Answer my peer's discussion post in a detailed manner with sources. Answer each post separately.

 

Peer 1

 

The selection process is often tailored to the position. While the application process for new (external) applications into an entry-level position can be relatively straightforward, we receive anywhere between 50-100 applications for a single position.  Pre-interview questionnaires can help determine which applicants are truly qualified, whose availability aligns with a job opening as well as determining if their values might align with your organization.  We ask all applicants to finish this. This helps us gauge their genuine interest in the position.  Additionally by asking employees to review a video and give us their thoughts about it gives a quick reference to determine if their values might align.

Recruiting employees from various backgrounds in health care, and human services means that most candidates bring various knowledge and experiences to the role. The in-person interviews allow us to further explore how competencies in other positions might transfer to a new role. Behavior-based questions also help us to determine what a candidate's response has been in a similar situation to those they may face on the job.  I try to stay away from opinion-based questions, and what-if scenario-based questions, because it is easy for someone to tell you what they would do, or might do, but doesn't speak to what they have or will do.  Performance-based questions can also be important to ask, and lastly, I try to leave 1 question as a problem-solving-based question or brainteaser (something that really makes the person think). This helps to look at a person's ability to navigate unfamiliar situations and test their logic.  In our roles as support workers this is important, as people by nature are unpredictable.

When Recruiting for Management and Supervisory positions, I tend to include a practical piece, so that I can see if the employee can demonstrate the skills needed for the job.  I.e. Walk the walk. Some people talk a great game, but when it comes down to it, they can't execute the skills needed for the position. Regardless of what questions you ask though develop a scoring system, (internal applications, may want to consider attendance, work involvement, seniority etc.) this helps to ensure transparency in the recruitment process, so candidates know what to expect, and can help to remove hard feelings if someone is not selected for an interview. Pre-determine how many points each question is worth, and what are the key points you are looking for a candidate to touch on.  This helps keep the process fair and unbiased. Additionally, never interview alone, more senior positions may require a selection panel, and/or several interviews.  Either way, establish in advance what that might look like, so no one is second-guessing the process.  Lastly, always ask about conflicts of interest.  Nothing worse than getting to an interview and finding out that the person you are interviewing has a relationship with a member of the selection team.

John Sullivan wrote an article back in 2016 when I first started recruiting employees on a regular basis. I still go back to this anytime, I'm having a particularly hard time choosing a candidate or recruiting the right candidate for a position.  7 Rules for Job Interview Questions That Result in Great Hires (hbr.org).  What I like about this article, is that it's still relevant.  I appreciate that there are some key pieces that are sometimes just not considered, and while there are lots of articles about types of questions and how to prepare for an interview.  These 7 rules, are particularly relevant today, because it's not just about us interviewing the candidates, they are interviewing us also. We have to sell our companies to attract the best candidates because the number of options is significantly greater than they were in the past.  There is nothing worse than picking someone and them telling you no, they are going with another company.  It is equally important to be open and honest with applicants on what to expect in the role so that they are set up for success and can assess if the company is a good fit (Sullivan, 2016). 

 

Peer 2

 

For this question I think back to my experience with the hospitality industry hiring process. "Cold calls" were common, and the manager would ask what impression was given by the person, read over the resume and from there it would be decided if it would be kept on file. If a position were to come up within the organization a posting would be put in the local paper, and online, calling for applicants. There was usually an application to fill out asking about experience, skills, and expectations of salary, advancement with the company etc. From this point those selected as possibilities would be called in for interviews with the supervisor to find the best fit.

When it comes to what I would change, looking internally for those willing to learn who could be qualified with a little training would be a huge benefit, especially in the hospitality industry. This industry has a high employee turnover rate as it can be hard work for little pay with not much room for advancement. If a managing position should pop up, someone who has shown their willingness to stick around and not leave, works hard, is reliable, and knows the inner workings of the specific business would be a far better choice than someone off the street who would need to be trained, and learn all the little things that only come with experience.

There was a time when the hotel I worked at was looking for a housekeeping manager and there was no consideration for anyone internally. The job was posted externally, and the applicant was chosen from the hiring process above. She was horrible at the job and didn't last very long, once training was completed. Dessler and Chhinzer (2022) mention human capital theory which states that the build-up of company-specific knowledge and experience is a joint investment by both parties, the employer and employee, and both parties benefit from keeping the long-term relationship. In my experience, this rings true, especially in the hospitality industry.

 

Peer 3

 In this discussion post, I will tell you about the process by which the employee for the job has been selected by us as a team.

The initial step we did from our side is to let people know that we are hiring, and we are selecting for the position and that position is for the waitress in the banquet hall. In that, we had the requirements that were needed while working legally. Additionally, I would say the requirements were serving the right license, customer service experience, a smile on the face, handling the pressure, and many more requirements. Many steps were used to select for the position of waitress the first step was that we shorted out the list of the people who were selected by their resume, as there are many times there is the chance that people have taken the help of the other people so after selecting the resume we have checked tehri background and we have also made the call on the places where they have worked before after checking the background we have selected just some of the people for the initial interview which were held to be online.

Afterward, we conducted the online interview for the people who got selected after the background check. The initial was just to know if they handle the pressure if like there are a lot of customers at the same time and they are asking for the order at the same time to handle that kind of pressure we conducted the initial online interview and after that there were only 6 to 8 people who got selected. Later, our company conducted an online interview as the company has high standards so due to that they have selected the people from their weight, height, and way of communicating things. Moreover, there were three participants who was selected till the end so we conducted a practical exam for them like how will take order and how will tell them to leave if people are sitting for a very long time and if they face some critical situation how will they treat the customers and handle the situation and with that, we also took the practical for how they will serve the food and how will take the plates from the table and all that. Through this whole process, we selected the participants.

However, Dependability: Resume Screening: Candidates who fulfill the minimal requirements on paper may usually be weeded out with this first stage. But resume accuracy varies, so double-checking information is crucial.

Background Checks: Verifying a candidate's job history and other information through background checks increases trustworthiness. This procedure aids in verifying that applicants are who they say they are.

Online Interviews: Online interviews are a dependable method for evaluating certain abilities and credentials, like the capacity for effective communication and high levels of stress tolerance. However, the uniformity of the assessment criteria and interview questions may have an impact on dependability.

Examining a candidate's performance in a practical setting is a very trustworthy way to determine their suitability for the position. The dependability of this phase is quite good.

validity:

conditions: A candidate's credentials for waitress employment can be validly determined by the conditions you specify, such as having a serving license and expertise in customer service.

Background checks: A legitimate way to verify a candidate's experience and qualifications is to look up their employment history.

Online Interviews: Depending on the questions posed and the evaluation standards, online interviews may or may not be legitimate for evaluating particular abilities and credentials.

Practical test: The practical test has a high degree of validity since it evaluates a candidate's ability to carry out the fundamental duties of the position.

One potential solution to improve the validity and reliability of the selection process is to use structured interviews. In structured interviews, the same set of questions is posed to each candidate, and assessment standards are used consistently. This ensures constant assessment, which fosters reliability. It also increases validity by emphasizing abilities relevant to the job.

Further enhancing the process's validity and reliability is the provision of interviewers with specialized training in conducting structured interviews and minimizing bias. Interviewers may now evaluate candidates equitably and consistently by asking questions that are directly relevant to the job criteria thanks to this training.