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The Fordyce Letter

Straight Talk for the Recruiting Profession


Articles tagged 'assessments'

Interviews

When Looking At Fit, Even CFOs Want A Sense of Humor



CFO Sense of jumor survey

Candidates and hiring companies have at least one thing in common: Both are looking for the perfect match.

Skills, knowledge, and experience are the tangibles to determine a functional fit within an organization. Aspects of values and personality may determine one’s ability to adapt to an organization’s culture. Recruiters, human resources professionals, and hiring managers understand the value of assessing a candidate’s potential cultural fit. Poor cultural fit is something that cannot be resolved with training.

Cultural fit goes beyond simply getting along with fellow workers. For example, according to an Accountempts survey, “Nearly eight in 10 (79%) chief financial officers (CFOs) interviewed said an employee’s sense of humor is important for fitting into the company’s corporate culture.” That is important to the employer and the employee. If you are going to spend more than 40 hours per week working, you want to be with people with whom you can relate.

Interviews

Vetting Your Prospect Using Behavioral Interview Techniques



Chart- behavioral characteristics

The work we do with our clients begins with a focus on defining, in quantitative and qualitative terms, what constitutes success in the position. The result is the finalization of the position’s critical performance outcomes (usually somewhere between four and ten). This step must be properly accomplished before you can establish job-related, performance-based selection criteria. Once these have been established, you can move forward with the candidate assessment process.

For accurate assessment, properly constructed, behaviorally-based selection techniques may require you to use a combination of various interviewing approaches and questioning styles that will allow you and your client to evaluate not only the candidate’s skills and abilities but also the characteristics listed in the chart, and most importantly, Motivations.

Properly developed and utilized, behaviorally-based selection techniques will provide you with honest, accurate, and timely information on which to predict behavior and assess the candidate’s “can do,” “will do,” and “fit” for the position and for the organization.

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Tips to Squash Candidate Hesitation Once and For All



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Position and perception are everything, so start acting like a career agent and people will trust you like their career agent. Trust builds respect, respect builds relationships, and relationships turn into placements and referrals and even clients.

Here are 10 reasons why some candidates may hesitate:

  1. They are concerned that they will not achieve their long-term goals by taking this job.
  2. They do not have that warm and fuzzy ‘fit’ feeling.
  3. They are skeptical about the companies’ values, operating practices, or strategic objectives.
  4. They do not trust that the new boss and or company will mentor and develop them.
  5. They are frustrated that they wont be using their strengths to their fullest potential.
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The Way I See It…



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What started out as one article about assessments for the July issue of The Fordyce Letter has spurred some interesting debate.

Long-time Fordyce writer Margaret Graziano’s new piece, “Recruiting, Selection, and the Future,” talks about the use of these tools, how to choose them, how to navigate around them, and how to leverage them.

In the article, Graziano writes, “Rather than looking at the selection industry as the devil, we can look at the selection industry as a chief component in differentiating ourselves from the sea of recruitment options.”

Is the devil in the details, or do  you think the selection industry is the devil? Well, we asked some Fordyce subscribers to weigh in on the assessment debate, and here is a sampling of what we heard: