Dynamic Interviewing Practices

Written by Charlon Bobo

Continued from page 1

2. After completing all interviews, compare interview sheets/notes. Assign a number system if necessary to make an assessment that allows you to compare “apples to apples.”

3. Based onrepparttar results of interviews, make a final decision on which candidates will be invited torepparttar 136518 office to be tested. During a 45-minute session, small tests are designed to test how applicants respond, how quickly they are able to grasp concepts, what type of questions they ask, etc.

4. After testing, a final decision is made andrepparttar 136519 chosen applicant is contacted via a personal telephone call.

5. Contact each ofrepparttar 136520 other applicants (not being hired) and extend a personal message indicating that a final decision was made and that you wish themrepparttar 136521 best in their job search. This is a consideration not given to most applicants, but it leaves a positive impression. You may also indicate that if you search for additional help inrepparttar 136522 future, they are atrepparttar 136523 top of your list! And, they will probably remember you because you tookrepparttar 136524 time to call.

6. The first item of businessrepparttar 136525 first day of employment is to have employee sign an Agreement that includes details on issues of confidentiality and a 30-day trial period. This window of time can vary but this is an excellent way of ensuring both sides are compatible before making any long-term assumptions. Agreement should include details of expectations for both sides as well as a method of actions taken inrepparttar 136526 case of inappropriate actions/behavior beforerepparttar 136527 person would officially be let go. The clearerrepparttar 136528 expectations,repparttar 136529 better for everyone.

Followingrepparttar 136530 guidelines provided,repparttar 136531 interview process can be efficient and effective, resulting in quality staff additions that truly enhance your business. Keep in mind that your business is unique and additional groundwork is required to focus on specific questions that provide answers you need to makerepparttar 136532 best decision. Making thorough notes following each interview will ensure a clear recollection of each candidate when it comes time to selectrepparttar 136533 best candidate forrepparttar 136534 job. Approachrepparttar 136535 interview process by adhering torepparttar 136536 above guidelines, and expect a dynamic outcome as a result!


Involving People Gave Us the Improvements We Needed

Written by Chuck Yorke

Continued from page 1

A cross-functional team designed and built a new cart. It held more raw materials, eliminatedrepparttar need forrepparttar 136436 staging fixture, and allowed raw material and processed material to be transported onrepparttar 136437 same cart, eliminatingrepparttar 136438 need forrepparttar 136439 second pod. The cart was built by reusing materials fromrepparttar 136440 old pods.

Immediate benefits included less movement and less contamination of materials, alsorepparttar 136441 new cart was more ergonomically friendly. After usingrepparttar 136442 new cart, others came up with more ideas. All together 20 people contributed improvements to eliminate unnecessary equipment, combine processes, and reduce cost. Fourteen process steps were reduced to seven, operator motion was reduced, material was moved less, quality improved, andrepparttar 136443 job ofrepparttar 136444 operator was made easier.

Recently someone hadrepparttar 136445 idea of usingrepparttar 136446 cart in a different area, so more improvements are to come.

Copyright © 2005 Chuck Yorke - All Rights Reserved

Chuck Yorke is an organizational development and performance improvement specialist, trainer, consultant and speaker. He is co-author of “All You Gotta Do Is Ask,” a book which explains how to promote large numbers of ideas from employees. Chuck may be reached at ChuckYorke@yahoo.com

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