netrashetty
Netra Shetty
Mutual of Omaha is a Fortune 500 mutual insurance and financial services company based in Omaha, Nebraska. The company was founded in 1909 as Mutual Benefit Health and Accident Association.[2][3]
Sources of Employees
Effective recruiting requires that you know where and how to obtain qualified applicants. It is
difficult to generalize about the best source for each business, but a description of the major sources
follows.
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!
!
!
!
Present employees -- Promotion from within tends to keep employee morale high.
Whenever possible, current employees should be given first consideration for any job
openings. This practice signals your support of current employees.
Unsolicited applicants -- Small businesses receive many unsolicited applications
from qualified and unqualified individuals. The former should be kept on file for
future reference. Good business practice suggests that all applicants be treated
courteously whether or not they are offered jobs.
Schools -- High schools, trade schools, vocational schools, colleges and universities
are sources for certain types of employees, especially if prior work experience is not
a major factor in the job specification. Schools also are excellent sources for part-
time employees.
Public employment offices -- The Employment Service of the U.S. Department of
Labor works with state employment offices to provide no-cost brokerage of
applicants who are seeking employment. Local offices will provide small businesses
with applicants who have been screened on the basis of work experience, education
and some psychological testing. They also have an up-to-date file on potential
employees who possess a wide range of skills.
Private employment agencies -- These firms provide a service for employers and
applicants by matching people to jobs in exchange for a fee. Some fees are paid by
the applicants, and there is no cost to the employer; for highly qualified applicants in
short supply, the employer sometimes pays the fee.
!
!
Employee referrals -- References by current employees may provide excellent
prospects for the business. Evidence suggests that current employees hesitate to
recommend applicants with below average ability. Word of mouth is one of the most
commonly used recruiting sources in the small business community.
Help Wanted advertising -- Letting people know that the business is hiring is a key
element in gaining access to the pool of potential employees. At its simplest, this
type of advertising may take the form of a Help Wanted sign in the window. More
sophisticated methods involve using local media, primarily print sources such as
daily and weekly newspapers. The classified pages of newspapers are frequently
consulted by active job seekers, including currently employed individuals who may
be tempted by a more attractive position. Other advertising media include radio and
television. These tend to have a wider appeal than the newspaper; however, the price
of an advertisement is correspondingly higher.
Specialty media publications, such as trade association magazines and newsletters, may also produce
quality job applicants. There are efforts in some parts of the country to offer small business
employers access to cable television community bulletin boards. Another high-tech opportunity is to
list positions on computer network bulletin boards.
Prices for help wanted advertising vary and the small business owner approaches them with caution.
A well-placed, high-quality advertisement will attract good people, whereas, an expensive
advertisement in the wrong medium may get no results. Some experimentation is worthwhile to
most small businesses. Another suggestion is to ask other small business people in the area about
their success with help wanted advertising. Learn from others' successes and mistakes.
Screening
The screening process provides information about an individual's skills, knowledge and attitudes,
enabling a potential employer to determine whether that person is suited to, and qualified for, the
position. Experience has shown that hiring an overqualified person can be as harmful as hiring an
underqualified person. The application form is the place to begin screening candidates for a job. It
provides information on the person's background and training and is the first means of comparing
the applicant with the job description. This will ensure that you don't waste time on applicants who
clearly do not meet the minimum requirements for the job.
Generally, the following information is asked on an employment application form: name, address,
telephone number, social security number, kind of work desired, work experience, military service,
education and references.
The personal interview is the second step in the screening process. During the interview, the
manager learns more about the applicant through face-to-face contact, including observation of
personal appearance. The interview should be guided, but not dominated, by the manager as it is
important to let the candidate speak freely. Whenever possible, the interviewer should ask questions
that are directly related to the job. Devise a list of questions that will adequately assess the
applicant's qualifications while meeting the specifications for the job. Three major errors often
committed in the personal interview are
!
!
!
Failure to analyze the requirements of the job in sufficient detail to generate valid
questions.
Failure to ask candidates the right questions to determine their strengths and
weaknesses, and their fit with the job.
Too much reliance on gut reaction instead of objective evaluation of candidates
based on criteria established in the job specification.
Interviewing makes the selection process more personal and gives the interviewer an overall idea of
whether the applicant is appropriate for the job.
Critical Incident Technique (CIT)*
Situation analysis technique in which actions or behavior of an employee (during, for example, a customer service event) is recorded and examined to ascertain the actual requirements of a successful operation.
Critical incident
Situation, where a job incumbent must go it’s limit and where difference between strong and weak job
incumbents can be determined.
Basic assumption
To understand nature of a job one must look at the 5% critical incidents, where the chance to dramatically succeed or fail is high.
