Archive for the ‘interview’ Category

Writing a job advertisement is a complex business, you need to have a cross between marketing brief selling the role and the responsibilities and a factual list of what candidates need to do.

There’s also the process to finalise. These are a few things to consider:

• Have you got an in-house design that you need to stick to? What will the content of the advert be?
• How will applicants respond? By application form, fax, telephone, in person at the organisation or agency, by letter, by email on the internet, by tape or braille?
• Who is to be responsible for sifting the applications? What is the selection process going to be?
• If interviews are to be held, when will they be and will everyone who needs to be involved be available?
• Are selection tests to be used? Is there the expertise to administer them and ensure they are non-discriminatory and appropriate?
• Are references/medicals to be requested?
• Are arrangements in hand to give prompt acknowledgement of applications received?

Now, the advertisement itself.  These need to be designed to catch and attract the right applicants.  If you are submitting to newspapers or professional journals, you can ask for guidance.

Remember to target the right audience, so tailor the advert appropriately. The advert should be clear and easily understood and must be non-discriminatory, avoiding any gender or culturally specific language.  It is a good idea to include your company’s statement of commitment to equal opportunities saying you welcome applications from all sections of the community.

Top tips:

• if your company is well-known, does it have a logo that could feature prominently in the advertisement? Make the advertisement consistent with the company image
• should the job title be the most prominent feature?
• keep the text short and simple while giving the main aspects of the job, pay, career prospects, location, contract length
• can specific details – such as pay, qualifications and experience required – be given in a way which will reduce the number of unsuitable applications?
• is it possible to avoid generalisations such as ‘attractive salary’, or ‘appropriate qualifications’ which may discourage valid applications?
• can you provide job details on tape or in braille and accept applications in a similar format?
• is the form of reply and the closing date for applications clear? Is there a contact name and phone number for further information and enquiries?

All advertisements should carry the same information, whether for internal or external use.

Fast Track 2010 – Published Materials

• Career, Aptitude & Selection Tests, J Barrett, Kogan Page
• How to Pass Graduate Recruitment Tests, M Byron, Kogan Page
• How to Pass Selection Tests, M Byron, S Modha, Kogan Page
• How to Succeed in Psychometric Tests, D Cohen, Sheldon Press
• How to Pass Civic Service Qualifying Tests, M Byron, Kogan Page
• How to Pass Verbal Reasoning Tests, H Tolley & S Thomas, Kogan Page
• How to Pass Computer Selection Tests, S Modha, Kogan Page
• How to Master Personality Questionnaires, M Parkinson, Kogan Page
• Test Your Own Aptitude, J Barratt, G Williams, Kogan Page
• How to Win at Aptitude Tests, P Pelshenke, Thorsons
• Interviews Made Easy, M Parkinson, Kogan Page

Lynn Tulip Chartered MCIPD, PgDip Guidance & Assessment
HR & Career Management Consultant
http://assessment4potential.tel/

• Don’t include criteria which are not relevant to the job. Only include skills, knowledge, abilities, and education if they are directly relevant to the job, and be able to justify them. Too expansive or too limited criteria can broaden or restrict applications respectively or reduce the likelihood of certain groups applying – requiring a number of years’ experience may discriminate against applicants on the basis of age and/or gender

• Don’t include criteria that can’t be objectively assessed, such as a good sense of humour

• Don’t overstate the requirements of the job. This may result in suitable candidates being put off or in appointing an over-qualified candidate who then becomes frustrated in the job and moves on. Giving candidates an accurate impression of what is required of them can improve staff retention

-~-

• DO make clear the relative importance of requirements that are essential and desirable and be able to justify them

• DO make clear the importance of any biographical information you request such as educational attainment and validity of certificates (ie those from abroad)

• DO have the person specification checked by someone else, preferably someone responsible for equal opportunities, to remove any personal preferences

• DO review the person specification(s) over time for potential revisions

• DO be explicit about what is required and why

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• Under-qualified, overqualified… what’s a candidate to do? (careermoves.cjwriting.com)

Have you ever employed someone who really didn’t get on with the rest of the team? Or someone whose integrity wasn’t what you thought it was? Or someone who needed hands-on management to deliver when you thought they could work on their own initiative?

If you have, you are not alone. These mistakes however, can be very costly and may even damage not only your reputation but your team as well. Perhaps next time you might like to think about using some formal testing and psychometric assessment during the recruitment and selection process.

When used by competent and appropriately qualified individuals, the best thing about properly developed psychometric tests and questionnaires is that they lead to better judgements and are therefore more likely to be more valid than decisions made by other means.

