Reference Check Definition

Reference Check Definition (Author: Liliana Coral Baas)

 

Definition: A reference check is when an employer contacts a job applicant’s previous employers, schools and/or colleges to learn more about his or her job history or educational qualifications.

Reference Check Questions

·         Questions Employers Ask When Conducting a Reference Check

Prior to making a job offer, a prospective employer is likely to check your references. Many employers won't give out any more information than starting and ending dates of employment and salary information. Others may be willing to discuss your job performance, your work ethic, your attendance at work, your attitude and other criteria that are important to a company when making a decision on whom to offer the job to. In addition to prior employers, the people you have provided as references may also be contacted. Coach Your Personal References You can't control what your ex-employer will say about you, but, you can coach your personal references to ensure their answers match yours and to ensure that you are both on the same page when it comes to your work history and abilities. Review these reference check question samples so you, and your references, will know what to expect.

·         Sample Reference Check Questions

When did (name) work for your company? Could you confirm starting and ending employment dates? When did s/he leave the company?

Why did (name) leave the company?

What was her/his starting and ending salary?

What was her/his position? Can you describe the job responsibilities?

Could I briefly review (name's) resume? Does the job title and job description match the position that (name) held?

·         Reference Checks and Employment Verification

One of the questions asked quite often is what type of information will employers ask when they verify my previous employment or check my references. The question often correlates to the broader question of are they going to catch me if I fudge my dates of employment or my job title or the salary I was earning?

What Employers Check

That it depends... It depends on how much verification the employer does during the hiring process. Some employers will confirm, very thoroughly, every detail of your resume or application. Others may do a cursory check or none at all. So, the problem with stretching the truth or embellishing your resume (other than that it's lying) is that there is a chance that you'll get caught, either now or at some point in the future. If you do get caught, you won't get the job or, if you've already been hired, you might get fired.

Background Check: Employment

Why do employers want to check your background? It could be for one of several reasons. If government security clearances are required for the job you are interviewing for, an employment background check may be required.

The employer may want to make sure you are telling the truth. It's estimated that up to 40% of resumes can contain false or tweaked information, so, employers want to insure that what they are getting in an employee is what they were promised. The employer may perform a background check to find out whether actually graduated from the college you said you did or to confirm that you worked at your previous employer(s) during the time stated on your resume or your job application.

·         Background Check Information

What's included in an employee background check? The Fair Credit Reporting Act (FCRA) sets the standards for screening for employment. The FCRA defines a background check as a consumer report. Before an employer can get a consumer report or run a credit check for employment purposes, they must notify you in writing and get your written authorization. If the employer is simply conducting inquiries (rather than running reports) they should also ask for your consent. That way you could withdraw your application if there is information you would rather not see disclosed.

If an employer decides not to hire because of this report, they must give you a pre-adverse action disclosure that includes a copy of the report and a copy of your rights. They must then give you notice that they have decided not to hire you and let you know the name and address of Consumer Reporting Agency and information on your right to dispute the report.

At a minimum, a background check will verify your social security number. At most, it can include an analysis of your work history, the people you know, along with a full credit report. It can also include your credit payment records, driving records or criminal history. The inquiries should be related to the job. For example, if you are hired to work in a bank, it would be reasonable to find out if you have a history of embezzlement or theft.

·         Background Check Privacy

What can't be included in a background check? There is some information that cannot be disclosed under any circumstances. School records are confidential and cannot be released without the consent of the student. You cannot be discriminated against because you filed for bankruptcy, however, bankruptcies are a public record, so, it is easy for employers to obtain the information. Laws vary on checking criminal history. Some states don't allow questions about arrests or convictions beyond a certain point in the past. Others only allow consideration of criminal history for certain positions. Employers cannot request medical records and may not make hiring decisions based on an applicant's disability. They may only inquire about your ability to perform a certain job. The same holds true for Worker's Compensation. The military can disclose your name, rank, salary, assignments and awards without your consent. Driving records are not confidential either and can be released without consent.

·         Be Prepared

The best way to prepare for a background check is to be aware of the information that an employer might find. Get a copy of your credit report. If there is erroneous information, dispute it with the creditor. Check your motor vehicle record by requesting a copy of your record from your state Department of Motor Vehicles. Ask your previous employers for copies of your personnel files. Make sure you know what your references are going to say about you.

Most importantly, make sure your resume and job applications are accurate and truthful. If you lie you might not get caught right away, but, you will probably get caught at some point. It's not worth not getting hired, getting fired and ruining your employment history because your thought your resume might need some enhancing!

Bibliography

http://jobsearch.about.com/cs/backgroundcheck/a/background.htm

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Orientation to new Employees

Orientation to new employees (Author: Orientation New Employee)

At the companies, when you are getting new employees after hiring someone you educated and give them a short orientation to the employee for the company and for their job functions, that means help your employee can make substantive contributions  much sooner.

