I think you have login infoChapter 8
Interviewing: Start Strong to Recruit Successfully


Learning Goals
Explain the role and responsibilities of the manager when interviewing
Describe the steps necessary to prepare for an interview
List questions that can and cannot be asked on an interview
Discuss the interview process


The Manger and the Interview
Interviewing is the most widely used method to hire
Interviewing may not be an effective means to find the right person for a job
Each institution sets the process and standards for interviewing and the hiring process


The Manger and the Interview
It is often difficult to determine the true ability of a candidate in an interview
Human Resource department involvement in hiring varies depending on the size of the organization
Human Resources often screens for candidates to meet minimum qualifications


The Manger and the Interview
The perfect candidate is typically impossible to find
The number of candidates interviewed varies according to the complexities of the job and the availability of qualified candidates
The actual hiring decision should be done by the manager to which the future employee will report


Candidates: Outside and Inside
Candidates outside the organization
May answer an advertisement or some type of recruitment
Walk in to complete an application
Most organizations have job postings that can be accessed both internally and externally


Candidates: Outside and Inside
Recruiting from within comes from
Many organizations adopt a philosophy to develop their people and hire from within
When hiring the long range needs of the organization / department should be considered


Candidates: Outside and Inside
Hiring from the outside and inside has positives and negatives
For the most diverse perspective a mix of hiring from outside and inside is best
All outside hiring stifles promotion and growth for present employees
All inside placement can lead to inbreeding of thought and attitude, thus suppressing creativity


How do you prepare to interview?
Purpose of Interviewing
To learn as much as possible about the applicants and their fit to the organization now and in the future
Start with the Job Description
Is the job description current and up to date?
Are you knowledgeable about all aspects of the position?
Have the job description available as a reference


How do you prepare to interview?
Understand all the job requirements
Education and experienced required
Skills and knowledge needed
Job duties and responsibilities
Supervision of others
Responsibility for safety of others
Equipment, Procedure, Process familiarity
Physical demands
Potential stressors


How do you prepare to interview?
Understand all the job requirements
Job Duties
Potential loss due to error
Confidentiality requirements
Contacts and relationships
Sensory requirements–visual, auditory
Working conditions / hourCriticism and Discipline:
Guts, Tact, and Justice
Chapter 13

Learning Goals
Identify the need for rules and policies
Discuss how to properly give and receive criticism
State the goals of corrective action
Outline disciplinary procedures
Discuss ways to help a substandard performing employee
Explain what fair and effective discipline is
Define non-punitive discipline and behavioral contracting
Examine how coaching is used in management

Why have rules?
Exist for good reasons
Outline the expected behaviors and practices
Protect and safeguard employees, clients, and visitors
Be reasonable
Are guidelines for behavior and actions
Serve the common good
Should be revised and updated regularly
Should be known to all they apply to

All mangers give criticism to employees
Middle managers and supervisors give and receive criticism.
Giving criticism is not easy to give or receive
Learning to take criticism is the first step in learning how to give criticism
Issuing criticism is often avoided by managers

Managers hesitate to criticize employees because:
They dislike hurting people’s feelings
Is a time consuming task
As humans we resist performing unpleasant tasks

How to Take Criticism
What are some suggestions on how to take criticism?
Hold Your Temper
Remain Calm
Don’t Jump to Conclusions
Listen Completely
Prevent natural tendency to become defensive
Remain open minded
Don’t formulate your response while the person is talking

How to Take Criticism
What are some suggestions on how to take criticism?
Consider the Source
What are the person’s qualifications?
Am I a target?
Is this person truly interested?
Are they helping me to improve?
Evaluate the Criticism
Are all the facts available?
Did the criticism make sense?
Search for the positives.

How to Take Criticism
What are some suggestions on how to take criticism?
Keep it in Perspective
It’s not the end of the world
It won’t be your first or last criticism received
Follow Up
Do you perceive the criticism to be valid?
If so, take steps to change your behavior

How to Give Criticism
What are some suggestions on how to dispense criticism?
Make sure it’s deserved
Make it constructive
Be sure it’s timely
Always criticize in private
Don’t criticize in anger
Make suggestions for improvement

How to Give Criticism
Supervisors are reluctant to criticize employees
Don’t want to hurt feelings
Takes time away from other tasks
It is an unpleasant task

How to Give Criticism
Criticism should be:
Deliver as soon as possible after the event
Never criticize in front of others
Don’t criticize in anger

What does Discipline mean?
Discipline Means
To teach
To mold
To shape
Has come to mean punishment
Objective is behavior correction
Used for:
Problems of performance
Problems of conduct or behavior

Corrective Action
Corrective action is replacing discipline
The goal is to correct behaviors Chapter 12

Learning Goals
Discuss the objectives of a performance appraisal
Identify common types of performance appraisals
Explain common problems associated with performance appraisals
Examine how performance appraisals can be more affective
Describe the difference between a standards based appraisal and a constructive appraisal

Performance Appraisals
Best if completed by the employee’s immediate manager
Are an important part of any manager’s responsibilities
Include information collected over an extended period of time, often a year

Performance Appraisals
Requires a great deal of time and attention by the manager
Often dreaded by managers to complete
Tends to gravitate to the bottom of the manager’s to do list
Praise and criticism falls within evaluation of an employee’s performance

Appraisal and the Manager
Each organization sets the appraisal process
Some completed every 6 months
Some completed all in one month
Some completed on anniversary date
Managers must comply with the designated system and timeframe
Viewed as a requirement by managers versus a key element to manager-employee relationship

What are the Objectives of a Performance Appraisal?
Improve employee job performance
Provide growth opportunity for individuals
Promote talented employees for the organization

The true objectives are not often achieved

Appraisals Should:
Tell the employee how they are doing
Indicate future possibilities in the organization

Appraisals Tend:
To favor criticism and faultfinding of the employee

Appraisal Methods
There are a variety of appraisal methods, each with positives and negatives.
It is important as a future manager that you understand your institutions appraisal system and policies. Appraisal methods will differ in every organization that you work for.

Appraisal Methods
Continuing efforts are made to make appraisals more objective and reliable.
No matter what method used an appraisal should be based on production, performance, and behavior

Traditional Appraisal Methods
Rating Scales
Most widely used and 2 main types
Easy to use but often compares employees (not good)
Average ratings tend not to be positively viewed by employees
Places a mark on a scale
Descriptions and appropriate box is checked

Traditional Appraisal Methods
Employee Comparison
Developed to overcome the disadvantages of the rating scales
Actual ranking of employees best to not best
Found to be judgmental and influenced by personality
Forced distribution
Must have equal distribution of employees
Prevents clustering of employees

Traditional Appraisal Methods
Weighted checklist
Statements that describe behaviors for a particular task
Statements are checked by the manager based on what most describes the employee
Forced choice
Each criteria has 4 to 5 selections and the manager needs to select one that best describes the employee behavior

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