except where short-term temporary positions are involved, requiring little or no experience and training, and where job termination is simple and swift. A face-to-face meeting with the applicant is the rule, even for jobs with such low skill requirements that the contact between applicant and company representative may consist of a minute or two of conversation and the handing in of a completed application form. Of course, the normal interview is usually far more extensive, and a series of several interviews is not uncommon for higher-level positions. In any case, the point is that the interview is virtually a
universal practice in the selection process. A properly conducted interview provides significant
information not otherwise attainable. We get a direct picture of the applicant, one that is based on actual observation and two-way communication. It is a view of the individual that can be considerably broader than the information obtained from application forms, resumes, references or tests. Furthermore, there is some information that can be obtained only in a face-to-face meeting. The interview offers an opportunity to observe the applicant’s behavior, attitudes, responses, appearance, and other personal qualities that frequently are crucial factors in successful job performance. It provides a setting in which the company’s representative can pull together all the previously available information on the candidate and fill in whatever may be missing so as to arrive at an accurate image. For the applicant, the interview offers the surest means of getting genuine answers to questions about the company and the job. The alert individual can gain some insight into what it would be like to work for this particular employer. He or she stands a reasonably good chance of acquiring enough knowledge about the job environment to make an informed judgment as to whether the group would be pleasant. For both interviewer and applicant, the interview is a key factor in determining whether the applicant who has come this far in the selection process will end up working for the company or not. For effective results, a variety of people in the organization must know how to interview. There is an essential need for supervisors and managers at all levels, not just personnel specialists, to acquire a truly respectable degree of proficiency in interviewing and to involve themselves in the process. Other tools used for evaluating job candidates, such as testing, often require a substantial amount of specialization before a useful level of expertise can be achieved.
LEGAL OBLIGATIONS People who are involved in selecting new employees have a special need to be aware of what “equal rights” means in the eyes of the law. Most of us have personal beliefs
S.E.A.L. AVIATION
Global Aviation Specialized Services
r c r a f t
a i
ndt parts
fuel tank repair structural repairs
We are a FAA, EASA and Mexico Certifi ed Repair Station.
A Veteran and Family Operated Company
www.sealaviation.com |
sales@sealaviation.com
954-492-3522
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76