The CIT as part of job analysis involves the following steps:
a) Identify critical incidents
b) Distil successful versus not successful behaviours
c) Select distinct behavioural patterns
d) Translate behavioural patterns into competencies
Sources of Employees
Effective recruiting requires that you know where and how to obtain qualified applicants. It is
difficult to generalize about the best source for each business, but a description of the major sources
follows.
!
!
!
!
!
Present employees -- Promotion from within tends to keep employee morale high.
Whenever possible, current employees should be given first consideration for any job
openings. This practice signals your support of current employees.
Unsolicited applicants -- Small businesses receive many unsolicited applications
from qualified and unqualified individuals. The former should be kept on file for
future reference. Good business practice suggests that all applicants be treated
courteously whether or not they are offered jobs.
Schools -- High schools, trade schools, vocational schools, colleges and universities
are sources for certain types of employees, especially if prior work experience is not
a major factor in the job specification. Schools also are excellent sources for part-
time employees.
Public employment offices -- The Employment Service of the U.S. Department of
Labor works with state employment offices to provide no-cost brokerage of
applicants who are seeking employment. Local offices will provide small businesses
with applicants who have been screened on the basis of work experience, education
and some psychological testing. They also have an up-to-date file on potential
employees who possess a wide range of skills.
Private employment agencies -- These firms provide a service for employers and
applicants by matching people to jobs in exchange for a fee. Some fees are paid by
the applicants, and there is no cost to the employer; for highly qualified applicants in
short supply, the employer sometimes pays the fee.
!
!
Employee referrals -- References by current employees may provide excellent
prospects for the business. Evidence suggests that current employees hesitate to
recommend applicants with below average ability. Word of mouth is one of the most
commonly used recruiting sources in the small business community.
Help Wanted advertising -- Letting people know that the business is hiring is a key
element in gaining access to the pool of potential employees. At its simplest, this
type of advertising may take the form of a Help Wanted sign in the window. More
sophisticated methods involve using local media, primarily print sources such as
daily and weekly newspapers. The classified pages of newspapers are frequently
consulted by active job seekers, including currently employed individuals who may
be tempted by a more attractive position. Other advertising media include radio and
television. These tend to have a wider appeal than the newspaper; however, the price
of an advertisement is correspondingly higher.
Specialty media publications, such as trade association magazines and newsletters, may also produce
quality job applicants. There are efforts in some parts of the country to offer small business
employers access to cable television community bulletin boards. Another high-tech opportunity is to
list positions on computer network bulletin boards.
Prices for help wanted advertising vary and the small business owner approaches them with caution.
A well-placed, high-quality advertisement will attract good people, whereas, an expensive
advertisement in the wrong medium may get no results. Some experimentation is worthwhile to
most small businesses. Another suggestion is to ask other small business people in the area about
their success with help wanted advertising. Learn from others' successes and mistakes.
Screening
The screening process provides information about an individual's skills, knowledge and attitudes,
enabling a potential employer to determine whether that person is suited to, and qualified for, the
position. Experience has shown that hiring an overqualified person can be as harmful as hiring an
underqualified person. The application form is the place to begin screening candidates for a job. It
provides information on the person's background and training and is the first means of comparing
the applicant with the job description. This will ensure that you don't waste time on applicants who
clearly do not meet the minimum requirements for the job.
Generally, the following information is asked on an employment application form: name, address,
telephone number, social security number, kind of work desired, work experience, military service,
education and references.
The personal interview is the second step in the screening process. During the interview, the
manager learns more about the applicant through face-to-face contact, including observation of
personal appearance. The interview should be guided, but not dominated, by the manager as it is
important to let the candidate speak freely. Whenever possible, the interviewer should ask questions
that are directly related to the job. Devise a list of questions that will adequately assess the
applicant's qualifications while meeting the specifications for the job. Three major errors often
committed in the personal interview are
!
!
!
Failure to analyze the requirements of the job in sufficient detail to generate valid
questions.
Failure to ask candidates the right questions to determine their strengths and
weaknesses, and their fit with the job.
Too much reliance on gut reaction instead of objective evaluation of candidates
based on criteria established in the job specification.
Interviewing makes the selection process more personal and gives the interviewer an overall idea of
whether the applicant is appropriate for the job.
Critical Incident Technique (CIT)*
Situation analysis technique in which actions or behavior of an employee (during, for example, a customer service event) is recorded and examined to ascertain the actual requirements of a successful operation.
Critical incident
Situation, where a job incumbent must go it’s limit and where difference between strong and weak job
incumbents can be determined.
Basic assumption
To understand nature of a job one must look at the 5% critical incidents, where the chance to dramatically succeed or fail is high.
The CIT as part of job analysis involves the following steps:
a) Identify critical incidents
b) Distil successful versus not successful behaviours
c) Select distinct behavioural patterns
d) Translate behavioural patterns into competencies
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