Category Archives: November 2015

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Public Seminar: Test and Measurement Design 101

standardized test

This December 3 to 4 you can learn and understand how to use assessment tools for greater business results. This training on test and measurement design will span two days from 9 a.m. to 5 a.m. along San Miguel Avenue. Participants will learn the knowledge, abilities and skills needed to carry out an in-depth evaluation of educational and psychological tests and to be able to interpret test scores.

The workshop will help you develop an appreciation of psychological testing and its importance, understand the basic concepts of reliability, validity and test construction, and learn how to accurately interpret scores. This workshop is ideal for HR practitioners, psychometricians, teachers/professors, and guidance counselors.

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Course Outline

  • Brief History of Psychological Measurement
  • Importance of Psychological Testing
  • Characteristics of Psychological Instruments
  • Purposes of Test and Measurement
  • Types of Tests
  • Bloom’s Taxonomy
  • Application of Psychological Measurement
  • Educational Testing
  • Personnel Testing
  • Clinical Testing
  • Ethics in Psychological Testing
  • Steps in Test Construction
  • Choosing the test Format
  • Validity and Reliability
  • Scoring and Interpretation

An investment of  P8,500 + 12%VAT includes instruction by an expert facilitator, all course materials, small group workshops that provide active learning, a specialized student workbook, a personalized certificate of participation, snacks and lunch.

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About the Facilitator

Dr. Maria Vida G. Caparas holds a Master’s Degree and Ph.D., Summa Cum Laude, in Psychology. She is an Accredited Trainer of the Philippine Government with invaluable experiences in Organizational Development as a Human Resource, Training and OD practitioner. She authored three books on Psychology/HR Management namely “Psychological Assessment: Theory and Practice”, “Uses of Psychological Tests”, and “Human Resource Management” and was a Trainer Delegate of DFA-Foreign Service Institute in Italy and Singapore in 1999-2000. Dr. Caparas is a recipient of various national awards and also a professor in prestigious universities.

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How to Review Resumes

How to Review Resumes

A resume reveals more than a candidate may think. Learning how to review resumes beyond past experience is a valuable skill that will help HR professionals weed out sub-par candidates and hire the best.

Meticulous Presentation

Examine the details of the resume. Is it presented well, in an easy-to-read layout that guides the eye? Are there any spelling or grammar mistakes? You want a candidate who can pay attention to detail and represents him or herself professionally and impressively.

Job Experience

This is the essence and purpose of the resume. If your candidate doesn’t have the right experience for the job, then they are easily removed from the resume pile of potentials. When looking at job experience, you should also look at whether the candidate has worked in a similar company, how they added value and how long they were employed there. These are all indicators of how well they will do with your company.

Success Stories

Look for quantifiable accomplishments in resumes. See if they achieved any sales goals, hit the right number of blog visitors, or improved their previous company’s metrics in any way. These should be measurable goals that shows a candidate is able to hit targets.

Qualifications

Finally, look at whether they are qualified for the job. Each candidate must have the core requirements to do a job when it comes to skills. If you have a large pile of strong applications, start looking at your preferred requirements. These are the skills and assets that your candidate doesn’t need to do the job, but will help them do the job exceptionally well.

Over to you

How do you review resumes? What do you look for when screening applications? Let us know your best tips on how to review resumes in the comments below.


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The basics of writing a job description

The basics of writing a job description

Writing a job description is complicated, which is why there are so many resources on it. However, if you just want the basics and a quick overview, here are 3 things to keep in mind.

First impressions

A job description is the first thing a potential candidate will see, so it’s important to make a good impression. It takes a skilled writer to craft a job description that entices the best candidates and gently lets under-qualified professionals know not to apply. It’s important to get people interested in your company without sounding arrogant, and capture the right tone of voice that you want to convey.

Writing a job description requires eloquence and a deep understanding of the company culture, so that it shows potential candidates what the company is like, main goals and why they should work there.

Get the Details

Job descriptions should be descriptive, yet many fail to share measurable goals, responsibilities and scope of projects. Make sure your job description includes the department he or she will be working in, define the role, describe the projects and responsibilities and clearly define qualifications needed to be successful in that position.

Start with the mission and vision of the company, then get into the typical daily activities and responsibilities associated with the job.

Required vs. Preferred Qualifications

It’s important to make a distinction between the core competency skills your candidate needs to be successful in the job, and the skills that you would prefer for them to have in order to go above and beyond expectations. This is to avoid eliminating valuable candidates just because they don’t have added value skills.

Required qualifications are the base needs of your employees. These are non-negotiable, such as a liquor permit for a bartender. These could include degrees or accreditation.

On the other hand, preferred qualifications are skills that are desired, but not necessary. These could be something like a teaching background for a training position, or experience with a certain software for a marketing position. These are not required because the employee can be trained or taught those skills, and/or they don’t necessarily need those skills to do that job.

Some reminders when you write a job description;

  • Be concise
  • Avoid using jargon or industry “slang”
  • Read your job description out loud to catch any mistakes
  • Avoid discriminatory language

What are your tips for writing job descriptions? Let us know in the comments below!


