MGMT 453

Being interviewed is a standard component in the hiring process. I’ve participated in interviews on both sides of the table, as the interviewee and the interviewer. In both instances, I felt that the most effective interviews were when the questions asked were centered around the job and the answers were assessed against specified criteria. Unfortunately, not all of my experiences were the most effective. I’ve often left interviews feeling unsure about the job expectations or what the day-to-day operations look like even when those are questions that I asked at the end of the interview. Another issue is that I felt that at the end of the interview I’ve been left wondering what’s next and the interviewers have kept it vague such as “we will follow up with you when we have made a decision” instead of providing a definitive date for follow up or a good contact to reach out to for any unanswered questions. 

There are a few ways that I would advise the previous employers on how to improve the effectiveness of their interviews. First, they should ensure that they have a solid understanding of the job roles and what is listed within the job description while ensuring that the job description utilizes gender neutral adjectives (Knight, 2017; Oregon State University, n.d.). Second, I would encourage them to standardize their interviews, not only through their questions, but also by assessing the answers against clearly defined criteria (Knight, 2017; Oregon State University, n.d.). Third, I would encourage them to ensure that there is a well-defined follow up process in place to ensure continued communication with the applicants after the interview has been completed to continue to keep applicable applicants engaged in the process.  

Knight, R. (2018). 7 Practical Ways to Reduce Bias in Your Hiring Processes. Society for Human Resources Management.

Oregon State University. (n.d.). W5 Lecture 4 – Increasing Interview Effectiveness. Human Resource Management – MGMT 453. 

A fundamental component in human resource management is the development of job descriptions (Tyler, 2013). Job descriptions drive the functions of HR varying from planning to recruitment through hiring and even audits and reviews, but they rarely receive the attention they deserve (Fernández-Aráoz et al., 2009, p. 79). Organizations place themselves at risk with reduced operational function and potential legal implications when they utilize outdated job descriptions (Tyler, 2013). Even with these risks, human resource management teams are typically unable to update job descriptions in a timely fashion, with the minimum recommendation being annually (Tyler, 2013). 

Personally, I have accepted two roles at different organizations in different industries in the last 10 years where the job descriptions were severely outdated and lacked critical information pertaining to the role. While I ultimately am grateful that I gained the experience that I did, and I thoroughly asked questions in my interviews to gain a better understanding of the roles, the job descriptions should have aligned with the job expectations. Had I not accepted those roles and moved forward with employment in those organizations after gaining a deeper understanding of the job role, I would have wasted not only my own time but the organization’s management and human resource personnel’s time when an updated job description could have provided me a better understanding of the expectations within the role. 

I have a few ideas on ways to mitigate the delay in developing and maintaining job descriptions that other human resource management teams could seek to implement. First, collaborate with the employees who are actually doing the work. Have them review the job descriptions annually at a minimum, but more preferably bi-annually. HR could then utilize that feedback to update the job descriptions more frequently as they would have the needed data and information straight from the source. Another idea that integrates with having the employees assist in the job description management is to create a simple checklist or template that allows for updates to be made in a timely fashion. While these solutions might not work for everyone, they are a step in the right direction!

Fernández-Aráoz, C., Groysberg, B., Nohria, N. (May 2009). The Definitive Guide to Recruiting in Good Times and Bad. Harvard Business Review. 

Tyler, Kathryn. (January 1, 2013). Job Worth Doing: Update Descriptions. SHRM. 

Welcome to blogs.oregonstate.edu. This is your first post. Edit or delete it, then start blogging!