...using different sources to find said employee candidates. Once a number of candidates are found, you must qualify each and determine if they are a good fit.(dunlapp, n.d.) Internal sourcing is the practice of advertising a new or recently vacated position within a business to existing employees. More businesses have come to use internal sourcing as a method to recruit employees upward or laterally within the company because little or no training is needed, and expenses that include advertising for a new employee and running background checks are spared. It also fosters loyalty and parity among team members. External sourcing is a method of recruitment that conducts an employee candidate search through external recruitment tools, such as job boards, newspaper advertisements and trade publication announcements. This method favors bringing in job candidates that may or may not have direct experience in your small business' line of work; a candidate within a satellite field may offer a fresh, out-of-the-box perspective to the organization. External sourcing is also used when the open position is not able to be filled by a current employee because of the technicality or specialty of the position. Small Business recommends that you know exactly what type of job candidate you are looking for before advertising the position and accepting resumes. Third-party sourcing involves using a placement agency or headhunter to find qualified job candidates. These third-party sources use various techniques...
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...Unit 3 Assignment The Hiring Process Jessica Berry Small Business Management AB209-01 July 22, 2014 Interviewing is a very big part in the selection process of employees, it gives the employer a chance to meet the job candidate, and get a general idea of who they are. The problem I find with interviews is that the job candidate can give you all the right answers, but are they deceiving you just so they will be hired. Are their answers to the interview questions honest, or just what they think I want to hear? Interviewing can be helpful in the selection process, but it should not be the only step (Longenecker,2014). GBC is a very small company at this point, so the owners (Scott, Wayne and Myself) would be the ones in charge of recruitment and hiring for the company. I would do most of the work, but would keep them involved in the process and the three of us would make the final selections. There would be 5 steps in GBC Cleanings’ hiring process. The first step we talked about last week, and that would be determining exactly what the company needs and then posting a job on an employment website. This would be something that I would handle for GBC. The second part of our process would be reviewing the applications and selecting the best candidates for the job. This would be handled by all three owners, because Scott and Wayne know more about what they are looking for in a custodian or equipment operator. I would definitely want their input during this process. The third...
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...To: Terry Lloyd-Executive Vice president From: John Munro-Vice president of production Subject: Recommendation for a primary and back-up candidate for the post of production manager. The Pittsburgh plant has been trying to hire a new production manager to replace the former Pittsburgh production manager. We have received a number of applications for this post both internally and externally. However after an initial screening, the list of potential candidates has been reduced to eight names. Apart from the interviewing process, the eight potential candidates were subjected to several selection devices for testing both their soft and hard skills. Of the eight potential candidates, my recommendation is to consider George martin as a primary candidate for the post and Jay Davis as a back-up candidate. Mr. Martin is a MA degree holder in industrial relations from Cornell University. He has 14 years of experience of which 6 years in the capacity of production manager. His personality and interview rating was amongst the highest and his intelligence test score was above average. Mr Martin works for one of Dynamo’s competitors and therefore it was difficult for him to provide references as he is concerned about his current employer reaction. Having said that, it is imperative to find out if there is a non-competition agreement that could prevent him from joining us. At this critical stage Pittsburgh plant is going through, I strongly believe that Mr. Martin’s qualification and experience...
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...the process, and like all the other steps, it should be conducted in a planned and systematic process and records kept. When the decision is finalized, it needs to be communicated to the person to whom the offer of employment is to be made and to the unsuccessful candidates. Many managers do not realize that the verbal offer constitutes a legal binding contract, so care and attention needs to be given to its form and content. Similarly the way in which the decision is communicated to the unsuccessful candidates needs consideration. Without due care and attention, damage can be caused and grounds given for complaints. Feedback to the rejected candidates can help reduce the disappointment because it can give unsuccessful candidates practical information about what to do differently in future and how to enhance their skills and experience. For the appointed candidate, it provides the beginning of their development in their new job. Making Win-win decisions The final decision to appoint or reject candidates is usually made after an interview. The information collected throughout the previous selection activities can be collated to form a report on each candidate. This report will include an assessment on each candidate against the pre-determined selection criteria and recommend which aspects are in need of further exploration. What interviewers look for Overall interviewers attempt to see evidence of well roundedness, competence and success. A survey of personnel executives...
