按键盘上方向键 ← 或 → 可快速上下翻页，按键盘上的 Enter 键可回到本书目录页，按键盘上方向键 ↑ 可回到本页顶部！
————未阅读完？加入书签已便下次继续阅读！
usually modest； o。。en less than regional paper job adverts； and in some
cases； such as with webrecruit。uk （webrecruit。uk）； though the
fee is a relatively high ￡595； they will reimburse you if they can’t fill your
job。 Services through job boards range from passive； where employers and
employees just find each other； to the proactive； where online candidate
databases are searched and suitable candidates are made aware of your
vacancy。 Recruiter Solutions （recruitersolutions。uk 》 Job Boards） is
a directory of job board websites and whatjobsite （whatjobsite。
》 Jobsite Directory） has a search facility that lets you look for the job
boards by country and region and that are most suited to the job on offer
and the industry you are in。
Using your network
Organizations of every size and shape use contacts and networks when
they are recruiting。 This route is favoured because it is cheap； informal
and can be pursued without the bother of writing a job description； which
can in effect be infinitely varied to suit the candidates that may surface。
Public sector bodies and many public panies are obliged either by law
or convention to advertise vacancies； but that in no way inhibits drawing a
potential candidate’s a。。ention to the opportunity。
Unfortunately； the statistics indicate that two out of five appointments
made in this way fail within six months and the business is back in the
recruiting game again。 The reasons for this being an unsatisfactory route
lie somewhere in the absence of rigour that the approach encourages； only
if you can take a thorough approach and be sure of a genuine reason why
someone would want to remend someone to you should you recruit in
this way。
Hiring people
Once you have candidates for your vacancy； the next task is to interview；
select and appoint。 If you have done your homework the chances are that
you will have a dozen or more applicants； too many to interview； so this
Organizational Behaviour 137
process is somewhat like a funnel； narrowing down until you have your
ideal candidate appointed。
Selecting a candidate
You need to find at least two and ideally three people who could fill
your vacancy to a standard that you would be happy with； this gives you
contrast； which is always helpful in clarifying your ideas on the job； and a
reserve in case the first candidate drops by the wayside or turns you down。
The stages in making your selection are as follows：
。 Make a shortlist of the three or four candidates that best suit the criteria
set out in your job definition。
。 Interview each candidate； ideally on the same day so all the information
is fresh in your mind。 Plan your questions in advance but be sure
to let them do most of the talking。 Use your questions to plug any
gaps in your knowledge about the candidate。 Monster （monster。
co。uk 》 Employers 》 Recruitment Centre 》 Monster Guides 》 Guide to
interview technique） has a useful set of interview questions to ask； with
some guidance on how to get the best out of the process。
。 Use tests to assess aptitude and knowledge if the job is a senior one such
as accountant or sales manager。 You can find a test to measure almost
any aspect of a candidate’s skills； a。。itude； aptitude and almost anything
else you care to name。 Thousands of the most successful panies use
them and claim to get be。。er candidates and higher staff retention than
they would otherwise achieve。 Tests cost from ￡10 a candidate from
panies such as Central Test （centraltest。uk）； the British
Psychological Society （bps。uk） and The Chartered Institute
of Personnel and Development （cipd。uk） list various types of
test； their purpose and how to use them and interpret results。
Two tests most MBAs will e across both at business school and in
job and promotion interviews that can be used in staff selection are the
following：
The 16PF （Personality Factor） Questionnaire （16pfworld）
Developed in 1949 by Raymond Ca。。ell who set out to measure the whole
of human personality using a structure questionnaire assessed against a
normative sample reflecting current census statistics on sex； age and race。
The scores enable employers； among others； to predict human behaviour。
The 16PF Questionnaire measures levels of： Warmth； Reasoning；
Emotional stability； Dominance； Liveliness； Rule consciousness； Social
boldness； Sensitivity； Vigilance； Abstractedness； Privateness； Apprehensiveness；
Openness to change； Self…reliance； Perfectionism and Tension。
138 The Thirty…Day MBA
The Myers…Briggs Type Indicator （myersbriggs）
This is a personality inventory； based on the psychological types； described
by C G Jung； explaining how seemingly random variations in behaviour
are actually normal； and due to basic differences in the ways people choose
to use their perception and judgment。 Developed by Katharine Briggs and
her daughter； Isabel Myers； who initially created the indicator during the
Second World War to help women working in industry for the first time
find the sort of wartime jobs where they would best fit in。
The Indicator uses a ba。。ery of questions to identify how a person fits in
with the 16 distinctive personality types that result from the interactions
among preferences in these four areas：
。 The world： Do you prefer to focus on the outer world （Extraversion – E）
or on your own inner world （Introversion – I）？
。 Information： Do you prefer to focus on the basic information you take in
（Sensing – S） or do you prefer to interpret and add meaning （Intuition
– N）？
。 Decisions： When making decisions； do you prefer to look first at logic
and consistency （Thinking – T） or look first at the people and circumstances
（Feeling – F）？
。 Structure： In dealing with events； do you prefer to get things decided
（Judging – J） or do you like to keep an open mind to new information
（Perceiving – P）？
The Indicator； once applied； shows a person’s propensity towards each of
16 types summarized very briefly below：
。 ISTJ： Quiet； serious； dependable； practical； ma。。er…of…fact； realistic； and
responsible。 Orderly and organized and value traditio