| For the successful functioning of an organization, it | | | | examining the: |
| is crucial that there be a considerable | | | | 1. Abilities and Aptitudes |
| understanding between new employees and the | | | | 2. Knowledge and Experience |
| company regarding the company's culture job | | | | 3. Personal Profile |
| expectations and requirements. The employees, | | | | 4. Motivational Qualities |
| to a large extent, will be the key factor in the | | | | 5. Professional and Personal Values |
| success and productivity of the organization. | | | | 6. Emotional Intelligence |
| While choosing prospective employees, it thereby | | | | In accordance with this, the candidate should be |
| becomes essential to ascertain how well they fit | | | | checked on his or her personal traits and |
| in with the organization's values and mission. The | | | | professional knowledge and experience. |
| right people are elemental in guaranteeing the long | | | | * Effective Interviewing Process and Techniques - |
| term financial success of a business. Skilled and | | | | By following an effective and objective |
| energized people will assure that quality products | | | | interviewing process, a lot of valuable insights can |
| are made, sold and delivered. Moreover, the | | | | be attained. First of all, an interview plan needs to |
| wrong person will lead to higher costs of | | | | be developed. The interviewer should be very |
| production, recruitment and training. Long-term, | | | | familiar with competency profile in advance and |
| hiring below-average employees can lead to low | | | | the interview questions should also be determined. |
| morale, lost costumers and a stressful workplace. | | | | Have a system whereby the interviewer can rate |
| Candidate Assessment proves to be extremely | | | | the candidate based on an assessment of certain |
| important for assessing fit and insuring that the | | | | specific areas. It is important to gain knowledge |
| company receives maximum return on their | | | | and information about the candidate that is |
| investment in people. Apart from reviewing | | | | beyond his or her resume. Along with reference |
| candidates' resumes and interviewing them, | | | | checks, a thorough evaluation is needed to make |
| certain assessment tools can also be used to | | | | an informed decision. |
| assess the candidate's abilities. Some of the | | | | * Comprehensive Candidate Assessment - This |
| effective techniques used in candidate | | | | will help in providing conclusive answers regarding |
| assessment are: | | | | the candidate's personal traits, and conceptual, |
| * Competency Modeling - This is to be done right | | | | analytical, and verbal abilities. Several other factors |
| after the decision has been made to fill a | | | | like the emotional intelligence of the candidate, his |
| particular position in the company. It involves | | | | or her management profile and leadership style |
| determining the core competencies necessary for | | | | along with personal aims and motivations will be |
| this position. This is generally developed by | | | | revealed through this assessment. |