in black and white
Main menu
Home About us Share a book
Biology Business Chemistry Computers Culture Economics Fiction Games Guide History Management Mathematical Medicine Mental Fitnes Physics Psychology Scince Sport Technics

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
Previous << 1 .. 12 13 14 15 16 17 < 18 > 19 20 21 22 23 24 .. 85 >> Next

hire from this pool, however, be sure that any questions you have about their abilities or experience are resolved.
• Losers: These candidates are clearly unacceptable, period, case closed. Don’t even think about hiring someone in this group.
Conducting a Second (or Third) Round
Is it time to make that job offer to your best candidate? Well, that depends on your organization’s policies or culture, or whether you’re certain that you’ve identified the best candidate. If that’s the case, you may need to bring candidates in for one or more additional rounds of interviews.
How many rounds and levels of interviews to conduct depends on the nature of the job, the size of your company, and your policies and procedures. If the job is simple or at a relatively low level in your
organization, just one short phone interview may be sufficient to determine the best candidate for a job. If the job is complex or at a relatively high level in the organization, however, you may need several rounds of in-person interviews to determine the best candidate.
Rank your candidates within the groups of winners and potential winners that you established during the evaluation phase of the hiring process. Don’t waste your time ranking the losers—you won’t hire them anyway. Rank the best candidate in your group of winners as first, the next best as second, and so on. When you complete the ranking of your candidates, the best people for the job will be readily apparent.
Soon after you make a hiring decision, you’ll want to make an employment offer. Don’t waste a moment’s time—the best candidates are often being pursued by more than one potential employer. Pick up the phone and offer your number one candidate the job. If your first choice doesn’t accept the offer in a reasonable amount of time, or if you’re at an unbreakable impasse on the details of the offer, then go on to your second choice. Work through your pool of winners until you either make a hire or exhaust the list of candidates.
Here are some tips to keep in mind as you rank your candidates and make your final hiring decision.
Be Objective
For a variety of reasons, we all prefer certain people more than others. Unfortunately, this preference can obscure your job candidates’ shortcomings, while a better qualified but less likable, candidate may come out a loser.
Avoid being unduly influenced by your candidates’ looks, personalities, hairstyles, or personal dress code. While these characteristics might be nice to look at, they can’t tell you how well your candidates
The Management Bible
will actually perform the job. Stick to the facts—you’ll never be 100 percent right every time, but you’ll sure be close.
Trust Your Gut
What do you do when you’re faced with a decision between two equally qualified candidates? If you have no clear winner, listen to yourself—what is your gut telling you to do? Do you have a feeling that one candidate will do a better job than the other? If so, go with it. While your hiring decisions should be as objective as possible, sometimes you’ve got to rely on subjective judgments.
In the real world, rarely are two candidates equally qualified. This is where the time you spent reviewing your candidates’ paperwork and qualifications before the interview comes in handy. Anything that gives one person an edge over another should be used to help you make your final decision.
Other options include:
• Asking candidates to prepare a strategy paper on how they’d approach the job.
• Giving them each a nonpaid assignment and see how they do.
• Trying them on a paid project.
Until you finally make your hire—and perhaps even for a few weeks beyond—keep in touch with other top candidates. You may be making a call to them when your first choice turns out to be a dud.
------------------------- POP QUIZ! ----------------------------------
Finding and hiring the best employees requires a serious and concerted effort to identify the very best candidates and to separate them from the also-rans. Reflect for a few moments on what you have learned in this chapter; then ask yourself the following questions:
1. What are your strengths and weaknesses in hiring?
2. What is your organization’s hiring process? Who does it involve?
3. What can you do to ensure that you find the best candidates to interview?
4. What are essential elements of an effective interview?
5. Are you willing to not fill a position if you can’t find the “best” candidate?
Motivating Employees
IT'S A NEW WORLD OUT THERE . . . Motivating employees and . . .
Understanding how to get the best from your employees— every day of the week.
The world's greatest management principle.
Understanding what motivates your employees.
Getting creative with rewards and recognition.
Putting together a system of low-cost rewards.
Previous << 1 .. 12 13 14 15 16 17 < 18 > 19 20 21 22 23 24 .. 85 >> Next