Preview of Fundamentals of Job Interviewing for Managers A good employee is hard to find and this difficulty is generally proportional to the position to be filled; i.e., the higher the position the more difficult the search and the vetting of candidates. 42% of employee turnover could be eliminated with an effective interviewing and hiring process. This statistics is sufficient to motivate managers to take the process seriously and become experts at it.
Small businesses are not exempt from this and thus managers must be well prepared for the entire process of selecting employees; interviewing candidates is a key part of the process. Sadly, there are many managers or supervisors who are not good interviewers or are not skilled or confident in the processes of selecting and hiring employees.
Interviewing is an art, more than a science and like everything else it requires practice. The interviewer must feel comfortable doing it and must have self-confidence in his/her abilities both in the job he/she represents and as an interviewer.
This book presents strategies to hiring employees and a recommended procedure to select the right candidates. A key part of his procedure is the interview and thus we include suggestions for a productive interview method that would help complete the process.
The book provides a clear, concise view into what can be, at times, a difficult and painful process. By adopting these principals, a manager can remove much of the pain caused by hiring the wrong person. The concepts captured here are useful for all levels of hiring and supervisory roles from the interview through to the performance review activity post hiring. Oswald has captured the essence of the pain points and prescribes some great preventative measures. Bruce A. Weintraub, President & CEO, Weintraub Telecomm, LLC
There is no more critical decision facing a business owner than hiring. A wrong hire can have a huge detrimental impact on the business. While there is no way to erase all risk and uncertainty in hiring, following the process and procedures laid out by Mr. Viva will certainly go a long way in minimizing risk, and will result in a much better hire than just gathering resumes, recommendations and interviews. It is logical, easy to understand and follow and most importantly, makes the owner think about not only the type of person he or she wants for the job, but how to hire the right way and for a better outcome. Buddy Hull, President, TAB Atlanta East ---------------------------------------------------------- Preview of Employee Performance Reviews; the bad, the ugly ... the alternative
In the last several years there has been a flood of articles and commentaries criticizing traditional employee reviews and even calling for their elimination all together. The reasons given are many but they really amount to the fact that performance reviews don’t do much for the employee or for the company. These publications argue against employee performance reviews but offer very little as alternatives. At most they suggest better ways to do them or different but similar processes than in reality suffer from the same problems. In this book I propose a valid alternative that has many advantages related to benefits to the employee, the manager and the employer.
Management of an organization—small or large—requires measurement of performance of all employees throughout the organization. How this is done is critical to the performance of the organization (company, department or group) and primarily to the development and wellbeing of each employee. Traditional management tools (performance reviews) have many flaws and some alternatives are either not well understood, are unfair or are unproductive.
A valid alternative should be welcomed by all concerned. The alternative proposed here is a proven tool that represents a significant improvement over the other methods used. I am not proposing anything new or revolutionary; to the contrary, my proposal is to use an old system, but one that is not generally used for the purpose of performance reviews. I propose that using MBO and RBGO will eliminate the shortcomings of standard performance reviews.
MBO = Management By Objective RBGO= Reviews By Goals and Objectives
The value of MBO is demonstrated in a 1991 comprehensive review by Robert Rodgers and John Hunter of thirty years of research on the impact of Management by Objectives; they concluded that companies whose CEOs demonstrated high commitment to MBO showed, on average, a 56% gain in productivity. Companies with CEOs who showed low commitment only saw a 6% gain in productivity.
My advice then to the powers to be, is to scrap the traditional employee performance reviews and adopt a Management by Objectives (MBO) and RBO process that ensures value of the process, fairness in performance judgment, and eliminates all the negative consequences of the traditional process. ------------------------------------------------
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