CRITERIA DEVELOPMENT AND RÉSUMÉ REVIEW Flashcards
· Before we begin to review résumés and applications, we must have a clear idea of the person we want to hire for the position.
· Obviously, the job specifications will help us know the minimum qualifications, such as education level and years of experience.
· However, additional criteria might include the attitude of the potential hire, the ability to take initiative, and other important personal characteristics and professional abilities that may not always be demonstrated in an application or résumé.
KSAO – Knowledge, Skills, Abilities, and Other characteristics are the attributes required to perform a job that make a person successful on the job
· Many HR professionals and managers develop the criteria for hiring, as well as the interview questions, before reviewing any résumés. This allows for a streamlined process with specific guidelines already set before reviewing a résumé.
· By setting criteria ahead of time, the hiring team has a clear picture of exactly what qualifications they are looking for. As a result, it is easier to determine who should move forward in the selection process.
○ Two years of experience managing a $2 million or more project budget
○ A bachelor’s degree in business or closely related field
○ Ability to work on multiple projects at once
○ Problem-solving ability
○ Conflict-management ability
○ Ability to manage a team of five to six diverse workers
○ Score of at least a 70 on cognitive ability test
○ Score of excellent from most recent employer
1.CRITERIA DEVELOPMENT CONSIDERATIONS
· Many HR professionals and managers develop the criteria for hiring, as well as the interview questions, before reviewing any résumés. This allows for a streamlined process with specific guidelines already set before reviewing a résumé.
· By setting criteria ahead of time, the hiring team has a clear picture of exactly what qualifications they are looking for. As a result, it is easier to determine who should move forward in the selection process.
○ Two years of experience managing a $2 million or more project budget
○ A bachelor’s degree in business or closely related field
○ Ability to work on multiple projects at once
○ Problem-solving ability
○ Conflict-management ability
○ Ability to manage a team of five to six diverse workers
○ Score of at least a 70 on cognitive ability test
○ Score of excellent from most recent employer
1.CRITERIA DEVELOPMENT CONSIDERATIONS
· The validity refers to how useful the tool is to measure a person’s attributes for a specific job opening. A tool may include any and all of the following:
o Résumé-scanning software
o Reference checks
o Cognitive ability tests
o Work samples
o Credit reports
o Biographical information blanks
o Weighted application forms
o Personality tests
Interview questions
2.VALIDITY AND RELIABILITY
are a useful part of the application process. A BIB is a series of questions about a person’s history that may have shaped his or her behavior.
Biographical information blanks (BIBs)
Similarly, a weighted application form involves selecting an employee characteristic to be measured and then identifying which questions on the application predict the desired behavior. Then scores are assigned to each predictor.
weighted application form
Similarly, a weighted application form involves selecting an employee characteristic to be measured and then identifying which questions on the application predict the desired behavior. Then scores are assigned to each predictor.
weighted application form
refers to the degree in which other selection techniques yield similar data over time. For example, if you ask the same interview question of every applicant for the project management position, and the “right” answer always yields similar, positive results, such as the hiring of a successful employee every time, the question would be considered reliable.
Reliability
refers to the degree in which other selection techniques yield similar data over time. For example, if you ask the same interview question of every applicant for the project management position, and the “right” answer always yields similar, positive results, such as the hiring of a successful employee every time, the question would be considered reliable.
Reliability
· Fit includes not only the right technical expertise, education, and experience but also fit in company culture and team culture.
· If a potential candidate is not interested in long-term career growth, he or she might not be deemed an appropriate strategic fit with the organization.
· In today’s organizations, most people are required to work within teams. As a result, fit within a team is as important as company culture fit. Microsoft, for example, does an immense amount of teamwork.
The company is structured so that there are marketers, accountants, developers, and many others working on one product at a time.
3.FIT ISSUE
· Once we have developed our criteria for a specific job, we can begin the review process. Everyone prefers to perform this differently.
· All the hiring decision makers may review all résumés, list the people they would like to meet in person, and then compare the lists. Another method might be to rate each candidate and interview only those above a certain score.
· Obviously, much of the process will depend on the organization’s size and the type of job. None of this process can be done fairly without first setting criteria for the job.
· When looking at résumés to determine whom to interview, a manager should be concerned with the concepts of disparate impact and disparate treatment.
o Disparate impact is unintended discrimination against a protected group as a whole through the use of a particular requirement.
o Disparate treatment in hiring might include not interviewing a candidate because of one’s perception about the candidate’s age, race, or gender.
· The last consideration is the hiring of internal versus external candidates.
o An internal candidate is someone who already works within the organization.
o An external candidate is someone who works outside the organization.
Once you have completed the criteria for the particular job and narrowed down the field, you can begin the interview process.
4.REVIEWING RESUMES
· Interviewing people costs money. As a result, after candidates are selected, good use of time is critical to making sure the interview process allows for selection of the right candidate.
o In an unstructured interview, questions are changed to match the specific applicant; for example, questions about the candidate’s background in relation to their résumé might be used.
o In a structured interview, there is a set of standardized questions based on the job analysis, not on individual candidates’ résumés.
o While a structured interview might seem the best option to find out about a particular candidate, the bigger concern is that the interview revolves around the specific job for which the candidate is interviewing.
In a structured interview, the expected or desired answers are determined ahead of time, which allows the interviewer to rate responses as the candidate provides answers.
5.INTERVIEWING
