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Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
Application forms ,training and experience evaluation ,and reference checks
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Application forms ,training and experience evaluation ,and reference checks

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  • 1. Application forms ,training and experience evaluation ,and reference checks 心碩一 98335013 黃士玶
  • 2. Methods of Collecting Reference Data
  • 3. Letters of recommendation
    • Specific,simply,not comparative data
    • for high-skill or professional jobs
    • Provide greater depth of information
    • Leniency bias
    • Predictive validity:more structured ,rigorous evaluation apporach
    • Longer letter is more indicative of positive attitude than a short letter
  • 4.
    • Disadvantage:
      • Writers have the difficult task of organizing the letter and deciding what to include in the letter
      • Letter quality will depend on the effort expended by the writers and their ability to express their thoughts
      • Writer tend to be quite positive in their evaluation and often lack specificity and accuracy in letter writing
      • The same job-relevant information will not be obtain on each applicant,which makes it hard to compare candidates
      • Information relevant to areas or issues important to the hiring organization may be omitted in the letter
      • The scoring of the letter is subjective and based on the reader’s interpretation
  • 5. In-person checks
    • Face to face personal contact with a reference giver
    • More useful information exchange
    • These contacts are part of background investigation and concern jobs in which an incumbent is a potential security or financial risk
    • Expensive,time-consuming,impractial
  • 6. Sources of Reference Data
  • 7. Sources of Reference Data
    • For these data are useful ,the reference giver must meet four conditions
      • They must have had a chance to observe the candidate in relevant situations
      • They must have knowledge of the candidate
      • They must be competent to make the evaluations requested and be able to express themselves so their comments are understood as intended
      • They must want to give frank and honest assessment
  • 8. Former employers
    • An important source for verifying previous employment records and for evaluation an applicant’s previous work habits and performance
    • Information from previous supervisor is particularly valuable
  • 9. Personal reference
    • Provide includes information relevant to prior employment opportunities ,as well as detailed description of the candidate’s qualities and behavior characteristics
  • 10. Investigative agencies
    • Obtain more detailed information than other source
    • Be helpful for making hiring decision and for building a defense against a claim of negligent hiring
    • expensive(several hundred dollars) and require more time for obtaining results
  • 11.
    • Two basic types reports
      • Consumer reports:any written or oral communication collected by agency concerning an individual’s credit standing ,character, general reputation ,or personal characteristics that is used to establish an individual’s eligibility for employment
      • Investigative consumer reports:base on personal interviews with an applicant’s friends,neighbors,or acquaintances
  • 12. Public records
    • The employer should be sure that the information solicited does not discriminate against a protected group, and that it can be justified by nature of job for which applicant screening is being undertaken
    • These records include the following:
      • Criminal records
        • The state’s central criminal record repository
        • Check the state police records
  • 13.
      • Motor vehicle department records
        • Driving record should only be obtained when driving is an essential function of the job
      • Worker’s compensation records
      • Federal court records
        • It is illegal for any employers but the government to use these system for employment purpose
      • Education records
        • Telephone check
        • Send trancript
  • 14. Legal issue affecting the use of reference checks
  • 15. Discriminatory impact and defamation of character
    • For defamation to occur ,several elements must be present:
      • A written or oral discriminatory statement must have been given
      • There must be a false statement of fact
      • Injury must have occurred to the referee , such as the inability of the reference to get another job because of the previous employer’s statement
      • The employer does not have absolute or qualified privilege
  • 16. Negligent hiring
    • For an employer to be held liable in negligent hiring , five points must be covered:
      • An injury to a third party be shown to be caused by an individual who is in the employment of a firm
      • The employee must be shown to unfit for the job that he or she held
      • It must be shown to that employer knew or should have known that employee was unfit the job
      • The injury received by the third party must have been a foreseeable outcome resulting from the hiring of the unfit employee
      • It must be shown that the injury is a reasonable and probable outcome of what the employer did or did not in hiring the individual
  • 17.
    • Suits involving negligent hiring typically encompass the following types of issues:
      • Those in which there was intentional employee misconduct
      • Those in which physical harm occurred
      • Those in which an employee does not possess the skill or ability to perform a job task
  • 18. Recommended steps for using reference checks
  • 19.
    • Reference data are most properly used when the data involve job related concerns
    • Because we are tailoring the content of our reference check to the content of a specific job,we will likely need more than one general form for all position an organization
    • Reference checks are subject to the Uniform Guideline
    • A more structure reference checking system rather than an unstructured system,is less likely to be open to charges of sidcrimination
    • Applicants should be asked to give written permission to contact their reference
  • 20.
    • Reference takers collecting information by telephone or in person should be trained in how to interview reference givers
    • All reference check information should be recorded in writing
    • If a job applicant provides references but reference information cannot be obtained, ask the applicant for additional reference
    • Check all application form and resume information
    • Before negative information is employed ,prospective employers should
      • Verify its accuracy with other sources
      • Be sure that disqualification on the basis of the information will distinguish between those who will fail and those who will succeed on the job
      • Use the same information consistently for all applicants

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