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Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
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It’s time to take the next step in the hiring process—evaluating your candidates and making your selections. You should by now have a strong pool of candidates from which to choose but, before you make your final decision, you should get a little more information first.
Checking References
Believe it or not, a lot of people lie about their experience. In some cases, these lies may take the form of an occasional fudged date or job title while, in other cases, these lies may be major, super-size whoppers, such as the candidate who claims he has a PhD from Harvard but who actually dropped out of the 8th grade.
The point here is that resumes and interviews are great hiring tools, but you’ll need to conduct a reference check to confirm whether or not your candidates are who they say they are before you make a hiring decision. In some organizations, you the manager may be expected to do reference checks, while in other organizations the human resources department takes on the responsibility. Whichever the case, conduct an exhaustive background check before you make that offer.
The Management Bible
Ask Bob and Peter: Is there any magic formula for discovering how many support people are needed in a company? I am the office manager for a family business composed of three partners—a father and two sons. There are four managers under the partners. I am responsible for seeing that we are staffed appropriately to "get the work done." I often feel that my staff and I only put fires out instead of really getting everything running well! Any helpful hints?
The answer to your question varies considerably depending on the exact duties that the support people take on. For example, if all the support person is responsible for is typing an occasional document, scheduling meetings, and greeting visitors, then he or she could probably easily support four or five managers or executives. However, if the support person is given more duties and responsibilities—for example, purchasing supplies, handling mail, producing proposals or reports, developing budgets, and so forth—he or she may be able to effectively support only one or two managers or executives. The best rule of thumb is to first try staffing with the least number of support people possible and then assessing the satisfaction of both the managers/executives and the support people. If everyone is screaming or if your support folks aren't able to consistently get quality work done on time, add another support person and reassess.
Here are some tips for conducting reference checks that will get you the information you need to make an informed hiring decision:
• Check academic references. The exaggeration of educational experience is a common problem, so you should start your reference check here. If your candidates can’t tell the truth about their education, then why would you trust anything else they have to say?
Thank them for applying, but don’t even think about hiring these candidates.
• Call current and former supervisors. Unfortunately, many businesspeople are rightfully concerned that they may be sued for libel or defamation of character if they say anything negative about current or former subordinates—making it hard to get references from your candidate’s current or former supervisors. But try anyway, you never know what you’ll find out.
• Check your network of associates. It’s really a small world after all. In this increasingly interconnected world of business, there’s a possibility that one of your friends, relatives, or work associates knows your candidate or knows of him. Put out the word with your network and see what turns up.
• Do an online search. Do a Google ( search of the candidate’s name, perhaps along with the name of the company where he or she last worked or the city in which he or she lives. You might find anything from an article praising her business smarts, to a police mug shot of your candidate. It’s worth a quick look.
Reviewing Your Notes
Take time now to review the notes that you took during the course of the interview, along with candidates’ resumes and the results of your reference checks. Consider how the candidates compare to the standards that you set for the position. Assign each of your candidates into one of the following categories:
• Winners: These people are the best of the best. You’re comfortable that any one of them would do a great job.
• Potential winners: These candidates aren’t as strong as the people in your Winners category, but they are still worth consideration— especially if you can’t land one of your top candidates. Before you
The Management Bible
Hiring an employee is far from a perfect science. It's a matter of best guesses and hunches, constantly trying to minimize your risk and improve the chances that an employee will succeed. Making matters worse, most managers tend to hire after their own image, thus multiplying their perceived strengths but also compounding their weaknesses. For example, a big-picture strategist will likely look to hire an analytical person who thinks the same way (and values the same things) as he or she does. What would likely be of greater help, however, is for that manager to hire someone who is different and perhaps even opposite to himself or herself, in this case, someone very detailed and process oriented. in other words, the best managers look to complement their owns skills and strengths—not to enhance those existing capacities.
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