Sep 23, 2012 | Post by: Gwen Moore 2 Comments

Get Out the Vote

Let’s face it, when we vote – whether in a political election or in selecting someone to join our organization – the decisions that determine the successful candidate – come down to four basic criteria:

  1. Who the candidate is – vision, definition of success, agenda, motivation, beliefs, values.
  2. The experience the candidate has – knowledge, skills and abilities to get the job done.
  3. How likeable the candidate is – personality, style, fit within the team.
  4. The degree to which they enhance our life – contributing to our success and quality of life.

How much each of these weigh in our vote might differ from person to person, yet all are important considerations.  Some might give each an equal 25% weight to the overall decision; others may place more emphasis on one or more of the components.  No matter how you structure your decision, it’s important to carefully consider each aspect and apply a consistent methodology to every candidate.

Once the evaluation process is defined, share it with the entire interview team and use it as tool to help guide who will be evaluating the candidate in these areas.  Discussing with your team is a great way to prevent interview overlap and make sure all your bases are covered.

2 Comments to Get Out the Vote

  1. search engine marketing
    October 2, 2012 12:56 pm

    Some participants in your research may not take it seriously and will provide silly, inaccurate answers or engage in purposely aberrant behaviors. This most likely occurs with surveys that individuals complete but occasionally can occur during interviews or even with observations. These answers can throw off your entire research project, so it is very important that you examine your surveys or interviews for this type of erroneous information. If you find information that is highly questionable, it is best to not include it in your analysis of results.

  2. mercadeo en linea
    October 5, 2012 6:56 am

    The management team, not employees or the rest of the family, determines the paradigms that shape the human resource environment. Managers choose their paradigms. Managers can change their paradigms. In turn, managers’ human resource planning, hiring, training, communication, and discipline practices mold the work force. The causation is from management to labor, not labor to management. Managers incorporate their paradigms into the business’ culture. Each business’ culture reflects its uniqueness, i.e., its values, beliefs, jargon, norms, and traditions. By changing its paradigms, the management team can change the business’ culture and the environment within which its people are functioning. To illustrate, a paradigm that views employees as not caring about the business will cause management to be hesitant to ask for their opinions or delegate responsibility to them. This leads to a culture in which employees are distrusted and isolated from management. A paradigm that views workers as caring and dedicated to the business will lead to managers trusting them and asking for their input on important decisions. The result is a trusting culture and mutual respect. Together, paradigms about people and the business’ culture determine the environment within which people do their jobs. A positive human resource environment reduces risk and increases the business’ ability to handle the risk that does exist.

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