White Paper on Job Readynes

Mukesh Singh

White Paper on Job Ready nes

COURTESY :- vrindawan.in

Wikipedia

Paper is a thin sheet material produced by mechanically or chemically processing cellulose fibres derived from wood, rags, grasses or other vegetable sources in water, draining the water through fine mesh leaving the fibre evenly distributed on the surface, followed by pressing and drying. Although paper was originally made in single sheets by hand, almost all is now made on large machines—some making reels 10 metres wide, running at 2,000 metres per minute and up to 600,000 tonnes a year. It is a versatile material with many uses, including printing, painting, graphics, signage, design, packaging, decorating, writing, and cleaning. It may also be used as filter paper, wallpaper, book end paper, conservation paper, laminated worktops, toilet tissue, or currency and security paper, or in a number of industrial and construction processes.

The paper making process developed in east Asia, probably China, at least as early as 105 CE, by the Han court eunuch Cai Lun, although the earliest archaeological fragments of paper derive from the 2nd century BCE in China. The modern pulp and paper industry is global, with China leading its production and the United States following.

The oldest known archaeological fragments of the immediate precursor to modern paper date to the 2nd century BCE in China. The pulp paper making process is ascribed to Cai Lun, a 2nd-century CE Han court eunuch.

It has been said that knowledge of paper making was passed to the Islamic world after the Battle of Talas in 751 CE when two Chinese paper makers were captured as prisoners. Although the veracity of this story is uncertain, paper started to be made in Samarkand soon after. In the 13th century, the knowledge and uses of paper spread from the Middle East to medieval Europe, where the first water-powered paper mills were built. Because paper was introduced to the West through the city of Baghdad, it was first called bag datikos. In the 19th century, industrialization greatly reduced the cost of manufacturing paper. In 1844, the Canadian inventor Charles Fenerty and the German inventor Fried rich Gottlob Keller independently developed processes for pulping wood fibres.

A job interview is an interview consisting of a conversation between a job applicant and a representative of an employer which is conducted to assess whether the applicant should be hired. Interviews are one of the most popularly used devices for employee selection. Interviews vary in the extent to which the questions are structured, from a totally unstructured and free-wheeling conversation to a structured interview in which an applicant is asked a predetermined list of questions in a specified order; structured interviews are usually more accurate predictors of which applicants will make suitable employees, according to research studies.

A job interview typically precedes the hiring decision. The interview is usually preceded by the evaluation of submitted résumés from interested candidates, possibly by examining job applications or reading many resumes. Next, after this screening, a small number of candidates for interviews is selected.

Potential job interview opportunities also include networking events and career fairs. The job interview is considered one of the most useful tools for evaluating potential employees. It also demands significant resources from the employer, yet has been demonstrated to be notoriously unreliable in identifying the optimal person for the job. An interview also allows the candidate to assess the corporate culture and demands of the job.

Multiple rounds of job interviews and/or other candidate selection methods may be used where there are many candidates or the job is particularly challenging or desirable. Earlier rounds sometimes called ‘screening interviews’ may involve less staff from the employers and will typically be much shorter and less in-depth. An increasingly common initial interview approach is the telephone interview. This is especially common when the candidates do not live near the employer and has the advantage of keeping costs low for both sides. Since 2003, interviews have been held through video conferencing software, such as Skype. Once all candidates have been interviewed, the employer typically selects the most desirable candidate(s) and begins the negotiation of a job offer.

Researchers have attempted to identify interview strategies or “constructs” that can help interviewers choose the best candidate. Research suggests that interviews capture a wide variety of applicant attributes. Constructs can be classified into three categories: job-relevant content, interviewer performance (behavior unrelated to the job but which influences the evaluation), and job-irrelevant interviewer biases.

Job-relevant interview content: Interview questions are generally designed to tap applicant attributes that are specifically relevant to the job for which the person is applying. The job-relevant applicant attributes that the questions purportedly assess are thought to be necessary for successful performance on the job. The job-relevant constructs that have been assessed in the interview can be classified into three categories: general traits, experiential factors, and core job elements. The first category refers to relatively stable applicant traits. The second category refers to job knowledge that the applicant has acquired over time. The third category refers to the knowledge, skills, and abilities associated with the job.

