Identifying Key Success Factor for an Effective Interview Multiple Chapters

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¶ … Interview

Doctor of Philosophy (PHD)

Christopher Tang Sin Hoon

IdentifING Key Success FactorS for an effective interview

In today's highly competitive and global environment, any organization that wishes to be successful needs to hire the best candidates possible for the positions available. A company is as strong as its people. It must also retain these productive individuals and keep them satisfied with their work. This necessitates that the interview process is conducted in a planned and effective manner. The interview of potential employees continues to be the major decision-making tool for nearly all jobs worldwide (Erker & Buczynski 2008). Hiring has been such an integral part of an organization's human resources ongoing responsibility that it is often taken for granted and not reviewed and critiqued on a regular basis. Organizations believe that since they are hiring people to fill the jobs, there is no need to make any changes in the process. What the organization does realize is that employee recruitment and selection can be either random or purposeful and strategic. Finding a qualified candidate is a beginning, but choosing a person who will appreciate, share, and promote the company's mission is equally essential. A strategic hiring process requires an clarity of what is important to the organization. Its core mission, vision, values, culture, and strategy needs to be considered when developing a hiring strategy (Segal 2002).

Segal (2002) explains that organizations often make certain common hiring mistakes:

1) Job Descriptions: The company fails to accurately spell out the specific behavioral competencies, such as flexibility, agility and strategic insight, and only list the minimum objective requirements, such as education and job experience. It is often the case that a person does not do well in a position because of deficiencies in behavioral competencies, not actual skills. Job descriptions are also very important for the employees and hiring manager in terms of annual reviews.

2) Recruiting: Because the applicant pool is becoming more diverse, there are many more outstanding candidates from which to choose. Those organizations that do not increase the diversity of their hiring will exclude many talented people and may find that their hiring quality suffers. Hiring a diverse group of employees also enhances a company's image with future hires and the public in general.

3) Employment Application: Every employer has one general or different types of employment applications. Yet, sometimes the applicants do not have to fill out this form, especially for senior positions. Also, some candidates attach their resumes and never complete the application. Resumes frequently have errors or actual false information; an application may be inconsistent with the resume, which is a way to screen out such candidates. Filling out a form also gives the company additional information on the employees, such as how they fill out forms and their literacy capabilities.

4) Making Final Decision: If a consistent process is not followed, the company suffers. A well considered hiring program requires planning and is worth the time and resources invested. Hiring the right people is critical to an organization's attainment of strategic plans and will ensure that the company follows the legal parameters that are established.

The following chart demonstrates what happens to a candidate who does not prepare for the interview:

Chart 1.1

The organization recruits for new employees, calls those who screen positively into the interview and hires those they consider the best for the position. If the employee fails by not doing his/her job properly, finds the job unsatisfactory or leaves the position prematurely, the company does not change its hiring behavior, but continues to repeat the same process.

Previous action by organizations

1.2 Research problem and hypotheses/research questions

The questions that must be asked, therefore, in order to better prepare these candidates for their job interviews and become more successful in their employment search, are the following:

What is the best way to alter the above noted preparation model, so that the organization is better prepared for its interviews?

What is the best way for companies to develop this recruiting and selection process so that they hire the appropriate employees that perform most efficiently and reduce the percentage of rehires.

The present model needs to be altered in a way that organizations can recruit and hire candidates that works within its strategic plan. To increase the success of the interview, the above model must be changed by placing an emphasis on four key factors. The interviewers will be trained to determine through the interviewing process if a candidate has these key factors. These are: 1)

Tenacity and ability to accept and adapt positively to change, which in turn leads to a high degree of adaptation; 2) Personal understanding of strengths, weaknesses, and goals, which leads to a high degree of self-awareness; 3) Emotional Intelligence and 4) Initiative. In order to solve this problem, it necessary to break these down into separate components or propositions: 1) tenacity is required to be a viable candidate; 2) personal understanding is required to be a viable candidate; 3) Emotional intelligence is required to be a viable candidate and 4) Initiative is required to be a viable candidate.

New action after research

1.3 Research Justification

Theoretical Impact

Current model is not effective for successful hiring.

New model will have theoretical implications to modify the existing model and enhance effectiveness of hiring process.

Policy Impact

With the proposed new model, the current recruiting and selection policies will be impacted.

More aggressive policies must be adopted to drive the organization forward.

Interviewers must be knowledgeable for the interview.

Practice Impact

With new model strategy, interviewers will adopt new methods for conducting interviews.

More candidates will qualify for and remain in jobs after being hired

Candidates hired will better meet the requirement of the employer.

1.4 Methodology

YOU MAY HAVE to COMPARE TWO GROUPS HERE: ONE THAT HAS the TRAINING and ONE THAT DOES NOT.

In the research I will use a combined quantitative method to show results. This will determine the current and new model status that is improvement or failing. The quantitative in scientific number, which is giving the prove and no need the reason, that's because the figure will give the explanation of itself. In the thesis I'll using the large respond from my customer to do the survey.

Interview

In the interview, will be using 1 hrs for each questionnaire. The reason why I'm not using the email questionnaire because most of the email user will take as junk mail and seldom respond back to us. So direct interview with them with my question sheet will be the best way to gets the result.

T-test

T-test will be using 1 variable at one time.

Respondent will attend on spoilt liker scale

Because it's simple, straightforward, convenience

Research procedure

The question sheet I'll collect and analyze in SPSS (Statistical program for social study) which is evaluate on chapter 4 with all the table, cross table and t test result below:

Candidates expected vs employer require

Attitude vs education (tabular test)

Attitude vs Race

Attitude vs gender

1.5 Outline of the Thesis

This thesis will include five chapters. Briefly, these consist of:

The Introduction presents a general idea of the problem that will be addressed in the thesis, where the gap of information exists and what needs to be accomplished to fill this gap. The chapter also includes the main questions/hypotheses that will be answered. It justifies the purpose of the thesis and why the research needs to be conducted, as well as explains the methodology and definitions that are to be used.

Chapter 2 provides a literature review of the academic studies and books on the topic of positive job interview performance, as well as the model being recommended in this thesis. The readings support the reason for the development of a new model.

Chapter 3 provides a specific methodology overview of the quantitative research that was conducted through questionnaires in order to determine the need for a new model of job interview preparation.

Chapter 4 offers a data analysis of the research that was conducted in Chapter 3, and a conclusion is made on what the research concluded based on the questions/hypotheses addressed.

Chapter 5 concludes the dissertation and restates the problem that is being addressed and why. It reviews the findings of the literature review and how that relates to the research that needed to be conducted. It also reviews the analysis of this research. Based on the results of the research, it presents suggestions of steps that can be taken to resolve the problems indicated with the lack of interviewing preparation. It provides a means of how the new model can be utilized and the benefits that can be derived. Challenges that organizations may have to implement the new model will be addressed, as well as limitations to this thesis and additional research that is needed.

1.6 Definitions adopted by researchers are often not uniform, so key and controversial terms are refined to establish positions taken in this thesis.

Quantitative research:… [end of preview; READ MORE]

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