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...What challenges would you expect to be most significant for Apple’s HR staff in meeting these human resource requirements? 3. What sources of job applicants would you recommend that Apple use to meet the needs described here? Questions: 1. Under what conditions would it be practical for a company to send recruiters to college campuses to interview prospective employees, and when would it be impractical? What kinds of companies would you expect to see on your college campus? What kinds would you not expect to see? 2. Compare in –person interviewing with video or online interviewing in terms of the effectiveness criteria (reliability, ability, validity, ability to generalize results, utility, and legality). Which method is superior? Why? 3. Why do you think Liberty Mutual adds a face-to-face interview of candidates who did well in their online interview? Do you think it’s worthwhile to fly a candidate across the country before making a selection decision? Why or why not? What additional information, if any, could be gained from the effort? Questions: 1. How is training at Jack B. Kelley related to its organizational needs? 2. If you were involved in preparing JBK’s safety training program? How would you assess employees’ readiness for training? In what ways can (or does) the company’s work environment support the training? 3. Do you think e-learning might be an appropriate training method for JBK’s drivers? Why or why...
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...BSM304 Role Play #2 Ken Litwak 8/22/14 City University of Seattle Abstract I am the chief of a fire company that has an opening for a top notch fire fighter. I am interviewing 3 candidates who are all similarly qualified. I know personally one of the candidates, his family and how the family worked to pay for his schooling. This candidate’s father has asked me to hire his son. I have asked the assistant fire chief to conduct a second interview with he and I well prepared to differentiate the similar candidates. The second interview session was telling. The candidate’s dress, attitude, community involvement, variety of experience and even additional skills made one candidate stand out above the others as excellent. All 3 would have made a good choice and I was comfortable hiring any 1 of them but the second interview revealed that a particular candidate was clearly the best. I conducted additional research about differentiating similar candidates to help make my decision. BSM304 Role Play #2 I am the chief of a fire department. I need to hire one top notch fire fighter as soon as possible. I have three applicants who have made it through the initial screening process and into the interview stage. One of these applicant’s is known to me personally and I am acquainted with the applicant’s family who live next door to the fire station. I have personally witnessed this applicant’s parents working overtime and part-time jobs to pay for his schooling. The...
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...Service Manager for a new division in the company. I will discuss a few of the many different characteristics and experiences that are needed in order to be a positive candidate for the position. Last I have listed 5 questions that are important to ask in an interview to find out the more in dept motives out this candidate. Characteristics As a recruiting manager to hire the most qualified individual for the job at hand is one of the most important aspects of my job. The most important job of a great hiring manager is to assess the individual in addition to experience. This can be a difficult situation under normal conditions; but since this will be a new department with special request from our vice president, it becomes even more important for me as the recruiting manager to make the correct choice on a Service Manager that will be in charge of the new service division. The vice president has requested a competent individual that possess important skills such as being conceptual, having good communication, effectiveness, and interpersonal qualities. With any managerial hire I must find a qualified Service Manager experienced in not only leading others; but competent in organizing, planning, and controlling the new the department for the success of the company. As with all companies, the candidate of choice would possesses many good characteristics for the position. Good characteristics such as, first knowledge of our company, having a good understanding of our...
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...• Identify the vacancy/new post • Investigate the situation • Justify vacancy/new post • Prepare job description • Prepare person specification • Determine suitable sources for candidates • Determine process for recruitment and selection • Initial screening of applicants Means: • Planning ahead - filling vacancies is a lengthy process • Organisation - keep records of exactly who has applied and the status of their application • Procedures - follow them and be consistent • Professional approach at all times & ensure those involved are well trained and briefed about the requirements. • Up to date - with all developments in recruitment & selection • Evaluate - the process & the people to ensure all required outcomes are received. TIMING IS CRUCIAL FOR SUCCESS AND COST EFFECTIVENESS. Place advert too soon and they may be waiting to start without pay Place advert too late and gap may be left which will incur costs Plan ahead for seasonal, sabbatical, holidays, maternity, etc. Plan where, when and how many adverts you may want to run Anticipate handling responses Allow time to shortlist C.V.’s and to arrange interviews Build in 4 week notice period for successful applicant (or more depending on the post/sector) The role of selection interviewing Interviews are very widely used in the selection process, as demonstrated by successive CIPD surveys of recruitment practices. • See our annual Resourcing and talent planning surveys As well as...
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...it allowed them to filter candidates better. The first tier consisted of viewing the applicants’ documents, a telephone conference in an unstructured manner with the applicants, and obtaining three references from former employers. These three modules were related to background research of the applicant. The Second Tier included a panel interview, a biography oriented in-depth interview, a simulated group exercise, and testing. They used the 6-eye method to view the application documents for each candidate. This method involved the use of a 3 person team evaluating the applicants’ documentation. This gave the company a broad perspective on each candidate. This also allowed them to screen out candidates that were obvious mismatches in relation to the job. This was followed by interviewing the candidates via telephone with the attendees being the candidate and a two person team that consisted the Supervisor at the APAC site and one person from the German headquarters. The purpose of this was to verify the candidate’s suitability for the position, his/her motivation for the position, and to gain an overall impression of the candidate. If a consensus was reached that the candidate was suitable for the position then they would be asked for three references. Asking for the references would allow the company to filter out any cheaters or impostors like they had done successfully in Europe. References could also give them more information about the candidate in relation to education...
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...selecting two persons from the pool of four remaining candidates after all definite “Yes” and “No” have been identified. The company has held a meeting where they must decide among 30 different candidates, they faced with the last four, with the dilemma of which ones to employ for the last two places. The hiring process for new associates used to begin in the fall. The process after that can be broken up into three stages. Each of these stages helped the company make a decision about the candidate and is a key decision point for the firm. The working process is mainly divided in three stages: The purpose of the first one is to see if the candidate has real interest on the company by conducting informal interviews with students in the office in advance of official first- round interviews. These interviews were not part of formal process,that process was to know how serious and enthusiastic the candidates were and a chance to learn more about the firm. In this round interviewers are also instructed to test for culture fit. In the second one the candidates have an interview with an associate who will decide if they have the profile to be promoted into the final round. In this last filter 30 candidates are invited to the Giants Stadium where senior employees interview them five half-hour sessions with short breaks. When the interviews are done, the seniors hold a meeting where they decide which candidates must hire. Candidates invited to Super Saturday will be given the case study...
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...BITSTREAM CASE STUDY ASSIGNMENT HR MANAGEMENT SUBMITTED BY RAMASUBRAMANIAN MAHADEVAN SIBM KTI BATCH NO: IV ROLL NO: 1235 SUMMARY OF THE CASE STUDY: Bitstream, a software company was a traditional type-setting firm located in Cambridge and founded in 1981. The nature of the business was to develop digitized type fonts for display screens and printers. By 1992, the company’s revenues were principally derived from two distinct lines of business driven by this core technology:- a) Retail Sales b) Original Equipment Manufacturer (OEM) Sales Appointment of a New CEO: Bitstream hired Mr.Jim Sole as the president in 1992. Jim had roughly 20 years of experience in a variety of sales management in IBM and Xerox companies. As he took over Jim had to face several problems. They were: 1) Financial, 2) Re-organizing the whole setup 3) Achievement plans for goal attainment After analyzing the various dimensions of the above mentioned problems Jim suggested/implemented some major ideas for growth. One of the ideas was to introduce a new Project called “The Network Print Manager”. For the Network Print Manager Project, which was basically always connected with a networking environment, Bitstream selected Novell Networking. Jim and his management team went through various R&D research studies and finally decided to launch this with the help of Novell networking Value added resellers in the market. Hence, indirectly...
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...Final Project Strategic Staffing at Chern’s: A Case Study Case Study Requirements: The assignment is to be only handed in via Moodle.. All questions regarding the assignment must be asked in the forum on Moodle. You may work in teams of 4 maximum. You are required to complete the Team Member Evaluation. IMPORTANT: All submissions will be ran through a plagiarism checker. Your role is an external staffing consultant hired by Chern’s. Your job is to conduct a strategic analysis of how it staffs its sales associate positions. Your final product will require you to combine each of the assignments into a cohesive report, including a table of contents and any necessary appendices. Format your report as a professional product that you would give to the organization. You are expected to document all resources using APA styling. This assignment has been modified from the original: Phillips, J., & Gully, S. M. (2012). Strategic staffing. Upper Saddle River, N.J: Pearson Prentice Hall. Chern’s is decentralized, which means that your report will be distributed to many store managers, many of whom are unfamiliar with staffing terminology and jargon. Write your report so that they understand and adopt your recommendations ad are committed to implementing the changes you’ve suggested you might want to keep a copy of the final report to show potential employers the type of strategic staffing work you are capable of performing. Read the Case Study before going any further. You will...