  • Mental ability: Applicants’ capacity to listen, to communicate, to work with a team, to have attention to detail, and to learn and process information,
  • Personality: Conscientiousness, agreeableness, emotional stability, extroversion, openness to new experiences
  • Interest, goals, and values: Applicant motives, goals, and person-organization fit
  • Experience: Job-relevant knowledge derived from prior experience
  • Education: Job-relevant knowledge derived from prior education
  • Training: Job-relevant knowledge derived from prior training
  • Declarative knowledge: Applicants’ learned knowledge
  • Procedural skills and abilities: Applicants’ ability to complete the tasks required to do the job
  • Motivation: Applicants’ willingness to exert the effort required to do the job

Interviewee performance Interviewer evaluations of applicant responses also tend to be colored by how an applicant behaves in the interview. These behaviors may not be directly related to the constructs the interview questions were designed to assess, but can be related to aspects of the job for which they are applying. Applicants without realizing it may engage in a number of behaviors that influence ratings of their performance. The applicant may have acquired these behaviors during training or from previous interview experience. These interviewee performance constructs can also be classified into three categories: social effectiveness skills, interpersonal presentation, and personal/contextual factors.

  • Impression management: Applicants’ attempt to make sure the interviewer forms a positive impression of them
  • Social skills: Applicants’ ability to adapt his/her behavior according to the demands of the situation to positively influence the interviewer
  • Self-monitoring: Applicants’ regulation of behaviors to control the image presented to the interviewer
  • Relational control: Applicants’ attempt to control the flow of the conversation
  • Verbal expression: Pitch, rate, pauses, tone
  • Nonverbal behavior: Gaze, smile, hand movement, body orientation
  • Interview training: Coaching, mock interviews with feedback
  • Interview experience: Number of prior interviews
  • Interview self-efficacy: Applicants’ perceived ability to do well in the interview
  • Interview motivation: Applicants’ motivation to succeed in an interview

Job-irrelevant interviewer biases The following are personal and demographic characteristics that can potentially influence interviewer evaluations of interviewee responses. These factors are typically not relevant to whether the individual can do the job (that is, not related to job performance), thus, their influence on interview ratings should be minimized or excluded. In fact, there are laws in many countries that prohibit consideration of many of these protected classes of people when making selection decisions. Using structured interviews with multiple interviewers coupled with training may help reduce the effect of the following characteristics on interview ratings. The list of job-irrelevant interviewer biases is presented below.

  • Attractiveness: Applicant physical attractiveness can influence the interviewer’s evaluation of one’s interview performance
  • Race: Whites tend to score higher than Blacks and Hispanics; racial similarity between interviewer and applicant, on the other hand, has not been found to influence interview ratings
  • Gender: Females tend to receive slightly higher interview scores than their male counterparts; gender similarity does not seem to influence interview ratings
  • Similarities in background and attitudes: Interviewers perceived interpersonal attraction was found to influence interview ratings
  • Culture: Applicants with an ethnic name and a foreign accent were viewed less favorably than applicants with just an ethnic name and no accent or an applicant with a traditional name with or without an accent

The extent to which ratings of interviewee performance reflect certain constructs varies widely depending on the level of structure of the interview, the kind of questions asked, interviewer or applicant biases, applicant professional dress or nonverbal behavior, and a host of other factors. For example, some research suggests that an applicant’s cognitive ability, education, training, and work experiences may be better captured in unstructured interviews, whereas an applicant’s job knowledge, organizational fit, interpersonal skills, and applied knowledge may be better captured in a structured interview.

Further, interviews are typically designed to assess a number of constructs. Given the social nature of the interview, applicant responses to interview questions and interviewer evaluations of those responses are sometimes influenced by constructs beyond those the questions were intended to assess, making it extremely difficult to tease out the specific constructs measured during the interview. Reducing the number of constructs the interview is intended to assess may help mitigate this issue. Moreover, of practical importance is whether the interview is a better measure of some constructs in comparison to paper and pencil tests of the same constructs. Indeed, certain constructs (mental ability and skills, experience) may be better measured with paper and pencil tests than during the interview, whereas personality-related constructs seem to be better measured during the interview in comparison to paper and pencil tests of the same personality constructs. In sum, the following is recommended: Interviews should be developed to assess the job-relevant constructs identified in the job analysis.

Person-environment fit is often measured by organizations when hiring new employees. There are many types of Person-environment fit with the two most relevant for interviews being Person-job and Person-organization fit. Interviewers usually emphasize Person-job fit and ask twice as many questions about Person-job fit compared to Person-organization fit. Interviewers are more likely to give applicants with a good Person-job fit a hiring recommendation compared to an applicant with good a Person-organization fit.

An applicant’s knowledge, skills, abilities, and other attributes (KSAOs) are the most commonly measured variables when interviewers assess Person-job fit. In one survey, all interviewers reported that their organization measures KSAOs to determine Person-job fit. The same study found that all interviewers used personality traits and 65% of the interviewers used personal values to measure Person-organization fit.

