Download e-book for iPad: Hiring People (Essentials) by Steve Kneeland

By Steve Kneeland

ISBN-10: 0585244103

ISBN-13: 9780585244105

ISBN-10: 1857035151

ISBN-13: 9781857035155

Recruitment may have a time and resource-draining influence on any company. This advisor is for the busy supervisor who wishes a coherent framework in which to evaluate what a variety of applicants need to supply. It additionally offers an interview procedure that goals to reinforce the choice approach.

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5 Sorting the CVs You can use the CV as the first step in the recruitment process to screen out those candidates who aren't what Page 24 you're looking for at this time and look more deeply at those you're interested in. Screening someone out is a very important decision and must be made on the basis of something obvious and tangible. You can do it in one of two ways: Sorting the CVs into two piles. Place those that are clearly suitable and warrant further interest into one pile and those that are obviously unsuitable into another.

When people fail through lack of knowledge it is generally in the broader area. Skills factors, like knowledge, aren't directly observable but you can see them being used or, perhaps more to the point, not being used. Examine each of the areas of responsibility on the job description and you will see what skills are going to be needed. There are the Page 10 specific skills like those of project management, systems analysis or a sound mechanical understanding that are central to many jobs. There are also the broader aspects such as those of planning, analysis, conceptual awareness, persuasion, leadership and presentational skills.

Similarly, check if a candidate has spent more than five years in the same job. It doesn't always mean there is a problem but it is worth targeting in the interview. Don't be too quick to judge at this stage and the following points will be helpful in drawing up your hypotheses: Page 22 Looking for career stability. Beware of the candidate who has changed jobs frequently, particularly if the changes have not been accompanied by visible career advancement. Check, though, that the person hasn't been the unwitting victim of redundancies.

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Hiring People (Essentials) by Steve Kneeland

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