The interview process
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The documents outline the stages of the hiring process from application to post-interview. They describe: 1) The application process where candidates submit application packs with details to help employers determine eligibility, and are provided information about job requirements. 2) The shortlisting process to select the most qualified candidates for interviews from a large applicant pool. 3) The interview stage where candidates are asked questions and evaluated based on characteristics. Interviewers use checklists to assess candidates. 4) The post-interview process of informing candidates of hiring decisions, providing feedback, and conducting reference and background checks before finalizing employment. The stages are presented to inform applicants of what to expect and help move the process
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Informing candidates
The document outlines the rules and procedures for conducting interviews at Ashton Sixth Form. It discusses:
- Scoring candidates based on their responses and selecting the highest scoring candidate.
- Providing feedback to candidates and the option to interview again if a candidate scores high on most questions.
- Maintaining confidentiality of candidates' information and treating all candidates fairly.
- Creating an organized, fair process by agreeing on questions, documentation criteria, and communication guidelines.
New position checklist
This document outlines the checklist for the Ashton Sixth Form job application process. It describes the 12 key stages: 1) advertising the job, 2) receiving job applications, 3) shortlisting candidates, 4) sending interview letters, 5) preparing the selection panel, 6) informing candidates of interview details, 7) preparing interview questions, 8) printing questions and documents, 9) conducting interviews, 10) informing candidates of the hiring decision, 11) notifying unsuccessful candidates, and 12) informing the successful candidate of the job details.
Mafer interview
The document discusses the importance of job interviews in the hiring process and best practices for conducting effective interviews. It notes that structured interviews following a standardized format are more reliable and valid than unstructured interviews. It also recommends training interviewers to minimize biases, ask relevant questions, evaluate candidates consistently based on job requirements, and avoid making quick judgments. Specific tips for job seekers include preparing a simple but complete resume, being honest, maintaining eye contact, and emphasizing one's values and potential contributions to the employer.
Rehearsing For Your Interview
The document provides tips for effectively preparing for a job interview. It recommends updating your voicemail message, email address, and social media profiles to portray a professional image. You should understand your own skills and strengths and have examples ready to discuss. Rehearse answers to common behavioral interview questions related to the position. Research the company and be ready to explain why you are interested in the role and qualified for it. Dress professionally for the interview and have thoughtful questions prepared to ask the employer.
Contractor CV Blog
The document provides advice for job seekers on improving their job search process and standing out among applicants. It recommends keeping resumes concise and focused on achievements. It also advises applicants to carefully consider whether roles are a strong fit based on the job description, gain referrals by staying in touch with recruiters, and focus on opportunities with longevity over short-term contracts. Maintaining relationships and demonstrating relevant experience are emphasized as important tactics.
3 Early Warning Signs When Hiring Sales Reps
During the early stages of hiring, there are 3 warning signs you should be aware of that will help you weed out poor candidates from the candidates that will be successful in the future.
Understand your Customer: Functional vs Emotional Needs
What customer needs are you actually addressing with your product? If you think that question is hard to answer, you're not alone! With constantly emerging digital technologies, customers have more needs and expectations than ever before. Navigating these needs and identifying the right ones can be a challenge. In this talk, Tobias will dig into the two primary types of customer needs: functional and emotional. With concrete examples from Blackboard, Tobias will guide you through how to understand, operationalize and measure these needs to build better and more fitting products for your customers.
Everything hr
This document provides an overview of the key steps in human resource management for agricultural businesses. It discusses conducting a job analysis to define job requirements and write job descriptions. It emphasizes the importance of determining hiring needs and recruitment strategies. When selecting candidates, it recommends using applications, interviews, tests, and references to evaluate qualifications and determine the best fit for the job. The document provides tips for developing effective interview questions that relate to job duties without discriminating against applicants.
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Informing candidates
The document outlines the rules and procedures for conducting interviews at Ashton Sixth Form. It discusses:
- Scoring candidates based on their responses and selecting the highest scoring candidate.
- Providing feedback to candidates and the option to interview again if a candidate scores high on most questions.
- Maintaining confidentiality of candidates' information and treating all candidates fairly.
- Creating an organized, fair process by agreeing on questions, documentation criteria, and communication guidelines.
New position checklist
This document outlines the checklist for the Ashton Sixth Form job application process. It describes the 12 key stages: 1) advertising the job, 2) receiving job applications, 3) shortlisting candidates, 4) sending interview letters, 5) preparing the selection panel, 6) informing candidates of interview details, 7) preparing interview questions, 8) printing questions and documents, 9) conducting interviews, 10) informing candidates of the hiring decision, 11) notifying unsuccessful candidates, and 12) informing the successful candidate of the job details.
