MOS 3384 – Chapter 6 .docx

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Western University
Management and Organizational Studies
Management and Organizational Studies 3384A/B
Cristin Keller

MOS 3384 – Chapter 6: Applicant Screening W do you ensure that valuable time and resources are not devtvotecj :o processing job applications that show little potential? Fob application forms, resumes, reference checks, and interviews are the most commonly used screening tools. Initial screening involves actions aimed at reducing the applicant pool to a manageable size and identifying those applicants with greatest potential for hiring. Telephone screening: a brief telephone interview to assess the candidate’s qualifications and decide whether the candidate should continue in the application process Prepare a List of Questions Directly related to the job position fo More detailed questions should wait for the employment interview at a later stage in selection. Do they possesses minimum requirements tc Questions abide by the Canadian Human Rights Act and provincial legislation. Make Arrangements for the Telephone Screening Applicant must be informed abLboi such arrangement; Ee from any distract ions or interruptions. J Schedule it at a reasonable time Introduce the Purpose of the Telephone Interview Breifly If Not arranged in advance, verifying that this is a convenient time for an inter view. ^v\ARE Job Information describe the in enough detail so that the applicants can decide for themselves (1) whether t re really serious about applying, and (2) whether they are qualified. Courages unqualified luntarily withdraw f fr Salary ranges for the job and relevant information about organizational expectations withdraw by those who don’t match I lower departure rates of newly hired Create Rapport put the candidate at ease May not get an accurate picture of the applicant’s potential otherwise 3pen-ended questions to encourage dialogue Do not interrupt Sell the Organization Usually first, May be the only interaction he or she will ever have Ewer’s statements and tone may leave a lasting impression implications for the success of present and future recruitment and marketing efforts. Courtesy interview: a brief, non-rigorous interview with a walk-in applicant aimed at screening out obviously inappropriate candidates before they apply ‘walk-in,” a prelimir interview—typically with a representative of the human resource department as courtesy A job application form collects information about recruits in a uniform writ rmat and hence is an important part of recruitment efforts ask for information about address, name, personal character istic if proven job related employment status information helps a recruiter match the applicant’s objective and the organization’s needs. Broad or uncertain responses in this section eliminates the application from consideration. work history tells a recruiter whether the applicant is someone ^ hops from job to job or is likely to be a long-service employee. )b titles, duties, responsibilities, £ dterminecandidate is a potentially capable applicant. Military Background ■something that is valued by many employers (Structured environment) Memberships, Awards, and Hobbies Ndicate the recruit’s concern about community and career. Lo Terences from peers and previous employers But be aware that questions must be legal (relative to job) Alsification of an application form is grounds for discharge in most organizations, Sometimes withholding vital information is the same as providing inaccurate infoi mation Reasons for leaving prior jobs results and accomplishments job responsibilities areas that tend to be exaggerated or hidden, Weighted application blank (WAB) or form allows the ermployer to predict an applicant’s future job success from application blanks twith built in weights for information relating to an work-related and other personal details. chnique for scoring application forms helps the employer identify which attributes are most critical for successful job performance Useful for low-skill, low-comittment strategy type jobs or very very high skilled, or recruitment is costly (large staffing needs) Nee identified, items related to job success are differentially weighted to eflect their degree of importance in predicting job performance Process: Identify performance criterion (valid, reliable, relevant) success of WAB depends on us
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