Job Interview .

JOB INTERVIEW (AUTHOR MARIA FERNANDA BAÑUELOS)

            Besides of job applications, interview technique is definitely the most common tool  that job seekers finds in its way. Not surprisingly, the interviews have generated hundreds of studies over the past 20 years, covering topics such as verbal and nonverbal behavior, personality traits, print management, similarities between interviewer and interviewee and impressions before the interview.

            Due to the extensive use of interviews to select employees must maximize their potential to identify qualified individuals. Two strategies to make better the interview are 1) structured in a way that is reliable and valid, and 2) train managers to apply the best techniques of the method.

Types of interviews
Job interviews vary in two aspects:
- The structure

- If they are based on experiences or assumptions.

Structure
.- Unstructured. Does not follow a script or a set order. The questions are not prepared in advance and there is no guarantee to them by the same applicants. The interviewer does not have a rating system.

.- Structured. It is based on a preset form. Are more reliable and valid than the first.

            The importance of structure in the interview is underlined by the fact that this uniformity should minimize the potential for intentional or unintentional tendencies of the interviewer that affect the results. Furthermore, this uniformity should have a lower differential effect on women and minorities and should increase the likelihood that the organization won its defense in case the demand.

            The second dimension ranging interviews is whether focusing on experience and past performance or hypothetical future conduct. Such interviews can be divided into two types:

- Behavioral Description Interview (BDI) in which respondents are asked to actual incidents that have relevant work experience to the position requested. The BDI is based on the premise that the past is what best predicts the future. Example: "Remember your last job and tell me about a time you resolved a dispute with a customer."

- "Situational Interview (SI) also seeks to determine whether the applicant possesses the knowledge and motivation to the job, but achieves this goal differently. The questions is to encourage respondents to respond to hypothetical situations they would face in office seeking. Example: "If one of the doctors in his sales territory to ask him to support research and other documents about the effectiveness of a new drug, how would I find information?. Then would qualify the responses to hypothetical questions as to whether appropriate or not for the job.

Training as an interviewer

            Despite the recent optimism about the validity of job interviews, have yet to answer many questions about its effectiveness. For years there have been fears that the accuracy of interviewers vary too, well, it's always in the possibility of their prejudice, since the interviews rely on subjective judgments. The following list summarizes the problems that limit the accuracy of an interview feature. These errors are the focus of many training programs for interviewers.

1. The interviewer Spears a lot and reduce the amount of job information obtained from the interviewees.

2. Inconstancy of the questions asked of applicants, resulting in different information that is collected from each.

3. Ask questions that do not relate to job performance.

4. Inability to reassure the interviewee during the session, which makes the spontaneous gathering information.

5. Excessive confidence in the interviewer's ability to assess the applicants, which leads to hasty decisions.

6. Typify applicants and allow personal preferences to influence the evaluation.
7. Be influenced by the nonverbal behavior of applicants.

8. Put the same rating applicants in many evaluations, both superior (leniency error), average (central tendency error) or bad (severe error)

9. Allow certain features, good or bad, influence the evaluation of other characteristics (halo error)

10. Allow the quality of applicants that preceded the current influence their ratings (contrast effect)

11. To evaluate the applicant in the first minutes of the interview (the first printing error)
12. Favorably evaluate an applicant because he looks the interviewer in some way (like failure to me)

            In general, well-designed training programs are able to reduce many errors in traditional unstructured interviews, especially when training is done together with a structured interview format. Through training, managers better understand how to ask questions, how to record responses from the applicants and, to some extent, how to become aware of possible trends. Moreover, recent studies indicate that when a trained interviewer takes notes on behavior during the interview, its validity improvement.

Trainning

TRAINING (Author Renato Rivero Rosado)

The need for training arises from the rapid environmental changes. Improving the quality of products and services and increasing productivity for the organization to remain competitive is one of the objectives to be achieved by the companies. The training often improves the qualities of workers and increases their motivation, which leads to greater productivity and to an increment on profits.

The training program involves provide knowledge, which then allow the worker to carry out their work and be able to solve problems presented to it during their working hours. This affects the individual in two different ways:

·         Raise your standard of living

·         Raise your productivity

Currently the human resources training is the answer for companies or institutions that need to have a skillful and productive personal.

Benefits of training

Training at all levels is one of the best investments in human resources and a major source of welfare for staff and organization. Some of those benefits are:

·         Leads to higher profitability and more positive attitudes

·         Improve knowledge of the job at all levels

·         It speeds up decision making and problem-solving

·         Contributes to the formation of leaders and leaderships

The training objectives are:

Productivity: the development training should not only apply to new employees but also to experienced workers. The instruction can help employees to improve their performance in their current work assignments.

Quality: training and development programs designed and implemented properly also contribute to raise the production quality of the workforce.

Indirect benefits: many workers, especially managers consider that educational opportunities are part of the total remuneration package of the employee. Expect the company to pay for programs that increase knowledge and skills.

Prevention of actions: efforts continued training of employees is necessary for keeping workers current developments in their respective field. The obsolescence of the employee may be defined as the discrepancy between the skill of a worker and the demands of their work.

Personal development: not all of the benefits of training are reflected in this one. On a personal level employees also benefits from administrative development programs, will give participants a broader range of knowledge, a greater sense of competence and a sense of awareness.