Mafer interview
The document discusses the importance of job interviews in the hiring process and best practices for conducting effective interviews. It notes that structured interviews following a standardized format are more reliable and valid than unstructured interviews. It also recommends training interviewers to minimize biases, ask relevant questions, evaluate candidates consistently based on job requirements, and avoid making quick judgments. Specific tips for job seekers include preparing a simple but complete resume, being honest, maintaining eye contact, and emphasizing one's values and potential contributions to the employer.
Rehearsing For Your Interview
The document provides tips for effectively preparing for a job interview. It recommends updating your voicemail message, email address, and social media profiles to portray a professional image. You should understand your own skills and strengths and have examples ready to discuss. Rehearse answers to common behavioral interview questions related to the position. Research the company and be ready to explain why you are interested in the role and qualified for it. Dress professionally for the interview and have thoughtful questions prepared to ask the employer.
Contractor CV Blog
The document provides advice for job seekers on improving their job search process and standing out among applicants. It recommends keeping resumes concise and focused on achievements. It also advises applicants to carefully consider whether roles are a strong fit based on the job description, gain referrals by staying in touch with recruiters, and focus on opportunities with longevity over short-term contracts. Maintaining relationships and demonstrating relevant experience are emphasized as important tactics.
3 Early Warning Signs When Hiring Sales Reps
During the early stages of hiring, there are 3 warning signs you should be aware of that will help you weed out poor candidates from the candidates that will be successful in the future.
Understand your Customer: Functional vs Emotional Needs
What customer needs are you actually addressing with your product? If you think that question is hard to answer, you're not alone! With constantly emerging digital technologies, customers have more needs and expectations than ever before. Navigating these needs and identifying the right ones can be a challenge. In this talk, Tobias will dig into the two primary types of customer needs: functional and emotional. With concrete examples from Blackboard, Tobias will guide you through how to understand, operationalize and measure these needs to build better and more fitting products for your customers.
Everything hr
This document provides an overview of the key steps in human resource management for agricultural businesses. It discusses conducting a job analysis to define job requirements and write job descriptions. It emphasizes the importance of determining hiring needs and recruitment strategies. When selecting candidates, it recommends using applications, interviews, tests, and references to evaluate qualifications and determine the best fit for the job. The document provides tips for developing effective interview questions that relate to job duties without discriminating against applicants.
SWOT report - Sainsbury (2013)
Sainsbury is a major UK retailer founded in 1869 operating over 1000 stores. A SWOT analysis was conducted using secondary data sources to evaluate Sainsbury's strengths, weaknesses, opportunities, and threats. Key strengths included a strong brand reputation in the UK and increasing profits and market share in recent years. Weaknesses included a smaller market share than competitor Tesco and lack of international expansion. Opportunities existed in marketing campaigns, selling digital goods, and gaining customers from competitors' issues. Threats included price matching from competitors reducing benefits and diminishing loyalty program value.
Selection memo
Lewis created criteria lists to aid in shortlisting applicants for apprenticeships at Ashton Sixth Form. The essential criteria include having the potential to achieve the apprenticeship, not being in education with higher qualifications, ability to work in a team, and having good planning and organization skills. Desirable criteria include interest in business/administration and effective computer/ICT skills. Shortlisted applicants are needed by December 1st as interviews will begin the following week.
Team effectiveness (further)
This document discusses three different teams: a basketball team, a sales team at Tesco, and a charity management team.
For the basketball team, members had allocated roles and would discuss tactics before and during matches. Communication and teamwork helped encourage improvement. One issue was that tactics could not be discussed during loud games.
The sales team at Tesco would work on big tasks together rather than individually. This allowed them to quickly accomplish required work and show collective skills. However, it may have been faster if people specialized in certain tasks.
The charity management team organized an ongoing online tournament to raise funds. They coached participating teams with guidelines rather than extra knowledge. Members focused on different roles but still collaborated on ideas
Safety procedures
The document outlines various safety procedures and rules at The Howard School. It discusses visitor procedures, missing children procedures, student identification, fire drills, security lockdown procedures, building rules, activity rules, and risk assessment procedures. It provides details on how risk assessments are conducted, including the format, content, identified hazards, and best practices. Recommendations are made to improve safety in the hall, sixth form canteen, business room, and ELC based on risk assessments of those locations.