This orienting new employees most of the time should begin no later than their first day, regardless of the size of the company, helping you establish your supervisory relationship with the employee, shorten the time period for an employee to reach optimal production, and foster relationships between the new employee and other team members.

The process companies makes for giving orientation to their new employees is divided on this previously points:

·         Cover company Documents: On this process you have to make sure the employee has signed all the hire paperwork, also see if the new employee has any questions about what they signed. You have to include contact information, payroll and other technological systems.

·         Give a Strategic Overview. You have to explain to your hire people your view of how they fit in to the bigger structure. Show organizational charts, strategic plan documents, pending project lists, etc.

·         Give a Cultural Education. Teach the employee about the corporate culture and talk about your company's vision and values, how the companies work to support a productive and healthy environment, the benefits and perks that may be available, and how you reward all excellent performance.

a)      Training; This  include assigning a mentor, signing the employee up for internal or external training courses, or putting the employee on projects that will give them a broad view of their job and the company.

·         Introduce the New Employee.  You should personally introduce the employee to all the members of the team, explaining each person's role and how their roles are linked to each other.

a)      Focus on the Team. Have conversations with the employee about the team environment and how their individual contributions will support the team. Discuss what it means to be part of a team, and the employee's responsibility to be motivated and help motivate others.

·         Cultivate Your Relationship. Make constantly conversations to establish the types, quality, and general information you need from the employee and find out what the employee needs from you. All of this will help cultivate a strong and open relationship between you and the employee. Bye the time you have to make some meetings with your team and with your new employee to see how he is going on the job and how successfully he is been for the company.

a)      Get a Little Personal. You should take whatever opportunities you have to get to know the new employee on a personal level. Find out about their career aspirations so you can watch for opportunities to help them develop additional skills sets in support of their goals

Some things that you could have doing this process are:

·         You are demonstrating that you care about the employee's experience on your team and with the company.

·          You are establishing open communication as the basis for your relationship with the employee.

·         You are giving the employee an opportunity to learn about your management style at the outset while you are also getting to know the employee better.

·          you are showing the employee the best of your corporate culture that you value employee contributions and support a productive work environment.

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STANDARD PROCEDURE FOR SELECTING HOSPITALITY INDUSTRY EMPLOYEES

STANDARD PROCEDURE FOR SELECTING HOSPITALITY INDUSTRY EMPLOYEES (Ricardo Herrera)

The selection is to choose the right man for the right place. In other words, the selection of candidates seeking the most suitable recruits for the posts existing in the company, with the intention of maintaining or increasing the efficiency and staff performance and efficiency of the organization and selection seeks to solve two basic problems:
1. Suitability of person to work.
2. Efficiency and effectiveness of the person in office.

Selection as a process of comparison

The selection is a process of comparison between two variables. On the one hand the requirements of the vacancy (the requirements under the post to anyone who performs
and the characteristics of the candidates presented.
Standard of comparison is always a model containing the specifications and measures required of the provider
The selection of appropriate aperson is the responsibility of managers or heads and staff who are usually the people in charge of the selection.
The personal decision to support 3 models of behavior:
• Model fitting: not included the category of rejection. (A candidate for a vacancy)
• Model selection: many candidates and a single vacancy
• Model Classification: more candidates for each vacancy and a number of vacancies for each candidate.

Evaluation procedure

1 .- a small group of applicants reaches the assessment center
2.-the assessment center has six to eight evaluators around, some of whom are trained psychologists, while others are managers of at least two levels higher than those of individuals who are assessed, who in turn have trained as counselors.
3 .- for two or four days, candidates are asked to participate in exercises such as:
a) interview
b) exercise "real", in which solve everyday problems that managers encounter in their agendas
c) case exercises
d) leaderless group discussion
e) business games
f) personality tests
g) general skills tests
4 .- The consultants, usually in pairs, observe and record the behavior of applicants situational problems, both in groups and individually.A clinical psychologist summarizes the personality tests.
5 .- Each candidate is evaluated on a set of 20 to 25 features (such as organization and planning, decision making, creativity, stress resistance and oral communication skills.)
6 .- It develops a view on the potential of the applicant to meet the requirements of the job.

SUMMARY

1.-The selection tools provide managers with information that will help predict whether an applicant will or will not succeed as a worker.
2 .- The employment application form is effective in rigorous collection of biographical data, which in the last instance can be verified.
3 .- The weighted job applications are useful statistical techniques that can determine r the link between certain relevant information and the prediction of success in the workplace.
4 .- The simulation tests l performance require applicant to undergo specific behaviors that have been shown to relate to the job. Modeling work and assessment centers, which are simulations of the performance. They are well received by its effectiveness in the prediction.
5 .- assessment centers are a type of simulation test performance. Are carried out for several days. During which an observer group that studies how individuals manage or react to different work situations.
6 .- Graphology is the analysis of the writing. Its validity is questionable
7.-interviews often achieve lower grades in their reliability and validity. However, these are more the result of problems the interviewer that the interview itself.Thevalidity of the interview can be stimulatedthroughthe use of a structuredprocess.8 .- for an interview is conducted properly should follow the following:
1 .- Detailed information on the job for which you are interviewing applicants.
2 .- structure the interview so that follow a predetermined process.
3.-check the job application and curriculum vitae of the candidate.
4.-assertiveness to the applicant.
5.-ask them the questions you have formulated
6 .- end of the interview
7 .- fill out an evaluation form post-interview.
9 .- realistic presentation of the work pu3wtos reduce staff turnover to provide applicants with favorable and unfavorable information about the job.
10.-the background checks are valuable when checking the undeniable facts and rigorous job application, however, tend to offer very little practical value as a predictive tool selection.