Despite fit being a concern among organizations, how to determine fit and the types of questions to use varies. When interview fit questions were examined, only 4% of the questions used in interviews were similar across the majority of organizations. 22% of questions were commonly used by recruiters in some organizations. In contrast, 74% of the questions had no commonality between organizations. Although the idea of fit is similar in many organizations, the questions used and how that information is judged may be very different.

Person-job fit and Person-organization fit have different levels of importance at different stages of a multi-stage interview proves. Despite this, Person-job fit is considered of the highest importance throughout the entire process. Organizations focus more on job-related skills early on to screen out potentially unqualified candidates. Thus, more questions are devoted to Person-job fit during the initial interview stages. Once applicants have passed the initial stages, more questions are used for Person-organization fit in the final interview stages. Although there is more focus on Person-organization fit in these later stages, Person-job fit is still considered to be of greater importance.

In a single-stage interview, both fits are assessed during a single interview. Interviewers still put more weight on Person-job fit questions over the Person-organization questions in these situations as well. Again, Person-job fit questions are used to screen out and reduce the number of applicants.

Potential applicants also use job interviews to assess their fit within an organization. This can determine if an applicant will take a job offer when one is offered. When applicants assess their fit with an organization the experience they have during the job interview is the most influential.

Applicants felt that they had the highest fit with an organization when they could add information not covered during the interview that they wanted to share. Applicants also liked when they could ask questions about the organization. They also when they could ask follow-up questions to ensure they answered the interviewer’s questions to the level the interviewer wanted. Interviewer behaviors that encourage fit perceptions in applicants include complimenting applicants on their resumes and thanking them for traveling to the interview. Applicants like interviewer giving contact information if follow-up information is needed, making eye contact, and asking if the applicant was comfortable.

The Interviewer can discourage fit perceptions by how they act during an interview as well. the biggest negative behavior for applicants was the interviewer not knowing information about their organization. Without information about the organization, applicants cannot judge how well they fit. Another negative behavior is not knowing applicants’ background information during the interview. Interviewers can also hurt fit perception by being inattentive during the interview and not greeting the applicant.

There are some issues with fit perceptions in interviews. Applicants’ Person-organization fit scores can be altered by the amount of ingratiation done by the applicants. Interviewers skew their Person-organization fit scores the more ingratiation applicants do during an interview. Applicants emphasizing similarities between them and their interviewers leads to higher Person-organization fit perceptions by the interviewers. This higher perception of fit leads to a greater likelihood of the candidate being hired.

On-the-job training - Wikipedia

On-the-job training (widely known as OJT) is an important topic of human resource management. It helps develop the career of the individual and the prosperous growth of the organization. On the job training is a form of training provided at the workplace. During the training, employees are familiarized with the working environment they will become part of. Employees also get a hands-on experience using machinery, equipment, tools, materials, etc. Part of on-the-job training is to face the challenges that occur during the performance of the job. An experienced employee or a manager are executing the role of the mentor who through written, or verbal instructions and demonstrations are passing on his/her knowledge and company-specific skills to the new employee. Executing the training on at the job location, rather than the classroom, creates a stress-free environment for the employees. On-the-job training is the most popular method of training not only in the United States but in most of the developed countries, such as the United Kingdom, Canada, Australia, etc. Its effectiveness is based on the use of existing workplace tools, machines, documents and equipment, and the knowledge of specialists who are working in this field. On-the-job training is easy to arrange and manage and it simplifies the process of adapting to the new workplace. On-the-job training is highly used for practical tasks. It is inexpensive, and it doesn’t require special equipment that is normally used for a specific job. Upon satisfaction of completion of the training, the employer is expected to retain participants as regular employees.

On-the-job training is one of the earliest forms of training in the World, with Masters taking on young apprentices and introducing them to their work, educating them on the techniques necessary for them to become Masters themselves. The on-the-job training method dates from times as early as 2400 B.C when Masons would instruct their apprentices on construction methods (such an example can be taken from the Pyramids construction) since not everyone was literate and it was the most convenient way to understand the requirements needed for the new job, on a one-to-one basis. In antiquity, the work performed by most people did not rely on abstract thinking or academic education. Parents or community members, who knew the skills necessary for survival, passed their knowledge on to the children through direct instruction. This method is still widely used today. It is a frequently used because it requires only a person who knows how to do the task and use the tools to complete the task. Over the years, as society grew, on the job training has become less popular. Many companies have switched to doing simulation training and using training guides. Businesses now prefer to hire employees who are already experienced and have a required skill set. However, there are still many companies who feel that on-the-job training is best for their employees.