Ask any HR professional what she would rate as the organization’s most important asset, and the answer is not likely to be anything other than “people”.
Indeed, people are an organization’s greatest strength, and how does an organization find and cultivate this asset? Through effective hiring and interviewing, of course. Interviewing skills make or mar a great hire. Only organizations that adapt effective hiring and interviewing get the best people, and unfortunately, the opposite is equally true: poor skills result in inappropriate candidate selection, leading to potential loss of millions of dollars.
What should effective hiring and interviewing skills be like?
Ask the questions that help the organization thoroughly assess the candidate’s suitability, strengths and weaknesses
- Identify subtle and invisible dark spots in the hire’s skills or character
- Knowing the art of interpreting evasive responses from candidates
- Demonstrate thorough knowledge of the legal aspects of hiring.
For hiring and interviewing to be effective, the following aspects, among others, of a candidate’s characteristics need to be assessed:
Effective Hiring and Interviewing
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Bullying at the workplace is a serious issue that can have major consequences for employees and the organization. HR has to nip it in the bud before it spirals out of control.
Very quickly, bullying includes all or any of these:
- swearing at other employees
- interfering in another colleague’s work,
- Intimidating, and the like.
Bullying at the workplace, like violence, is a fact of life. At differing levels, it is prevalent almost globally. Having said this, it is not apt for HR to accept this fact and go on with life. HR has a major responsibility of ensuring that workplace bullying has to be dealt with effectively.
Dealing with a global phenomenon
On most occasions, bullying is very discreet. The bully and the bullied both know it is there, but is very difficult to prove or pin down some actions to. Worse, the bully is on many occasions the boss, which means no one has the courage to take the bully on. Yet, there are some ways by which HR can initiate action against workplace bullying:
bullying at the workplace
Workplace bullying can flare out and become an all-consuming inferno if it is not contained properly. You could gain more info on how to tackle bullying at the workplace here (http://www.trainhr.com/control/bullying-at-workplace)
Intelligence quotient (IQ) is no longer the gold standard of a person’s ability to succeed. Emotional intelligence is being hailed as the quality essential for success.
From about a couple of decades, psychiatrists have developed the emotional quotient criterion, the new paradigm which could push the traditionally accepted Intelligence Quotient into oblivion.
What is Emotional Intelligence?
Psychologists describe emotional intelligence or emotional quotient (EQ) as consisting of the following:
- the ability to face challenges by being aware of one’s own self;
- ability to find positive ways of dealing with stressful situations;
- communicating effectively and politely with others;
- empathizing with people;
- willingness to form healthier relationships by working closely with people;
- ability to use all these qualities to achieve success at work and in life.
Intelligence Quotient vs Emotional Intelligence
Which of these do organizations prefer?
Of the two types, most workplaces would prefer the person with emotional intelligence, for these reasons:
- change is the only constant in business;
- every day is a new one that comes with its own unique, hitherto unseen challenges;
- reliance on books is not the answer to evolving and changing situations;
- the person with emotional intelligence is at home, whereas the person with high IQ may not be able to handle with grace and ease.
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Handling and investigating offensive behavior at office has to take important factors into consideration. HR has to be sure its investigation preempts any retaliatory action from investigated employees.
Conducting an offensive behavior investigation at the workplace is quite a challenge for HR. A gauchely done investigation can trigger a backlash in the form of employee retaliation. So, how does HR carry out this balancing act?
It has to be admitted that there is perhaps no offensive behavior that happens without resultant reactions and consequences. Employers place themselves at great disadvantage if they carry out a legally untenable offensive behavior investigation. All of a sudden, the blame shifts to the employer from the employee, and the original act on the part of the employee, itself the root cause of the investigation gets overshadowed. This is why an offensive behavior investigation has to have all its bases covered.
Important points to keep in mind about the methods
- never be seen to conduct the investigation in a discriminatory fashion
- should be seen to demonstrate a complete lack of prejudice
- actions suggestive of any kind of bias should be avoided
Be aware of the consequences
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