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Add You - How To Select The Right Person For The Job - The Three Essentials
Restaurants that serve just about any type of beverage can usually benefit from beverage costing, but restaurants that serve alcoholic beverages are the best candidates for beverage costing analysis for increased profitability.Beverages are one of the easier ways to maximize profits for your restaurant due to the lower costs and far greater profit margins than with food.How To Calculate Beverage CostsSimilar to calculating food costs, you need to designate a time frame where you will analyze the beverage costs for your restaurant. This can be one week, one month or several months. Typically, the longer time you allow for analysis, the better and more accurate the information you will gain from the report.
o What was the situation?
o How did you deal with it?
o What did you do?
o What did you say?
o What did he/she say?
o How did you respond?
o What was the outcome?
By comparison to our previous questions, BDI asks for examples of past behaviour that the candidate has experienced, that are likely to indicate how the candidate might perform in similar situations in the current position.
It specifically calls for the descriptions of events, not thoughts, feelings or hypotheses. Additionally, it prevents the candidate from lying or exaggerating as the following parts of the question will soon catch
Your comments on business blogs are a great way to attract more readers to your own business blog and a way you can attract more clients.If you write a comment that adds value to the conversation, it is highly likely that a reader of that blog will follow a link through to find out more about you and your expertise.You might consider your blog comments as an online reference to your expertise.It is however critical importance of managing your digital footprint.You see it is easy to change your own website or business blog, but to ask the webmaster of a third party it is not guaranteed that you can go back an edit or remove a comment you made previously.One thing to note, especially if you ar
• We often rely too much on the interview as the main selection process, or
• We place too much emphasis on professional credentials at the expense of ability to do the job and best values fit, or
• We recruit too often “in our own likeness”.
What’s the best way of finding out whether someone can do the job? Try them out. Not all of us have the resources to be able to “give someone a go”, unless we are recruiting for a position such as “air traffic controller”. As a regular flyer, I know that I would be worried if the recruitment process for air traffic controllers relied principally on the interview! Having worked with a number of air traffic controllers, I now rest easy knowing that a major part of the selection process is simulations of actual flight control. So, if you have the resources, go for simulation.
Without simulations, we must still rely on the interview. Unfortunately, numerous studies suggest that the interview (by itself) is an ineffective selection method. Why? Let me pose the question – “How similar is an interview to the type of work the person is expected to do?” If interviewing is not a major part of the normal day to day activities of the position for which you are recruiting, then the selection interview is not replicating the work, but is merely a discussion on what the person has done or might be able to do. Take for example the following questions, often asked:
• Tell me about your duties in your last position.
• What did you like most about the job?
• What did you like least about the job?
• Why do you want this job?
• Where do you want to be five years from now?
• How do you feel about working for a demanding boss?
• What is your management [or marketing etc] philosophy?
• What would you do if you were working for a manager who refuses to set priorities for you?
• Tell me what you would do in your first few weeks in this role.
Before you reach for your pen to jot down a “new one” you liked, let me make a point. Not one of these questions works! None of them helps predict future behaviour in the job for which you are recruiting.
So, how can you improve the interview? A technique known as “Behaviour Description (or Event) Interviewing (BDI) has been shown to improve interview effectiveness by as much as four times. Mind you, you should still use more than the interview, but more of that later.
Read the following question asked of a candidate in relation to a job requirement of “managing poor performance” and see how it differs from the previous list of questions:
• Tell me about the last time you faced the situation of an employee who wasn’t performing.
o What was the situation?
o How did you deal with it?
o What did you do?
o What did you say?
o What did he/she say?
o How did you respond?
o What was the outcome?
By comparison to our previous questions, BDI asks for examples of past behaviour that the candidate has experienced, that are likely to indicate how the candidate might perform in similar situations in the current position.
