Corrections or additions?
This article by Gina Zechiel was prepared for the November 14,
2001 edition of U.S. 1 Newspaper. All rights reserved.
Tips for Finding The Best Employees
Part psychology, part sleuthing, interviewing job
applicants
takes great skill — and a measure of tact and restraint too. Oh
yes, and a knowledge of the law. September 11 showed us that an
employer
can go on without desks, computers, or files if he has smart,
resourceful,
dedicated employees. How to find them? How to pull the stars out of
the constellations of job seekers?
On Thursday, November 15, at 9 a.m. Christine Purcell speaks
on “Selection Interviewing and the Selection Process” at the
Police Department Building in Flemington at a workshop for employers
sponsored by the New Jersey Department of Labor and the Employers
Association of New Jersey. Cost: $10. Call 609-777-1834.
Purcell is a senior occupational analyst at the Department of Labor
and works for the Employer Human Resources Support Service Unit. In
addition to conducting public seminars, she provides one-on-one
support
to employers. “Sometimes,” says Purcell, “a company has
a bigger need, and we give the seminar on the company’s premises.”
She works with employers on writing and revising policy manuals, and
provides advice to companies that are losing employees. “If a
company has problems with too much turnover,” she gives as an
example, “we can track employees who have left, send them a
questionnaire.”
Answers are shared with employers, but employees’ identifies are kept
secret. Says Purcell: “We compile results, review, analyze, look
for trends, write a report, and then present it to the employer.”
In selection seminars Purcell talks about a number of issues, and
even has employers draw up good interview questions. Many elements
to into a stellar job interview. Here are a few of the most important:
Red flags. “The key thing is identifying redflags,”says Purcell. Here is where an employer may discover that all is notas it should be. “Look at gaps in employment, vague answers, andlong pauses before answering questions,” says Purcell. Verycomplexanswers to simple questions could be a bad sign too. Perhaps thecandidateis just nervous, but maybe he has significant difficulty expressinghimself. Or maybe he is trying to hide something behind a ramblinganswer.Legal questions. “Religion or politics have noplace!”Purcell emphasizes. Marital status is off limits too. Don’t ask aboutchildren, or aged parents either. “Avoid anything reallypersonal,”says Purcell. “All questions should be job related.If the employee brings up his religious requirements or child carearrangements without being asked, “that’s hard to deal with,”says Purcell. The best response, she suggests, is to end that lineof conversation, while assuring the candidate that the informationhe has volunteered will have no bearing on the hiring process.Arrest record. Interestingly, Purcell says it is fineto ask about any convictions the applicant has had if the questionis job-related. However, asking about arrests is not allowed.References. This is a tough one. Few things can save anemployer from disaster more than a full and honest report on anapplicant.But, says Purcell, it isn’t easy to get the information. “Previousemployers may not always be forthcoming with info,” she says.”They’re afraid of being sued. But always check.” If all elsefails she suggests trying to give references questions they can answerwith just a `yes’ or a `no.’ Says Purcell: “Employers sometimeshave codes `would you consider hiring that this person again, andyes or no.” The way the game works, if an employer says nothing,he is really saying no. “It’s using silence as a code,” saysPurcell.Performance. Among the ways to predict future jobperformanceare using employment tests, evaluating past performance, and assessingeducation and training.”Some employers are nervous about employment testing,” saysPurcell. “We try to advise them to make sure test is valid andreliable.” She also recommends that employers not create theirown tests. “Get as much information as possible from testingcompanies,”she says. “Check on the Internet, talk to other employers.””The key thing,” says Purcell, “is for employers to askthemselves why they are using this test.” It can’t be used toscreen people out. The purpose of a pre-employment has to be a questfor the best performer. Employers must give the test to everybody,says Purcell. “You must be consistent.”In the end, interviewing is never a pure science. “Thereare always savvy interviewees who get past the interviewing process,and then the employer finds out that they are a disaster,” saysPurcell. The closer the interviewer can stick with the facts, thebetter chance he has of avoiding being snowed by a smooth — butultimately weak — employee, or of missing the star, who interviewspoorly, perhaps because he is shy.”Some people — getting information from them is like pullingteeth,” says Purcell, “but they may be terrific. With others,you can’t shut them up; you have to make sure that all the questionsyou have prepared get answered.”— Gina ZechielPrevious StoryNext StoryCorrections or additions?This page is published by PrincetonInfo.com— the web site for U.S. 1 Newspaper in Princeton, New Jersey.
