Competencies can be described in terms of knowledge (what you know), skills
(what you know how to do), behaviors (what you do), and attitudes (what you are
willing to do).
It is worth identifying core competencies that will assist key leverage
positions achieve what needs to be done in the job and the organization to meet
Hiring the best candidate for a position and for the company is the prime focus of
interviewing. Behavior based interviewing uses past behavior as a predictor of
future success. With this approach, you ensure legal compliance, you ask the
correct formatted open-ended questions, you base questions on competencies required
for the job and a fit for the organizational culture, and you record objectively
according to situations, actions, and results as expressed by the applicant and as
observed by the interviewer. You also need to avoid common rating errors and
prepare adequately for the interviewing process. This includes knowing how to
effectively handle a panel interview.
The aims are to optimize the time spent on interviewing and to make the right
choices. You can have the opportunity to learn the skills and practice the
behaviors - Call The Sergay
Group to help.
See Training -
Development and Staff
How you begin a relationship says volumes for how long the relationship will
last and what the quality of the relationship will be like.
Orientation begins with the first point of contact with a potential candidate.
Every communication thereafter adds to the candidate being oriented to the
organization - its communication style, what it holds to be important, its values,
its attention to detail, its focus on turn around time, and its follow through. The
interviewing process is not just a time for the organization to choose the best
candidate but a time for the candidate to decide whether or not the organization is
a good fit for him or her.
How an offer is made, the communication medium used, the people from the
organization involved in the communication process, and the set up applied to how a
person will start work at an organization says volumes to the new employee about
"how things are done around here".
Orientation efforts definitely begin before a person enters the front doors of
the organization. A timetable of actions to execute can be set up for all new
employees. From the start date, thought must be given to how the individual is
going to be oriented to the job, the work area, the work team, processes and
systems, the organization, its services or products, an internal network, the
organization's external environment it functions in, and the customers. The new
employee's work area needs to be fully functional with all the required equipment,
systems, logins, and stationary available. A transitioning mentor may also be made
Remember to harness the benefit of a fresh set of eyes - a new perspective can
offer valid challenges to existing processes and procedures. Create a standard
operation procedure, with the necessary tool kit, for all areas of an organization
to use to orientate a new team member. A one day orientation program is not the
panacea. The aim is to have new employees feeling comfortable and able to produce
quality deliverables in areas of their job in the shortest possible time after
joining the organization.
True management of diversity is recognizing both the similarities
and differences between people in the workplace. It allows the different points
of view to inform the way forward. It involves participation to challenge the
lens' people use to view their work, their work environment, and the broader
environment in which they operate and the opportunities that exist.
Besides a moral, ethical and legal imperative to address diversity in the
workplace, there is a strong business case to do so as well.
It is through harnessing the diverse experiences, expertise, skills,
perspectives, styles, and approaches that we can forge a competitive advantage in
an ever more complex and competitive world. It is essential to consider when
following global strategies. It is crucial that ensuring behaviors in an
organization are congruent with its vision and its values.