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Essay / Research Paper Abstract
This paper examines the issue surrounding "chemistry" in the area of hiring a job candidate, and how an interviewer can determine if the candidate is a good fit with the company. The paper also provides an example of characteristics a good employee should have. Bibliography lists 1 source.
Page Count:
5 pages (~225 words per page)
File: D0_MTjobcan.rtf
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Unformatted sample text from the term paper:
that outlines the employees skills, ambitions and abilities. However, a "perfect match" resume is not necessarily the key to a perfect job candidate-job opening match. Managers should consider not only
pervious work experience and educational background of a job candidate, but also work habits, personality and ability to get along with other people, none of which can really be determined
through the "typical" hiring process. Part of the problem is that, at least in the United States, certain laws prohibit the asking of certain questions during the interview process because
of potential legal ramifications. For example, one editor of a Jewish newspaper could not ask a potential employee if he or she was Jewish during the job interview, as that
would be constituted as religious discrimination. Nor can one ask about a job candidates marital or family status. And asking "how do you react" questions can also cause problems during
an interview. On the other side of the coin, however, there are many employees out of work (and many bosses who had to fire them) because although their resumes matched
the job descriptions, the job simply was not a "good fit." In fact, in a survey performed by Caliper, a human-resources company based in Princeton, NJ, it was found that
60 percent of responding managers realized they made a mistake in hiring within the first month of the employees start date (Barrier, 1999). Unfortunately, it was also found that a
year typically elapsed between the hire and resolution of the situation - either through a layoff or transfer (Barrier, 1999). And, its been determined that firing can be more costly
than hiring as termination cases result in greater liability exposure to employers than hiring cases, particularly in the United States (Barrier, 1999).
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