It specifically calls for the descriptions of events, not thoughts, feelings or hypotheses. Additionally, it prevents the candidate from lying or exaggerating as the following parts of the question will soon catch
Some things to consider are that you want to get the best price whether or not you are buying or selling your specific item. You also need to make sure you are not getting placed into a situation where you send payment and don't receive an item or someone demands an item and will not send payment via your channels. These things happen sadly, regularly on the internet. That could be why in a large part more and more consumers are looking for a "middle-man" to take care of these issues for them.So before you consider going into the world of buy and sell online you may want to consider finding an out-source, it may make your life much easier.Just a thought.How To Sell Your Products on eBay the Easy Way Did
Without simulations, we must still rely on the interview. Unfortunately, numerous studies suggest that the interview (by itself) is an ineffective selection method. Why? Let me pose the question – “How similar is an interview to the type of work the person is expected to do?” If interviewing is not a major part of the normal day to day activities of the position for which you are recruiting, then the selection interview is not replicating the work, but is merely a discussion on what the person has done or might be able to do. Take for example the following questions, often asked:
• Tell me about your duties in your last position.
• What did you like most about the job?
• What did you like least about the job?
• Why do you want this job?
• Where do you want to be five years from now?
• How do you feel about working for a demanding boss?
• What is your management [or marketing etc] philosophy?
• What would you do if you were working for a manager who refuses to set priorities for you?
• Tell me what you would do in your first few weeks in this role.
Before you reach for your pen to jot down a “new one” you liked, let me make a point. Not one of these questions works! None of them helps predict future behaviour in the job for which you are recruiting.
So, how can you improve the interview? A technique known as “Behaviour Description (or Event) Interviewing (BDI) has been shown to improve interview effectiveness by as much as four times. Mind you, you should still use more than the interview, but more of that later.
Read the following question asked of a candidate in relation to a job requirement of “managing poor performance” and see how it differs from the previous list of questions:
• Tell me about the last time you faced the situation of an employee who wasn’t performing.
o What was the situation?
o How did you deal with it?
o What did you do?
o What did you say?
o What did he/she say?
o How did you respond?
o What was the outcome?
By comparison to our previous questions, BDI asks for examples of past behaviour that the candidate has experienced, that are likely to indicate how the candidate might perform in similar situations in the current position.
It specifically calls for the descriptions of events, not thoughts, feelings or hypotheses. Additionally, it prevents the candidate from lying or exaggerating as the following parts of the question will soon catch
Do you know of someone who has recently lost a loved one? If so, you may be interested in sending a sympathy gift. When it comes to sympathy gifts, especially concerning the loss of a loved one, there are many individuals who choose to send flowers. While flowers are nice, you may actually want to think about sending a sympathy gift basket.When it comes to sending a sympathy gift basket instead of traditional flowers, you may be wondering why it is advised. If you have ever lost a loved one, you may know that flowers are how many people send their condolences. While there is nothing wrong with sending flowers, as it is often just the thought that counts, you may want to send a more meaningful sympathy gift. That gif
• Tell me about your duties in your last position.
• What did you like most about the job?
• What did you like least about the job?
• Why do you want this job?
• Where do you want to be five years from now?
• How do you feel about working for a demanding boss?
• What is your management [or marketing etc] philosophy?
• What would you do if you were working for a manager who refuses to set priorities for you?
• Tell me what you would do in your first few weeks in this role.
Before you reach for your pen to jot down a “new one” you liked, let me make a point. Not one of these questions works! None of them helps predict future behaviour in the job for which you are recruiting.
So, how can you improve the interview? A technique known as “Behaviour Description (or Event) Interviewing (BDI) has been shown to improve interview effectiveness by as much as four times. Mind you, you should still use more than the interview, but more of that later.
Read the following question asked of a candidate in relation to a job requirement of “managing poor performance” and see how it differs from the previous list of questions:
• Tell me about the last time you faced the situation of an employee who wasn’t performing.
o What was the situation?
o How did you deal with it?
o What did you do?
o What did you say?
o What did he/she say?
o How did you respond?
o What was the outcome?
By comparison to our previous questions, BDI asks for examples of past behaviour that the candidate has experienced, that are likely to indicate how the candidate might perform in similar situations in the current position.
