Finding The Right Employee For The Job From The Employers Perspective
During that small window of opportunity, when that Job Interview happens, being able to identify individuals who are more that likely to succeed at any given job is becoming a well-proven science with a long heritage. The key in the past has always been to hire someone who’s the most qualified, based on the basic job requirements.
While this may seem obvious, organizations will often struggle to specify or objectively define the current job requirements, or they have difficulty in translating broad role based expectations, such as, “Are you able to provide excellent customer service to new as well as existing customers?” This based on a job description into behaviors which can be measured during the hiring process.
Defining The Job Requirements
Designing an effective hiring process for job openings begins with a formal objective account of the exact job requirements. This is elicited from the representatives sample of the subject based matter which the experts who are presumably in the know of what the job actually entails, such as mangers, trainers or high-performing incumbents.
The job analysis protocol can be relatively quick as well as painless, such as performing an online survey based on a broad representative sample of industry job experts or hiring managers for instance, when studying job profiles which are common across all organizations, and well understood from research which was previous done. The type of research which doesn’t usually change very much over time.
Front line management positions or customer service assistants could fall directly into this category, as these positions are the ones which often involve similar elemental skills such as supervising or coaching a sales team. What’s broad and common is that what’s required is being friendly as well as service-oriented, respectively.
The job analysis process can also be detailed as well, this involving onsite job shadowing by in-house analysts, or by detailed focus groups or interviewers, which makes much more sense for unique one of a kind jobs, new or evolving roles, or situations where there’s involvement towards stakeholders. To this degree, this process makes the entire effort worthwhile. This can also include larger scale management initiatives as well as union environments.
The job analysis process is also flexible enough to the point where considering what the exact job requires are at this point as well as what the same position requires in the future, provided that this is a critical hiring.
Employee Job Requirements
Generally, the resulting job requirements basically falls into three distinct categories:
• Willingness And Readiness
What new employees need to be able to do on the very first day, just to be minimally successful
• Showing Potential
What the exact performance requirements should be, to be acceptable as well as recognizing displays of exceptional performance when new on the job
• Fitting In
What are the exact working conditions and what’s it like to be working there
Once the profile of the job opening is understood, then the recipe for designing a workable hiring process becomes easier.
1. Identifying the employee requirements. What are the exact attributes which makes certain employees succeed, or what makes them fail in the role.
2. Determining which of the requirements that the organization intends
to use for the selection process versus those potential employees that they will seek out, to develop new hires based on in-house as well as on the job training.
3. Building an assessment program which can measure and profile potential talent.
4. Assessing who actually shows up and trying to hire the best talent and readiness.
This is obviously easier said than done. Attempting to identify an individuals potential beforehand based on the requirements can be difficult. Human resources management experts has long been studying this and are still unsure and developing the right answers.
Analyzing job tasks based on their accountability as well as the company’s culture to testing as well as multiple interviews which provides for good predictive information, requires intensive understanding on previous research based on former job performance predictions or methodologies. This should reliably develop new methods as well as exercises which hopeful performs as expected.
Performing a carefully constructed objective approach throughout the questioning process fortifies assumptions while ensuring quality. In short, to be able to determine what should be measured in potential candidates, organizations need to refer to the scientific method of talent measurement. But it’s not necessary to break it down to an exact science to make sense of a market which is already saturated with a variety of proven employment tests and models.