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Public Seminar: Overcoming Objections to Nail the Sale

handshake

Please join us on November 20, 9 a.m. to 5 p.m. for the latest training workshop in our Sales Optimizer Series. Most sales professionals are always looking for ways to overcome customer objections and close the sale. This one day workshop will help plan, prepare, and execute proposals and presentations that address customer concerns, reduce the number of objections you encounter, and improve your success rate when it comes to closing sales.

Participants will learn how to build credibility, identify most common objections, develop appropriate responses when prospective buyers surprise you and how to recognize when a prospect is ready to make a purchase. The workshop will also teach how to disarm objections with proven rebuttals that get the sale back on track.

Register now

Course Outline

  • Building credibility
  • Your competition
  • Critical communication skills
  • Observation skills
  • Handling customer complaints
  • Overcoming objections
  • Handling objections (including general and specific response strategies)
  • Pricing issues
  • How can teamwork help me?
  • Buying signals
  • Closing the sale

The course fee of P4,500 + 12%VAT includes instruction by an expert facilitator, small group workshops, a specialized student workbook, personalized certificate of participation and snacks and lunch.

Register now

About the Facilitator

Maria Victoria Estacio holds a Bachelor’s Degree in Management from the Ateneo de Manila University. She earned a Certificate of Authority for Insurance Commission, and is a Registered Financial Planner. She has worked in the field of Sales and Marketing and Operations in the following roles: Assistant Vice President of Sales and Marketing Department with Philam Life, Manager, Bancassurance with Grepalife, Senior Sales Manager with Yapster, and Unit Head of Front End Acquisitions with Citibank, N.A. Ms. Estacio is a recipient of various awards including the Philam Life Annual Fast Start award for both Credit and Group Life (an award that has never been given to Group Life), and the “Exceptional Performance Award” from Citibank N.A. for participation in the credit card launch in Guam, USA. She also conducts personal financial coaching and training, and has received numerous trainings on strategic management, financial planning, and sales.

 

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Structured Interviewing

Structured Interviewing

Interviewers may think that they don’t need any process improvement, but structured interviewing ensures that each candidate is measured on an objective scale with little or no bias. Using structured interviews could predict candidate success, whereas unstructured interviews are unfair for many candidates and may lead to a less than perfect fit. Interviewers are susceptible to making snap judgments and will consequently view the candidate as they’re assumed to be, instead of objectively.

Have a list of standard questions

These should make it so that whoever is in charge of the interview provides a uniform experience for each of the candidates. The questions should be applicable and used for every interviewee. Avoid gender bias in your question set.

Ask both hypothetical and behavioral questions to get a clear picture of your candidate’s ability. Hypothetical questions assess future behavior, ability to think quickly and insight into how they would handle certain situations. You can apply a common situation from your company into a hypothetical question. Behavioral questions assess previous actions, such as what they did in a former company and one customer service experience they facilitated and are proud of. These will provide insight into how the candidate has proven themselves and provided value to previous companies.

Time limits

Allot the same amount of time for each interview. Don’t allow interviews to go over this time by more than a few minutes, so that each candidate gets the same amount of valuable time.

Ask for feedback

After each interview, either in person or online, ask the candidates for feedback about the structured interviewing process. You may see where you’ve missed an important question and add it to your process, or notice a question that made a candidate uncomfortable and strike it from your process. Do not be too proud to ask for improvements.

Judge on the same grid

Make sure each interviewer understands how to rate candidates based on different, set variables. That way each candidate is assessed on the same qualities and when the interviewer is removed, a third party would be able to select the candidate objectively. Train your interviewers so they understand how this rating system works and they all work within the same parameters. Google provides an excellent sample grading rubric here.

Determine the attributes you’re looking for in each employee. Most of these set of attributes shouldn’t be limited to the position, but should be used to assess each employee that comes to the company regardless of department or division. For example, you could value independence in your company, so that should be one of the attributes each interviewee needs to rate each candidate on.

Training and facilitation from Profiles Asia Pacific

If you don’t have time to train each interviewer, or interview each candidate, you can outsource this important responsibility to Profiles Asia Pacific. We take the structured interviewing process a step further by using standardized assessments, backed by years of research and experience, to determine your best fit. Visit our solutions page to see how we can help.


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The Holacracy Case: How to Recruit for These Radical New Organizations

Holacracy

Imagine a workplace with no managers or titles, an office without seniority or hierarchy. All employees are considered equal there, and without the presence of any supervisors, everyone works together and individually to reach their goals. You may be surprised to find out that this model actually exists. It’s a new business trend that’s making serious waves, so learn its name: this is a holacracy.

It turns out that there are many benefits to a holacracy. First, it dispenses with the red tape and hierarchy that so often slow down productivity. Secondly, a holacratic environment allows employees to think for themselves, to prove themselves, and to accomplish more based on their own merits, as opposed to fulfilling a preordained performance plan; being self-directed can result in a great deal of job satisfaction. Further, a holacracy encourages an entrepreneurial environment where employees have to stay at the top of their game, continuously innovating and producing results.