It specifically calls for the descriptions of events, not thoughts, feelings or hypotheses. Additionally, it prevents the candidate from lying or exaggerating as the following parts of the question will soon catch
What's easy to forget when you're looking for a new job is that you are interviewing the company as much as they are interviewing you. It's about match and exchange. Do they have what you want? Do you have what they want?If you feel desperate for a job, everything about the company, position, and people may look a lot rosier than it probably is. You're much more vulnerable taking whatever's offered rather than assessing the situation for real, personal satisfaction. The same can happen if the company is desperate for you. They may view your abilities as greater than they are, and you may end up in a spot where it's tough for you to succeed.Before any interview, do your homework. If it's a public company, check s
Before you reach for your pen to jot down a “new one” you liked, let me make a point. Not one of these questions works! None of them helps predict future behaviour in the job for which you are recruiting.
So, how can you improve the interview? A technique known as “Behaviour Description (or Event) Interviewing (BDI) has been shown to improve interview effectiveness by as much as four times. Mind you, you should still use more than the interview, but more of that later.
Read the following question asked of a candidate in relation to a job requirement of “managing poor performance” and see how it differs from the previous list of questions:
• Tell me about the last time you faced the situation of an employee who wasn’t performing.
o What was the situation?
o How did you deal with it?
o What did you do?
o What did you say?
o What did he/she say?
o How did you respond?
o What was the outcome?
By comparison to our previous questions, BDI asks for examples of past behaviour that the candidate has experienced, that are likely to indicate how the candidate might perform in similar situations in the current position.
It specifically calls for the descriptions of events, not thoughts, feelings or hypotheses. Additionally, it prevents the candidate from lying or exaggerating as the following parts of the question will soon catch
Prepaid phone card let you make international phone calls from any part of the world, providing that you have a touch tone phone.A prepaid phone card? looks like a simple plastic or paper card that contains information about phone numbers you have to dial to make a long distant call. Usually, to make a long distant call, you have to provide the following information:Access number (s)PIN number (s)Customer Services telephone number for that specific cardUsage instructionsBelow you can see the approximate list of steps you have to pass to make a long distant call using a prepaid phone card: 1) Dial the access number using touch tone phone (it usually free of charge / toll free or l
o What was the situation?
o How did you deal with it?
o What did you do?
o What did you say?
o What did he/she say?
o How did you respond?
o What was the outcome?
By comparison to our previous questions, BDI asks for examples of past behaviour that the candidate has experienced, that are likely to indicate how the candidate might perform in similar situations in the current position.
It specifically calls for the descriptions of events, not thoughts, feelings or hypotheses. Additionally, it prevents the candidate from lying or exaggerating as the following parts of the question will soon catch them out.
So, the BDI interviewing process becomes:
1. Describe an event.
2. Describe the behaviour (what happened).
3. Describe the outcomes.
In addition to the BDI interview, what do you need to add to your selection armoury? Depending on the position, there are of course the professional qualifications, but we all know that these merely get the candidate through the gate – it’s what he or she can do with their qualifications that we are interested in. For some positions, you may also decide that IQ, EQ or personality tests are useful (these need to be shown to be reliable tests by correlation with previous successful candidates).
Then of course there’s the reference. Written references are almost useless and phone references are generally ineffective for the same reasons as the standard employment interview. However, you can increase the effectiveness of references by using the BDI method over the phone with the candidate’s referee.
In addition to finding out whether someone can do the job, there’s also the very important aspect of “values fit”. Will the person fit in with the people and the culture? There are numerous values questionnaires on the market that you may try, however I have two simple techniques that could save you money. Both of these are dependent on the fact that you already know what values you are looking for (that’s for another article). The first is to ask the applicant to describe their “ideal organisation”. In doing so, they will always describe the values they hold dear when looking for an employer. The second is to ask your team (the people the candidate will be working alongside) to also do a short interview – this can often be achieved in conjunction with a plant or office tour.
Finally, a word of warning. One of the most frequent mistakes I see is managers recruiting in their own likeness, i.e. people who are similar to themselves in many ways. This is a natural tendency of human nature, but can be avoided if you use the BDI method, together with your team members and perhaps peers assisting in the selection of the final candidate.
Copyright 2006 The National Learning Institute
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