methodologies eventually boil down to one of the dreaded rituals of business life: the job interview. For most people, the only thing more painful than being interviewed is actually conducting the interview. Most executive interviewers come to the task unequipped, unprepared, and unenthusiastic,” writes Peter Carbonara, in Fast Company magazine.
To make smart hiring decisions, you have to know what to look for.
Regardless of how strong a candidate’s professional background or track record is, hiring decisions can be largely influenced on how well he or she comes across during the interview process. Whether you’re discussing a manager, director, vice president, or president-level opportunity.
Finding out about prior positions, accomplishments, promotions and job transitions in a typical first, in-person interview—which on average lasts about one hour—is a challenge. There are obvious limitations on how much can be conveyed.
Limitations aside, there are key things that you should be looking for.
What is your organization looking for?
Fit with position. Does he or she have the experience and requisite skills base to do this job?
Leadership. Will he/she grab hold of the challenge, create a “success” plan and motivate the organization to execute? Identify and take advantage of meaningful opportunities?
Intelligence. Understand the complexities of the business? Is he or she able to “figure it out?” Have the ability to advance in your organization long-term?
Results. Will the candidate accomplish what he or she is brought in to do? Gain the support and cooperation of others in the organization? Remain focused on the objectives? Willing to go “the extra mile” to make it happen?
Team Player. Will he/she be part of the team or a lone ranger? Work well and get along with others? Is this an individual we can rely on? Be willing to give credit to others?
Chemistry. Is this someone we “feel” comfortable with? Would we enjoy working with him or her on a day-to-day basis? Communicate with easily and effectively? Do we have, or share something in common?
Cultural fit. Does he/she relate to, and embrace, the style in which we do business? Do we share many of the same values that have helped make us successful?
Potential. Does the candidate have the makeup to take on a larger, more responsible role with the organization?
Interest and enthusiasm. Does this person really want to work with us, or is he or she just interviewing? Is the candidate serious, asking particularly insightful questions? Is there real enthusiasm?
Value. Based on what we know about th
Return patients generate approximately 80 percent of clinic's revenue. Patient Relationship Management (PRM, also known as CRM, for Customer Relationship Management outside of healthcare) can enhance financial performance of the clinic by helping retain current and attract new patients. Effective PRM uses integrated data using patient travel card (SOAP notes), frequency recommendations (care plan), and billing (charges, payments, and balance).PRM is a data-driven and patient-focused methodology to strategic practice building and effective patient relationship development. PRM helps identifying new service needs and then designing care programs and office and billing processes to meet the needs.PRM also helps providing timely, patient centered, and efficient care, emphasizing preventive instead of reactive care. A basic PRM system captures patient information durin
Regardless of how strong a candidate’s professional background or track record is, hiring decisions can be largely influenced on how well he or she comes across during the interview process. Whether you’re discussing a manager, director, vice president, or president-level opportunity.
Finding out about prior positions, accomplishments, promotions and job transitions in a typical first, in-person interview—which on average lasts about one hour—is a challenge. There are obvious limitations on how much can be conveyed.
Limitations aside, there are key things that you should be looking for.
What is your organization looking for?
Fit with position. Does he or she have the experience and requisite skills base to do this job?
Leadership. Will he/she grab hold of the challenge, create a “success” plan and motivate the organization to execute? Identify and take advantage of meaningful opportunities?
Intelligence. Understand the complexities of the business? Is he or she able to “figure it out?” Have the ability to advance in your organization long-term?
Results. Will the candidate accomplish what he or she is brought in to do? Gain the support and cooperation of others in the organization? Remain focused on the objectives? Willing to go “the extra mile” to make it happen?
Team Player. Will he/she be part of the team or a lone ranger? Work well and get along with others? Is this an individual we can rely on? Be willing to give credit to others?
Chemistry. Is this someone we “feel” comfortable with? Would we enjoy working with him or her on a day-to-day basis? Communicate with easily and effectively? Do we have, or share something in common?
Cultural fit. Does he/she relate to, and embrace, the style in which we do business? Do we share many of the same values that have helped make us successful?
Potential. Does the candidate have the makeup to take on a larger, more responsible role with the organization?
Interest and enthusiasm. Does this person really want to work with us, or is he or she just interviewing? Is the candidate serious, asking particularly insightful questions? Is there real enthusiasm?
Value. Based on what we know about t
When people hear the term merchandising, many think of window displays or perhaps the mass proliferation of Disney memorabilia. However, merchandising is a much broader concept, encompassing everything a company does to package and present its products or services. For some businesses, merchandising means creating visual displays that draw customers to a tangible product. For others, such as consulting or law firms, it is the presentations they conduct to show prospective clients what they have to offer. In either case, effective merchandising demonstrates expertise and style and gives both potential and existing customers the chance to see products or services in action. Traditional Techniques Many of the merchandising techniques retailers have traditionally used can be adapted for wholesalers, manufacturers
Limitations aside, there are key things that you should be looking for.
What is your organization looking for?
Fit with position. Does he or she have the experience and requisite skills base to do this job?
Leadership. Will he/she grab hold of the challenge, create a “success” plan and motivate the organization to execute? Identify and take advantage of meaningful opportunities?
Intelligence. Understand the complexities of the business? Is he or she able to “figure it out?” Have the ability to advance in your organization long-term?
Results. Will the candidate accomplish what he or she is brought in to do? Gain the support and cooperation of others in the organization? Remain focused on the objectives? Willing to go “the extra mile” to make it happen?