This radical and exciting concept doesn’t come without some drawbacks, however. While most workplaces still struggle with just the idea of letting employees work from home, the thought of eliminating managers and supervisors seems not only daunting, but flat-out impossible. And of course there’s the risk that less experienced employees will feel adrift without such guidance. Worse, there’s the danger that employees will be reluctant to venture forward with a new idea or stick their neck out to try something new, if they lack the benefit or the perceived protection of a higher job title.

If your company—or even a single department within your company—might profit from this system, it’s important to figure out how staffing it will affect recruiting. As with all recruiting, you’ll be looking for top candidates. But finding the best candidates for a holacracy means choosing people with the particular qualities that will help them succeed in this unusual environment.

Recruiting in general is a formidable task, and that’s even before the decision to undertake a search for a whole new type of employee. The key is to narrow down the pool of applicants to only those who can truly thrive in a flattened company environment. This can be done through resume and interview screening, to some extent. Look for candidates with experience working for themselves or candidates who offer proven examples of taking the initiative on a project.

An even better method of thinning out the herd is to use pre-employment assessment tools. Through pre-employment assessment, employers can see beyond the resume and interview to ascertain whether a candidate will fit into a holacracy model. For example, an assessment test can include certain “trigger” questions to gauge a candidate’s ability to thrive while working independently. Questions such as, “Would you be happy and able to stay motivated working as your own boss?” or, “Would you accept a job that came without the sort of title you’re used to?” can help winnow the field of candidates. This type of pre-employment assessment helps keep the candidate pool filled with a manageable number of qualified applicants who can actually succeed in a holacracy.

Job simulation assessments can also help you find candidates who are capable and able to work independently. Giving candidates a specific scenario and seeing how they would handle it is an effective method to determine whether the applicant would do well in a workplace with no supervision.

Integrating pre-employment assessments and job simulations into your recruitment process can help you analyze a candidate’s chances for success and consequently make more informed decisions. You’ll want to use every tool in your arsenal to find the best way to staff the new holacracy.

Eric Friedman, Author

eSkill Author EricEric Friedman is the founder and CEO of eSkill Corporation, a leading provider of online skills testing for pre-employment assessment and benchmarking. Eric has degrees in Psychology and Business, and a fascination with matching people with roles they’re best at, and that they enjoy.

A company built on exceptional talent from Internet technology, test development, and iterative product development, eSkill leads as an independent assessment company helping HR departments with relevant and accurate job-based tests.

To learn more about Eric and eSkill, visit the company website at www.eskill.com, or contact him on LinkedIn.


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The Cost of a Lengthy Hiring Process

Coffee | Costs of a lengthy hiring process

The cost of a lengthy hiring process boils down into three vital resources; time, money and talent. Understanding all the resources you could lose due to an inefficient hiring process will help you identify the areas in your business and HR department that could use some fine tuning.

Time

A long hiring process takes up the time of your applicant as well as your team. In fact, employee retention is so important because hiring your team members takes so much time and effort in the first place.

On the applicant side, they need to take the time to fill out an application, do any tests you send them, have an interview and then wait for the decision. Here’s a tip from HR pros; Don’t make any candidate wait if you can help it. Respond to the people who didn’t get hired, and if you get numerous applicants for a position automate the responses.

On the HR side, they have to take the time learning about the position that needs to be filled and writing the job description. They have to sift through resumes and applications, and then they have to do multiple rounds of interviews trying to find the ideal fit. After that they have to train the new hire and make sure he or she has everything needed for success.

A good hiring process may be long and worth the time, but you should periodically reevaluate whether it is too long or if things can be done better to save time.

Money

Time = money. It’s a common saying for a reason. Think about how much someone makes an hour, then multiply that by all the time they waste on lengthy and inefficient hiring “requirements.” Think about the gas and mileage it takes for a candidate to drive out for multiple interviews. Think about the resources you’re devoting to finding new talent (HR specialists, even a recruitment agency) and how they could spend that time in other company pursuits.

Ensuring a seamless hiring process will help you save all the wasted effort, which translates into wasted money.

Talent

If you make applicants wait too long for an interview, you are telling them you don’t value their time. The top professionals in their fields understand the value of time even more than money, and will not likely want to work with a mediocre company who cannot figure out what an efficient hiring process looks like.

However, the loss of talent doesn’t just refer to all of the applicants who are deterred by a strenuous hiring process. It also refers to the talented people in your HR department who get tired of executing your extensive hiring process. In order to help retention and to attract top talent to your company, you need an efficient, effective hiring process that doesn’t drive away talent.

Want some help in your hiring process?

Check out the Profiles Asia Pacific assessments that will help you discover and place your next top performer. You can discover how well an individual will fit into your organization, measure a candidate’s work-related values, evaluate the effectiveness of your managers and leaders, and more.

Learn more today.


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