Structured interviews are a valuable tool for

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Structured interviews are a valuable tool for assessing a candidate’s organizational fit; the results from these interviews can be an indicator of the individual’s success or failure in role (Lomax, 2001). Structured interviews designed to assess organizational fit should focus on character traits deemed essential by the company. For individuals moving to roles outside their home company, traits such as openness to experience, flexibility, persistence, and empathy have been identified as key predictors of the individual’s performance in role (McCall & Hollenbeck, 2002). GlaxoSmithKline has institutionalized a “Candidate Care” model which is a process and prescribed set of behaviors that applies a customer service model to candidates’ recruitment experiences. Treat prospective employees in the same manner as your valued customers, not as traditional job applicants. Ensure that all applicants, those who successfully gain employment and those who do not, have a positive story to share with others. Lou Manzi, vice president of global recruitment, views GSK’s candidate care process as a competitive advantage, one that enhances GSK’s reputation as a preferred employer while increasing the firm’s brand equity.
Practical steps for global hiring managers include the following: Provide each applicant with a positive and realistic understanding of the company Excite them about your brand by clearly and concisely describing what your firm stands for Involve people from diverse perspectives (that is, nationalities, functions, tenure) in the interview process Don’t overpromise and underdeliver Stage 2: Accommodation or Organizational Entry Effective on-boarding practices implemented during the newcomer’s entry into the organization tap into the individual’s innate motivation to understand and make sense of his or her new environment. During this phase, three areas require focus: transactional basics, performance expectations, and initial orientation. Transactional Basics The transactional basics truly represent a double-edged sword: when executed well they are not sufficient to create an effective on-boarding experience, but any lapses here will destroy even the most comprehensive on- boarding effort. Post-Offer Acceptance Communication . Communicate frequently with the new employee after she has accepted the offer to welcome her into the organization. Carefully craft any formal announcement that will be issued internally or externally to introduce the successful candidate. Include not just the candidate’s title and background but introduce the audiences to his mandate: what is he going to bring to the organization? Be sensitive to cultural norms when announcing new employees or employees transitioning to a new role. For example, announcements in Western countries may be more detailed and highlight individuals’ accomplishments whereas Asian cultures may downplay past successes.

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