Accurate employee selection decisions have never been more vital for an organization’s success. Advances in technology and changes in organizational structure and responsibilities have increased the demand for high-quality job applicants who, if hired, will grow into productive contributors to organizational success. This demand, when combined with a competitive job market and significant legal compliance requirements, means that hiring processes and decisions are increasingly complex and challenging.
PCA Consultants offers a proven selection system called The Art of Effective Interviewing for Hiring Managers© that when properly applied, can produce positive results in a wide range of areas of concern to organizations, from turnover to on-the-job success and return-on-investment.
Here are some common issues we've observed after managing - on both the candidate side as well as from the company's perspective
THIS COURSE WILL ADDRESS THE FOLLOWING
HOW TO: Focus on job related behavior.
HOW TO: Use past behavior to predict future behavior.
HOW TO: Assess both job fit and organization fit motivation.
HOW TO: Organize selection elements into a comprehensive system.
HOW TO : Apply effective interviewing skills and techniques.
Use data integration to make the best hiring decisions.
HOW TO: Make a positive impression on applicants; sell them on the job and the organization.
HOW TO: Work with Human Resources and Recruit
PLUS WE'LL ADDRESS:
Interviewers fail to seek complete and consistent information from applicants on the specific competencies needed for success in the job. (Incomplete coverage of skills and abilities in the interview process limits an interviewer’s understanding of an applicant’s potential for success in the job.)
There is excessive overlap in competency coverage.
Interviewers misinterpret applicant information.
Interviewers ignore job fit motivation.
Interviewers ignore organization fit motivation.
Interviewers’ judgments are affected by biases and stereotypes. (Interviewers often are unaware of their prejudices and how they affect personnel decisions, but biases or stereotypes do not represent job-related factors.)
Interviewers permit one competency to influence their evaluation of other competencies.
Interviewers allow applicants to control the interview.
Interviewers make quick decisions about applicants.
Interviewers focus on negative information about applicants.
Hiring managers rely too heavily on interviews.
Selection elements are not organized into a system. (Without a consistent process with well-defined decision points, there is no way to ensure that all applicants reaching a particular stage in the system are treated the same way.)
Judgment is affected by pressure to fill the position.
Decisions are affected by the relative quality of other applicants.
Interviewers take insufficient notes during the interview.
Interviewers use different rating and evaluation standards.
Applicant information is not discussed systematically. (Interviewers’ discussions about applicant data often are haphazard or, worse, subjective.)
Interviewers don’t put their best effort into interviews.
Interviewers’ skills diminish over time.
Applicants react negatively to the interviewing process.
Applicants aren’t sold on the advantages of the job, organization, or job location.
BOTTOM LINE: YOU'LL NEVER HAVE TO WONDER IF YOUR CANDIDATE WILL ACCEPT YOUR OFFER ......EVER AGAIN!
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