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Hello world!

My last experience as a job applicant was over 14 years ago; however, I remember most the process well. I was working for the New York Times where I wrote a couple of op-ed (opposite the editorial page) pieces. One article piqued the interest of the American Educational Research Association (AERA), so I was asked to coauthor and present a paper at AERA.

After the presentation, a VP from Pearson started recruiting me. Initially, there were several meetings and phone calls. The company wanted me to do something very new with high-stakes assessments. It was an exciting prospect, so I decided to give the job a “go.”

First—the interview process. 8 different people interviewed me. They “seemed” to have behavioral questions to ask, but a few interviewers went off script with trick questions. I would give the interview process a solid C-; I was not impressed.

I received an offer; it was okay, but it was not in line with the rest of the recruitment process. I countered their offer, and they were surprised. I was ready to back out of the process because the benefits package that didn’t align with the recruitment process. I would give this part of the hiring process a D-!

There was a disconnect between what HR offered and what the hiring manager had told me would be the expected offer. I was not happy, so I started negotiating for a better benefits package.

In the end, my benefits package lived up to the initial information I had been given. Before this job opportunity, I had never been recruited. I had only applied for jobs and hoped for an interview. Though I scored the hiring processes low, the actual job and organization are awesome–regardless of the initial bumps.

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Job Descriptions

I must admit, when I applied for my last job, I knew nothing about the organization or the type of work that I was going to perform for several years, so the job description played almost no part in why I applied for the position. I just knew I would be doing something very different from anything I had done before—and the recruiter told me that I was a great fit for the job. At the time, it was also hard to research the job because of the tight security involving large-scale assessments. Additionally, only two organizations were part of a massive contract overseen by a gigantic consortium of states. The two organizations kept a “tight lid” on all their “proprietary” knowledge, skills, and abilities concerning the actual job I would be doing. It is a bit embarrassing now; I just blindly jumped into a job without any solid information about the job or the organization’s expectations of the position.

The actual job description included some the following language: Review of items for large-scale assessments; evaluation of passages for use in large-scale assessments; interpretation of blueprints, and the construction of operational and field tests across multiple contracts. I did not even know what most the description meant in context to my experience, training, and education. As I learned the job, I found that a small part of what the job description outlined was a small part of what I did on a daily basis. The job description was about a 20% match to the work I performed.

I do not think the organization completed a job analysis as outlined in this week’s mini lectures. Not only was the job description vague, the details of what the job entailed seemed to change constantly as the contract grew, so we were always in a state or “training up.” This was not an enjoyable job, but I was promoted to a new position in the organization very quickly.

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Discrimination Uncategorized

Experiences with Discrimination

Before making any kind of judgment, I would want mor clarification as to what type(s) of “widespread discrimination” occurred. I require specific information and/or allowable details to determine how I would feel or act. Facing a lawsuit or being in the middle of/and fighting a lawsuit are different to me. Though I would not be happy with any allegation of discrimination or civil rights violations, simply reading about something is not going to make me do much more than research the situation. It could be far-fetched, but there have been instances where frivolous lawsuits occur.

There would need to be much more than one news article documenting the discrimination for me to be more than “interested” in the report, and the newspaper reporting the story would have to be one that is known for reporting reliable source of information. It does not make sense for me to either support or oppose the company concerning the information in the report without more information. I do not want anyone to suffer, nor do I want anyone to be discriminated against, but I am not going to judge anyone, or anything based on a news article.

If proven guilty, I would never trade with the company in question again, and I seriously doubt I would ever apply to work for a company proven to have widely stomped on individual’s civil rights. It is important to note that I am not reactionary and want to hear and/or see proof before accusing someone or something of wrongdoing.

As a side note, I have stopped doing business with one company that was sued (and lost) for discrimination based on people’s ethnicity and culture. It was blatant and the evidence was well documented.

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Uncategorized

The Case for Recruitment & Selection

Organizations that allot more money, time, and people to marketing and product design mistakenly think that just the product(s) and how it/they are marketed increase customer interaction, revenues, and profits. These organization taut that they are customer centric. In attempting to thwart competitors in the market, organizations become myopic and place the company’s products before its people. These companies build attempt to build their business through brand identityto drive conversion rates that will eventually deliver a high/improved ROI.

The “human side,” or what business owners and executives consider the “soft side” of business, is harder to quantify. They may believe that syphoning off resources to build less tangible outcomes is a waste.  Managers who do not invest in their people tend to believe that putting more effort, money, and time into people for “improved morale” has little payoff. As explained in the lecture, organizations that do not invest in people, increase “. . . costs due to lost business, costly employee mistakes, and employee disengagement.”

The strengths in not prioritizing recruitment and selection allows an organization to spend more time and money on building the business through time spent on research, analytics and metrics, and technology. Increasing efforts to improve products by understanding the market and its constituents supplies the data to make more business improvements. Investing in new technologies with new CRMs can give more insight to client’s buying behaviors.

The potential weaknesses in companies not prioritizing recruitment and selection can result in a weak business and a loss of customers and revenue. Poor employees (those who were not adequately vetted or not appropriately educated or trained) can cause an organization to lose money and clients. If constant rework is needed to fix issues caused by “weak” hires, the organization is doubling expenses through time and effort.