Introduction
Interviews are a paramount mechanism in conscription of staff. In this set-up, applicants have to pass through this stage for the purpose of evaluation. The appraisal of the personality assists the employer to emerge with the most qualified individual for the post. Human resource management is a crucial unit in the organizational set-up. In a small agency, the unit serves the purpose of managing the employees. This shows the significance of interviewing in the agency (Guffey, 2007). In this small company the human resource aspirants ought to go through the interview progression. After this step, the company is capacitated to emerge with the most competent candidate for the post. The interview chiefly composed of interrogations. This is whereby the applicant has to express qualities that accredit him with merit towards the post.
The interview’s layout and expectation
As connoted previously, the interview entails a series of questions to the applicant. In the interview towards the human resource staff, a series of questions are involved. The foremost question will require the applicant to tell the panel about himself. This will give a general expression of the applicant’s qualification. In this question, the key target is on the academic background of the applicant. Outstanding performance in the specialized field of human resource management will accredit the applicant towards the post. The qualification of such a virtue propagates professionalism in the company (Sharma, 2009). The candidate having the best academic performance on human resource management has an elevated recommendation.
The subsequent question will be about the applicant’s experience on the human resource field. The response of the applicant in this question will expose the relevant skills they possess. For instance, this post requires the applicant who has outstanding skills on job evaluation. The applicant ought to have proper knowledge on the type of job evaluation that suits the company. This is a small corporation. The applicant must have an evaluation scheme that best relates the sophistication of jobs and the monetary value in the firm. This is a paramount aspect since it dictates the payment of the workforce in the organization (Perry, 2005). Apart from alternative post valuation schemes, the applicant must exhibit outstanding skill on the implementation of the point method. This is a form of post assessment that best suits this organization. The post evaluation scheme entails the allocation of points to the compensation characteristics. The point allocation is based on the level of skill, accountability, as well as the working conditions of the personnel. After the analysis, the job with the highest points is accredited the highest pay. Knowledge of the other job evaluation schemes will be an advantage to the applicant.
The next question will be asking of the career history of the applicant. Basically, the question is to assess on the applicant’s past experience in human resource management. The rejoinder towards this question also exhibits the stability of the applicant. A stable human resource staff will not have frequent movements amid diverse corporations. The applicant that exhibits outstanding career stability has the highest recommendation for the post. The stability implicates that the applicant does not rush for any offers in the job market. It exhibits the zeal of the applicant towards serving successfully in the field (Sharma, 2009).
In the subsequent question, the aspirant will be obligated to give their livelihood purpose. The response to this question gives a basis for the assessment of the applicant’s resilience. Resilience is the ability to improve situations in a given period of time. In this set-up, the human resource resilience will be of much benefit to the corporation. The company will have a chance to expand in a given period of time. After the evaluation, the applicant is given an opportunity to make a comment or present a query to the panelists. Although it’s the applicant’s time to speak, this is still part of the assessment. The communication of the applicant during the chance exposes his self management skills. In human resource management, this is a crucial virtue that an individual ought to possess. An excellent use of the chance accredits the applicant in high regard (Sharma, 2009).
After emerging with the most qualified individual for the post, the organizations incorporates him into the system. In this point, the qualified applicant runs the errand of job analysis in the corporation. The conscripted human resource staff will run the roles required by the units. In this company, having such a person in the human resource unit symbolizes growth. The corporation will expand due to the introduction and implementation of the human resource unit. This department will cater for all personnel requirements in the agency. Apart from the job evaluation schemes, the department has an obligation to organize employee orientations. The implemented unit will as well schedule interviews and oversee conscription processes in the corporation. The implemented unit in the firm might collaborate with external conscripting bodies during the operation. Replacement and entire management of the firm’s personnel will fully be dependent on the implemented unit.
For example, in the employment post of a post office worker, the potential employee upon being asked about him should be able to explain details about himself and be as open as possible. The person should be able to talk about his past work experiences and this would help in the recognition of the person’s talent and where it rests (Dessler, 2006). Moreover, this is imperative as it assists in recognizing the swiftness of the person in the postal cooperation business. The post office business is also a very delicate business and hence the acknowledgement of past work experiences should be taken into consideration. This is to ensure the honesty of the person.
References
Guffey, M. (2007). Business communication: Process and product (Book only). New York: Cengage Learning.
Sharma, S. (2009). Human Resource Management: A Strategic Approach to Employment. New Delhi: Global India Publications.
Dessler. (2006). Human Resource Management 10th Edition. New York. Pearson.