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Testing... Lenna Parra

Testing (Author Lenna)

Tests are an assessment of qualities or characteristics that are obtained through the observation and classification of certain situations. The tests can be used to predict the good performance of candidates for a job.

To be useful tests require three essential elements:

§  Be standardized

§  To determine reliability

§  Validity

§ 

Tests should be linked with the vacant post, usually the immediate supervisor does the future in order to verify that the applicant has the knowledge and experience that the position requires.

Tests can be applied:

§  Oral

§  Translations

§  Performance

Psychological testing

·         Proficiency Testing

·          Intelligence tests

·          Personality tests

Research

·         Job History

·         Family history

·         Criminal history

·         Economic conditions

·         Letters of recommendation

Medical Exam

·         Takes place at the end of the selection process and is applied to persons who were eligible in the previous stages to the work being pursued. The physical examination includes medical, medical history, laboratory tests, etc.

Main purposes:

1.      To determine if the candidate is suffering from contagious diseases

2.      Know if you have any conditions that may be a contraindication for the job would be offered.

3.      To determine if the worker does not suffer occupational diseases to enter the job.


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Recruitment Briefing

Recruitment Briefing (Author Irving)

Recruitment can be defined as a set of procedures used to attract a sufficient number of suitable candidates for a specific position in a particular organization.

There are many recruitment techniques we can use to attract candidates to our job:

1.- Internal

The recruitment is internal when particular vacancy to occur, the company tries to fill by relocating employees, which can be promoted or transferred with promotion.

2.- External

External recruitment is when the absence particular vacancy, an organization attempts to fill with strangers, for example: external candidates attracted by the techniques of recruitment.

Recruitment sources are:

Internal (File requests, Union and Recommended)

External (Employment Agencies, Job and Educational institutions)

Media (Newspaper, radio, televisión and Internet)

The new trend is when company-candidate relationship is established by accessing various interactive tools available on the web such as professional networks, twitter, forums and more.

 

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Job Specification...

JOB SPECIFICATION (Author Melody Luna)

DEFINITION

A job specification describes the knowledge, skills, education, experience, and abilities you believe are essential to performing a particular job. The job specification is developed from the job analysis. Ideally, also developed from a detailed job description, the job specification describes the person you want to hire for a particular job

COMPONENTS OF A JOB SPECIFICATION

EXPERIENCE: Number of years of experience in the job you are seeking to fill. Number of years of work experience required for the selected candidate. Note whether the position requires progressively more complex and responsible experience, and supervisory or managerial experience.

EDUCATION: State what degrees, training, or certifications are required for the position

REQUIRED SKILLS, KNOWLEDGE AND CHARACTERISTICS: State the skills, knowledge, and personal characteristics of individuals who have successfully performed this job. Or, use the job analysis data to determine the attributes you need from your “ideal” candidate. Your recruiting planning meeting or email participants can also help determine these requirements for the job specification.

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JOB DESCRIPTION

Job Description (Author Mario Mendicuti)

A job description describes the main areas of an employee's job or position. A job description must begin with a carefully planned analysis of the main details about a job. It includes information of the everyday jobs involved, the methods used to complete the tasks, the purpose and responsibilities of the job, the bond of the job with other jobs, and the training needed for the job.

A poor job description will keep you and your employees from trying anything new and learning how to perform their job more productively. A well-written job description will help you avoid having employees refuse to carry out relevant assignments because it isn't in their job description.

Flexible job descriptions will encourage your employees to grow within their positions and learn how to make larger contributions. The job description will serve as a main basis for outlining job training or conducting future job evaluations. A poorly written employee job description, add to the workplace: confusion, poor communication, and make people feel as if they don't know what is expected from them.

Employee job descriptions tell the candidate exactly what you want in your selected person. Clear employee job descriptions can help you select your preferred candidates. A Job Description Should Include:

1.      Job Title	6.      Job Location
2.      Job Objective or Overall Purpose Statement	7.      Equipment to be Used in the Performance of the Job
3.      List of Duties or Tasks Performed	8.      Collective Bargaining Agreements
4.      Relationships and Roles	9.      Non-Essential Functions
5.      Job Specifications, Standards and Requirements	10.  Salary Range

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