Introduction:
Whether it can be a big part of your work or unique to a task, interviewing candidates to fill positions very complex, requiring time-consuming process, careful consideration and planning. This section will help you to device a strategy to eliminate many of the problems involved in the survey, so that you gain the best candidate every time. Clear information will help you to take effective action at each stage of the process to form the original definition ofprofessional requirements, the decision about how to recruit in order to implement the various interviews. Common Sense Advisory helps you assess the suitability of a candidate and to implement a follow-up procedures. This section contains brief advice on further important information at a glance.
A Self-Assessment exercise, you can chart your progress and evaluate every conversation you think is available on request. Please contact us if you want it yourselfAssessment.
This month we will: discuss
1) Preparing for an interview
The sub-theme that we will cover in this section:
A) defining the objectives
Preparing for an interview
A job interview rarely lasts longer than an hour, but effects could take years. To identify the most suitable candidates for a job, prepared long in advance.
1) Setting targets
An interview is a formal method ofthe exchange of information between people. The interviewer must be clear about the purpose of exchange, to ensure that the time is used, and to give information that is relevant and instructive.
A) defining the purpose
The recruitment of new employees is one of the most important tasks of a manager wants to take over. Meeting face to face candidate offers the best opportunity to gather information about their qualifications and experience, and finally to match the right personthe job and for the organization.
In preparation for the interview, remember that your purpose is to evaluate not only the candidate but also to accurately describe the job to assess whether it is right for them, can. In addition, you will need for your company in the best possible light to raise good quality candidates represented.
Note:
Rate each vacancy prior to the call for interview
Search for new blood as "one of theus "
Imagine the ideal candidate for a free spot.
B) Evaluation of a vacancy
Before an employer can set out to find a suitable candidate for a job, it is important that it requires to create the skills and experience to work. Start with the reference to the existing job description. Consider whether the work has changed over time, with the introduction of new technologies, for example. Is now require different skills? Ask questionsto decide on the recent workers if there is something new, the task can be bought. Should they suited the job best? Is a similar mixture of skills in a new staff needed?
Note:
Review all job descriptions for your team, if a vacancy arises.
C) Assessment of Job Relationships
An interviewer has to assess, relate like a job, the roles of other employees. Where does it fit into the organizational hierarchy, and what the role of the new work within the existing teams or departments? To whom will the new staff report, and who will notify the new staff?
Note that there is usually room for some flexibility within an organization. Consider, for example, whether a new technology would allow a junior than previously appointed, in order to take the responsibility of a job.
Information Collection
Discuss the requirements for a> Working with the current job-holders and those who work in the same team or department. This may require a redistribution of responsibilities between all roles and a review of skills in a new employee.
Interviewers are provided with valuable information about the work of all those who work closely with the job holder.
D) Rating a role
A new job offers you an opportunity to consider looking closely at a job, their role withinof the company. Set aside time to certain changes that are made in order to improve the value-added jobs for the organization identified.
Start with the objectives of the company. Were there any shift in their goals, and has the task adapted to meet them? Ask other departments, which were their expectations of the job and whether they are satisfied.
Consider the assumptions you have need of the knowledge and skills that you think the job. Can you imagineTake advantage of new knowledge and skills in the company through the new appointment? You also need to think about the communicative skills that are needed to work effectively are: have closer relationships with customers or other departments?
A role redefined
This case study deals with the manner in which has the role of the librarian is affected by information technology. Although the role has been competently carried out by the former owner of a new job candidate shows with updated skills such as the scope of the contract may be extended for the benefit of the organization be improved.
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Examining the conditions for
When a job becomes vacant, consider whether you need to fill the job in the same way. If any part of the task is no longer necessary to change due to the structure to examine, for example, a part-time substitute appointment. Use a> Job-sharing system requires work in the role of other skills or retain an employee who wants to part-time. When work occurs only at times, take care, use freelancers or contract workers. Look at your finances: you can expensive of two junior employees, or vice versa replaced?
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