Selection Tool Evaluation Essay Example | Topics and Well Written Essays - 1250 words

Selection Tool Evaluation - Essay Example The paper below discusses the relevance of interview as a form of selection tool in organizational personnel management with reference to Changing Mind’s article on a selection system that works. The discussion will focus on general information and application of the process, factors considered when undertaking it, psychometric properties, advantages, limitations and conclusion. General Information and Applicability Selection interview is a significant selection tool that assesses a candidate’s suitability for a post. It involves a personnel selector interacting with a candidate to determine whether he/she is interested in the stipulated post and is competent for the obligation (Changing Minds 5). An interview describes the job requirements to the candidates. Interviews set expectations on both parties involved in the process and allow discussion on any potential challenges that may arise. This enables the candidates to decide whether they want the obligation or not. Ac cording to the article, proper interviewing and conduction of reference checks save an organization the agony of dealing with future consequences related to poor personnel selection. The main objectives of an interview are assessment of candidate’s suitability, providing information on obligation requirement to the candidate and presenting the values of the company to the applicant. Factors Considered During An Interview Process Past Behavior. The candidate’s past behavior enables the interviewer to predict whether the candidate will contribute to the growth of an organization or not. Behavior assessment is significant in ensuring that the candidate measure up to the ethical standards of organization (Changing Minds 10). Past behavior is crucial in positions that require higher authority, for instance, managerial and supervisory positions. This is because behavior affects the decisions made. Some of questions that an interviewer can use to predict interviewee’s past behavior are; if I spoke to your previous boss, which are some of the areas he can recommend improvement? Tell me about your strengths? Describe an experience where you had to deal with a difficult customer or you found the cashier’s safe open with no one else in the office? Past Experience. Candidates with a wide experience on the job will deliver more efficiently compared to inexperienced ones. Hiring experienced candidates saves the organization the training costs as the hired candidates already possess the required skills. Information on past experience helps to signal the possible future performance. This helps the interviewer to decide on the suitability of the post. This measure is applicable in all job positions in most contemporary organizations (Changing Minds 10). Most contemporary organizations bank on the experience factor when selecting new staff. Interviewer’s Intuition. The opinion of the interviewer with reference to the first impression created b y the candidate may be used to predict the suitability of the interviewee in relation to job qualification. However, perception should not conclude the candidate’s suitability as the first impression may be deceiving. Accurate results on the candidate’s suitability are portrayed by a combination of the individual traits obtained during the full process (Changing Minds 2). Organizations that the interviewer’s perception to determine the right candidates may experience future challenges

The Most Common Strategy Mistakes Assignment Example | Topics and Well Written Essays - 500 words

The Most Common Strategy Mistakes - Assignment Example He asserts that strategy is formulated while keeping customers in mind and so the value proposition is created, but this only serves the demand side of the strategy. He believes that organizations need to take into consideration the supply side of the strategy in order to be more effective and they should take both sides of the strategies to cover all grounds. Another mistake that organizations make is the overvaluation of their strengths. He believes that organizations are biased towards identification of strengths and they develop their strategies accordingly. He asserts that an organization’s strength may be best customer service, but this strength can be attained by any organization. He believes that strengths of one organization should be different from the strengths of another organization and other organizations should not be able to obtain the same strengths as one organization already has. 2. There are several barriers due to which managers fail to devise an effective strategy. Porter asserts that various obstacles are created due to covert biases that are invested in a particular business, the way the organizations are structured and the way decisions are made. For example: managers fail to obtain the accurate data required for making any form of decisions because of internal issues and conflict within the organization and there may be cases where those who are performing well are undervalued and those who are not putting in too much effort are simply sitting and absorbing all the rewards. Another issue is that managers have failed to accept and count upon differentiation strategies and they rather believe in having a huge customer base. Due to this they fail to enhance their value proposition and only focus on serving to serve. Barriers to creation of effective strategy even exist in the external environment of an organization; Porter claims that there are