Team Player. Will he/she be part of the team or a lone ranger? Work well and get along with others? Is this an individual we can rely on? Be willing to give credit to others?
Chemistry. Is this someone we “feel” comfortable with? Would we enjoy working with him or her on a day-to-day basis? Communicate with easily and effectively? Do we have, or share something in common?
Cultural fit. Does he/she relate to, and embrace, the style in which we do business? Do we share many of the same values that have helped make us successful?
Potential. Does the candidate have the makeup to take on a larger, more responsible role with the organization?
Interest and enthusiasm. Does this person really want to work with us, or is he or she just interviewing? Is the candidate serious, asking particularly insightful questions? Is there real enthusiasm?
Value. Based on what we know about t
Don't just buy a product and give out to potential clients. Does the product really meet your company needs? Is it the right promotion for you company? Learn how to find the right product for the right promotion.Here are a few questions that you should ask before you use that one product:What is your goal? What is your end use for that product? Who are the clients that you are trying to reach?The following is an example buying a cheap inexpensive promotional product and how it was used to brand a company's name.If you give out a pen to a client, it is the cheapest or the best for your buck or did you find a reasonable nice pen but it is a little more than you want to spend? If you want to brand your name, the cheapest is not the way to go. You want your client to remember you in a good way. The cheap pen that you got at such a great deal broke th
Results. Will the candidate accomplish what he or she is brought in to do? Gain the support and cooperation of others in the organization? Remain focused on the objectives? Willing to go “the extra mile” to make it happen?
Team Player. Will he/she be part of the team or a lone ranger? Work well and get along with others? Is this an individual we can rely on? Be willing to give credit to others?
Chemistry. Is this someone we “feel” comfortable with? Would we enjoy working with him or her on a day-to-day basis? Communicate with easily and effectively? Do we have, or share something in common?
Cultural fit. Does he/she relate to, and embrace, the style in which we do business? Do we share many of the same values that have helped make us successful?
Potential. Does the candidate have the makeup to take on a larger, more responsible role with the organization?
Interest and enthusiasm. Does this person really want to work with us, or is he or she just interviewing? Is the candidate serious, asking particularly insightful questions? Is there real enthusiasm?
Value. Based on what we know about t
Looking for a great fundraiser? Then maybe rubber bracelets are just the thing to promote awareness. Custom-printed rubber bracelets are a hit nowadays. These rubber bracelets usually carry colorful designs and names and slogans that relate to a certain cause.These rubber bracelets are available in a wide variety of colors. There’s this pantone chart wherein you can choose from a wide array of colors. You can even request for glow in the dark rubber bracelets.These rubber bracelets are cheap to make but in return they can be off great value for your fundraiser or for your cause. Hundreds of fundraisers have used rubber bracelets to promote their cause. Take the Lance Armstrong Foundation for example. They can also be used to promote your brand, company, band, or anything under the sun. Rubber bracelets can also help promote your school pride. Those are just some
Cultural fit. Does he/she relate to, and embrace, the style in which we do business? Do we share many of the same values that have helped make us successful?
Potential. Does the candidate have the makeup to take on a larger, more responsible role with the organization?
Interest and enthusiasm. Does this person really want to work with us, or is he or she just interviewing? Is the candidate serious, asking particularly insightful questions? Is there real enthusiasm?
Value. Based on what we know about this candidate and others we have seen, do we believe the compensation package we are offering is appropriate?
Suggestions for the interviewer
You’re responsible for creating a calm and respectful atmosphere, one in which the candidate never feels threatened. There is a direct relationship between how comfortable and secure a candidate feels and how much sensitive information he or she is willing to reveal.
Carefully re-read the candidate’s resume before the interview. Make marginal notes where further amplification is indicated. Do not read the resume during the interview. Candidates may be offended if they suspect this information has not been reviewed earlier.
We suggest dividing the face-to-face interview into three parts. First, put the candidate at ease, i.e., “make friends”; second, evaluate by asking questions and responding to candidate’s issues; and third, sell: your company, people, and opportunity—when appropriate.
Be sure to save at least 15 minutes of your allocated time for the candidate’s questions. The type of questions posed will tell you a lot about the candidate. (You may want to tell the candidate at the start of the interview that he/she can feel free to raise questions as they come to mind throughout the interview. Then you can allow less time at the end of the interview.)
Building Rapport
Making the candidate comfortable is very important. The best interviews take place with the fewest possible inhibitors and power symbols. For example:
● Encourage the use of first names.
● Take off your coat, and encourage the candidate to do the same.
● Share something personal with the candidate so that he/she will know you are a real person; you may want to start the interview with a brief (less than a minute) personal introduction (name, background, etc.).
● Use information from the resume to identify areas of mutual interest; for example, “I noticed you are a runner. How often do you…?”
If the candidate is not relaxed, every reaction may be distorted. Putting the candidate at ease facilitates self-disclosure.
The Interview
Interviewing has everything to do with “artful listening.” Most candidates arrive with a set of facts they wish to offer, and some they wish to hide. Th
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.added4u.com/article/9439/added4u-Tips-for-Interviewing-Candidates.html">Tips for Interviewing Candidates</a>
BB link (for phorums):
[url=http://www.added4u.com/article/9439/added4u-Tips-for-Interviewing-Candidates.html]Tips for Interviewing Candidates[/url]
Related Articles:
Calculating the Human Costs of Downsizing
Leadership Skills Coaching - Manager as Coach - Getting Past the Hype
Your Recipe for Brand Success, Part II
Bookmark it:
|