FAQ's HR Tips & Techniques

A: I have done a number of searches for HR directors and I’ve been surprised at how many of them neglected specifics on their resumes. Terms such as “staffing” or “recruiting” were not included, so I had no idea what experience they had in this area. On the other hand, I have also experienced some very technical resumes, listing every project they’ve worked on, but they didn’t say what their positions were. Were they the managers? Do they have any management experience? Those are the kinds of questions a recruiter asks when reading a resume for a managerial position.

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A: I like panel interviews best when dealing with executive level positions compared to entry-level positions. I observe how the candidate addresses and speaks to the whole panel because speaking to groups will also be a part of their job. I recommend doing both panel and one-on-one interviews for certain positions. This way I meet with the candidate one-on-one and I can see how they behave in a group meeting, too. It is important to see them in both environments.

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A: In one-on-one interviews, I can see the person’s characteristics come through. There is more time for sharing stories and I have the chance to get to know the candidates better. It is easier to have more of a conversation with the candidates and I can see how they handle themselves. And when it is time to move on to the next question, they can see my non-verbal cues that they need to wrap up their response, which is hard to do in a telephone interview.

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A: I have to listen for enthusiasm and the person’s tone of voice more when conducting phone interviews zovirax price. You can’t see facial expressions so it is harder to get a feel for the person’s personality. As a result, I also focus more on their knowledge because I really concentrate on what they are saying. I tell people to prepare for a phone interview by pumping themselves up for it beforehand so their voice portrays their excitement through the telephone.

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A: As a recruiter, the most important thing for me is to really get to know the organization completely. I like to understand all of the agency/company’s divisions, functions, visions, and so forth. I really work with management to find out what they are specifically looking for in their next executive. It is so important to recruit the right people. Once I know exactly what they are looking for, I can prepare a quality profile. This really helps when I am working with candidates because I can give them information about the position and about the agency/company as well. I make sure that the candidate is comfortable with the position and thoroughly informed on what the agency/company is looking for.

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A: Although it can be kind of a lengthy section, I have found a checklist of all the physical activities required on the job to be very helpful. If frequent lifting, carrying, kneeling, and so forth are part of the job, they go on the checklist at the end of job descriptions. It is an excellent document to have on file for employees to understand their physical requirements and even more important for Workers’ Compensation situations. It shows the doctors a list of things the employees do at work; then the doctor can determine, based on the employees’ injury, what they can or cannot do if they return to work. It’s a great way to reduce the time away from work because the workers can get back on the job and provide assistance in other areas within their ability.

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A: A great illustration of why sexual harassment training is so crucial is a mishap at a summer camp program. At typical summer camps, the ages of staff range from 16 to 25 years old. At the camp in question, one of the older male counselors consistently made passes at a younger female counselor, and would make comments about going to a bar and dating that were inappropriate for work. This made the younger counselor very uncomfortable and when she reported it, the directors realized they needed to train the staff on sexual harassment. Because they were so young, most of the counselors hadn’t experienced a professional work environment and they weren’t aware of the severity of their actions.

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A: I’m an advocate for the actual training sessions because most people don’t fully read policy handbooks and over the years they may forget about the written sexual harassment policy. So, by refreshing employees’ minds every few years, it reflects positively on companies/agencies because it shows that this topic is important to the organization. Also, companies would have less of an issue in the courts and with financial costs because there would be proof of their efforts to prevent sexual harassment. I even recommend sending out e-mails or hard copies of the policy to employees on a regular basis, especially if you have not conducted training sessions.

Find information regarding sexual harassment prevention here.

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A: It is so important to do sexual harassment trainings. If you look at almost any newspaper, you’ll see numerous incidents that could have been prevented by sexual harassment training. Since the 1990s, Connecticut has passed laws stating that companies of a certain size have to train supervisors on sexual harassment, yet today there is still one case after another. I always recommend that companies/agencies provide training for all of their employees at every level, and to hold them every three years zovirax dosage. Connecticut law says you must train any new supervisors within six months of their hiring.

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