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...PreARE: A Strategic Analysis Ricardo Baca Mares The PreARE Program was created to rehabilitate an architecture industry that has been deteriorating in both stature and credibility for the past few decades. Since 1990, a handful, percentage-wise, of architecture graduates have taken and passed the Architecture Registration Exam (ARE), and sadly enough, even a smaller number of all architecture graduates do not even attempt a single section of the ARE. What is the objective or goal of every academic institution that offers a degree in architecture? This is a question that I have been wondering since I graduated with a Masters in Architecture back in 1999. I, much like any other architecture graduate, receive countless mailouts from my alma mater asking me for my new address and my new employer. Some even ask me if I am married and do I have kids, but never once have I been asked how I am doing in my licensure process. Shouldn’t the College of Architecture be held accountable for students who never become licensed in the degree they spent five years pursuing and not-to-mention getting in debt with? Students study law to become lawyers much like students study medicine to become doctors. Shouldn’t students study architecture to become architects? Without taking and passing the ARE, a student can never call themselves an architect. If architects want the respect from the community that they once enjoyed with doctors and lawyers, changes need to be made. In sad consequence...
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...BANKWISE & CATEGORYWISE VACANCIES (PROVISIONAL) SR. NAME OF CATEGORIES HORIZONTAL RESERVATION NO. ASSOCIATE PWD XS BANK SC ST OBC GEN TOTAL HI VI OH DXS EXS 1 SBBJ 238 182 280 700 1400 34 18 14 63 140 2 SBH 288 158 510 924 1880 18 18 18 81 180 3 SBM 125 52 216 407 800 7 9 8 35 81 4 SBP 295 11 260 594 1160 21 14 12 52 116 5 SBT 295 63 660 1482 2500 25 25 25 109 253 TOTAL 1241 466 1926 4107 7740 105 84 77 340 770 STATE-WISE VACANCIES IN STATE BANK OF BIKANER & JAIPUR (PROVISIONAL) States/UTs SC ST OBC Gen Total HI VI OH Total DXS EXS Total PWD XS Rajasthan 238 182 280 700 1400 34 18 14 66 63 140 203 TOTAL 238 182 280 700 1400 34 18 14 66 63 140 203 STATE-WISE VACANCIES IN STATE BANK OF HYDERABAD (PROVISIONAL) States/UTs SC ST OBC Gen Total HI VI OH Total DXS EXS Total PWD XS Andhra Pradesh 161 71 281 489 1002 10 10 10 30 44 98 142 Gujarat 0 0 2 4 6 0 0 0 0 0 1 1 H.P. 1 0 0 1 2 0 0 0 0 0 0 0 J & K 0 0 1 1 2 0 0 0 0 0 0 0 Karnataka 76 49 103 187 415 4 4 4 12 17 37 54 Kerala 0 0 2 2 4 0 0 0 0 0 0 0 M.P. 1 0 1 0 2 0 0 0 0 0 0 0 Maharashtra 39 38 106 212 395 4 4 4 12 18 39 57 Rajasthan 0 0 0 2 2 0 0 0 0 0 0 0 Tamil Nadu 10 0 14 26 50 0 0 0 0 2 5 7 TOTAL 288 158 510 924 1880 18 18 18 54 81 180 261 STATE-WISE VACANCIES IN STATE BANK OF MYSORE (PROVISIONAL) States/UTs SC ST OBC Gen Total HI VI OH Total DXS EXS Total PWD XS Karnataka 104 45 175 325 649 6 7 7 20 29 65 94 Kerala 1 0 2 4 7 0 0 0 0 0 1 1 Maharashtra 5 6 18 37 66 0 1 1 2 3 7 10 Tamilnadu 15...
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...because it does not take into account the experience the candidate may have. The plan starts out around the industry level and that is why most of the better-qualified candidates go to the competition. The better candidates like to know they are getting what they are worth. The riskier the plan the more experience the person should have. The plan that is the most attractive depends on the experience level of the person accepting the offer. The bonus level is attractive for people that are well established but for those that are breaking into the field the pressure to perform may be too much. So keeping it simple to start is the safest way to ensure long-term success. If you were going to be an offer receiver, which of the three plans would you choose, and why? I would choose the standard plan to start with and as I learned the job, I would make a more informed choice. A plan that does not force me to perform as soon as I walk in the door but does offer some incentive to improve is the perfect plan for me. All things take time and hard work to master especially something you want to be successful doing. The fact that I could still earn a bonus while learning would provide enough motivation for me to start meeting expectations as soon as applicable. Predict and justify if the HVP program will likely increase the job offer acceptance rate. The new plans allow flexibility and this should be attractive to new candidates. The standard plan seems to be the one that is the fairest...
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