In broad terms, psychometric tests are a relatively economic, quick and simple way of understanding an individual’s unique behaviours, style, and approach to work life as well as identifying their core motivations, strengths and other traits. All essential qualities that are required in today’s competitive job markets.

I like to use different tests for different purposes – I do not believe that there is one test that is suitable for all. Tests can be done before or at the time of the interview, but should not be used as the sole method of candidate selection. Keep in mind that such tests could also be unlawful if they discriminate against candidates of a particular race, sex or age or who have a disability. Suitable tests should therefore only be used if they are well designed and relevant to the job.

For example alongside personality questionnaires and analysis, you will want to check out the potential of the candidate joining your company. Now, if you’ve already got a robust job description and person specification, you’ll know and understand what level of skills and attributes you will be looking for. So, for an administrative post you might be looking at completing an on-line 15FQ+ questionnaire with reasoning tests; for a senior manager the WAVE Professional together with the Professional Aptitude tests.

These tests are relatively quick for the candidates to complete. One of the shortest is only 10 minutes long. Costs will vary of course depending on the amount of candidates, tests and level of services you need.

Interpretation of the results however is fundamental. Upon completion, reports are generated and sent to the qualified administrator who will give feedback not only to the candidate but also to you as the potential employer. Interpreted with skill the results can help you:

• Drill beneath the surface to find out what someone is really like.

• Decide which qualities will be most important in the new person joining your team.

• Check compatibility and prevent potential issues from becoming major problems by sharing the applicant’s profile with their manager. (In this way the investment from psychometrics can roll forward from recruitment into development and management.)

• Help individuals to understand themselves and others better. (If compared with the job role, gaps can be defined and discussed. You can then use the profile to plot progress towards a training goal.)

• Acquire the language of “people-understanding”

One of my favourite psychometric tools is the Four Groups 4G questionnaire which I’ve used successfully in not only recruitment but also for team building and talent management. The completed and complex reports give an overall picture of compatibility, work styles and communication amongst team members and their leaders. It’s been invaluable in resolving issues and building relationships.

A company’s success depends upon its people.

Psychometrics can help build that success by getting the right people in the right roles, by helping them to understand themselves and others, and by enabling the company to build a better, clearer vision, drawing on the strengths of all its people. Used by employers for successful recruitment & selection and management & team development, the long-term cost benefits are considerable: including reduced costs of recruitment, lower staff turnover, less under-performance and minimal mis-deployment of staff resulting in increased profits, better staff retention and raised morale.

With over 18 years of experience using a wide range of psychometric tools, I’d love to be able to give you more information on assessments, recruitment & selection, management & team development and to help you avoid costly personnel mistakes; so please contact me.

Lynn Tulip Chartered MCIPD, PgDip Guidance & Assessment

HR & Career Management Consultant

http://assessment4potential.tel/

Outplacement business should be brisk.

With redundancies rising one might expect outplacement consultants to be chomping at the bit in anticipation of rising demands for their services. However, more often than not it seems that businesses are side lining the services and making staff redundant without offering professional add on support.

Using robust outplacement services can mean that the negative effects of redundancy can be off set for both those that lose their jobs and those that remain in post. Survivors syndrome often shows up as a demoralised guilt ridden workforce resulting in loss of production. Using professional services can help a company retain its credibility and maintain its market position.

Redundancy is difficult for all those involved, employees and employers alike. Outplacement services support both the individuals and the employer through the challenging time. Support services can be from breaking the bad news, setting up a communication strategy, to supporting the exiting staff and helping them move forward and make alternative job choices, focusing on a new CV, Interview coaching and Job Search strategies whilst maintaining the morale of the remaining employees.

The benefits?

Using Outplacement Services gives

• a positive clear message that shows a company cares and this will undoubtedly have an impact on existing staff and for attracting new employees in the future
• affected staff support through their career transition to new employment, education or training
• strength to reduce individual’s emotions and manage their possible anger, disappointment and resentment

What is offered?

Executive Outplacement – These are programmes tailored for executives or senior managers. They are bespoke programmes facilitated through 1-1 coaching and cover topics including: moving on after redundancy, career assessment and direction, CV support, job hunting strategies and interview preparation.

Individual Outplacement –These programmes offer 1-1 coaching and flexibility to meet individual needs. These programmes vary in length and content with modules – career coaching and assessment, CV preparation, job search, interview advice and ongoing support.

Group Outplacement – This is a workshop programme designed to help a group.