Team cohesion
A cohesive team has members that focus on both task functions and process maintenance roles. Task functions include proposing objectives, clarifying goals, seeking information and opinions, keeping the group on track, summarizing ideas, and suggesting ways forward. Process maintenance roles involve supporting other members, ensuring inclusion, reconciling disagreements, making suggestions for compromise, and monitoring the group. Together, a focus on both task functions and process maintenance helps create a cohesive team that works well toward its goals.
A business evaluation
The document provides an evaluation of the badge/logo, prospectus, website, and newsletter of the Howard School and compares them to the Robert Napier School.
The evaluator finds that the Howard School badge lacks visual appeal and clarity. The prospectus has an unattractive layout with messy overlapping images and lacks visuals of the school itself. The website has a clear structure but could better organize exam dates. The newsletter provides important dates upfront but lacks interesting content.
In comparison, the Robert Napier School prospectus and website have neater layouts while the newsletter uses varied design elements but places important dates at the back. Overall, the evaluator finds room for improvement across Howard School's marketing materials.
Health and safety responsibilities
The principal is responsible for overseeing day-to-day school operations and ensuring compliance with health and safety regulations. This includes keeping risk assessments updated, maintaining asbestos and substance control programs, and ensuring safe vehicle access, security, first aid resources, and off-site visits. The principal also leads by example, staffs the school appropriately, supervises staff, and communicates with parents.
The health and safety officer develops, monitors, and implements the health and safety policy to reduce hazards and accidents in compliance with laws. This involves inspections, drills, investigations, and record keeping.
Department heads such as for art and design are responsible for updating safe work systems, ensuring staff and students follow safety
Health and safety in the physical environment
A document outlining the health and safety measures in place at the Howard School's physical environment
Vending machine Questionnaire
This survey document asks respondents for their gender, year group, whether they would use a school vending machine, what products they would buy from it, how much they are willing to spend per item, whether vending machines should be available to younger students, whether they prefer cans or bottles, and the most appropriate location for a vending machine.
Marketing mix
I am going to develop a coherent marketing mix for a new product. To do this I will explain what the marketing mix is, the importance of each element, and the detail of the product, the price, the place and the promotion. I will also create my own chocolate bar using the marketing objectives and the laws.
Health and safety improvements
The document identifies several areas for improvement at the school. First, building work should be done during breaks instead of school hours to minimize disruption and safety risks. Second, trailing wires and use of extension cords should be reduced, such as installing sockets on the stage instead of cords in the hall. Third, the school needs to improve disabled access by installing lifts and widening doorways to comply with discrimination laws. Fourth, fire extinguishers should be relocated to central areas rather than by doors. Fifth, visitor badges should be more obvious to easily distinguish visitors from students. Sixth, teachers should take the register immediately at the start of lessons to track attendance and identify truancy or missing students. Seventh, more signs with rules should be
Person specification
This document outlines the person specification for the role of BTEC National Business Teacher. It lists essential attributes such as good personal hygiene, organization skills, and the ability to meet deadlines and use computers basics. Desired attributes include an understanding of computers, good typing speed, and the ability to drive a minibus. The candidate should have a BA or BSc degree and postgraduate qualifications are desirable. Additional qualifications in IT, finance or economics are also desirable. The role requires knowledge of basic typing, use of printers, email and Microsoft Office software. Temperament requirements include patience, dedication, enthusiasm and a polite attitude.
Team effectiveness
The team was overall effective in meeting its objectives for the event. They completed documents swiftly according to standards but could have better utilized team members' strengths. Sales were very successful, making a £500 profit, but the small space of the tuck shop became crowded. Feedback noted the noise level and small space as downfalls. Customers rated the event highly but provided criticism to improve availability and space for the next event.
Team roles
The document outlines the roles and responsibilities of team members for a project. It identifies 8 key roles: Chair, Shaper, Plant, Monitor-Evaluator, Resource-Investigator, Company Worker, Team Worker, and Finisher. For each role, it provides a brief description of the person assigned to that role and their main responsibilities. The Chair, Anthony, acts as the team leader and manages resources and time. Lewis B is the Shaper who decides objectives and guides the team. Jack, the Plant, focuses on research and new ideas. Aaron, the Monitor-Evaluator, analyzes team statistics and progress. Lewis A investigates resources as the Resource-Investigator. Manny takes on practical work as the Company Worker.
Incident log
The incident log recorded events from April 29th to May 6th, including missing documents that were reprinted, an attempted theft stopped and item retrieved, a scheduling disagreement resolved by checking documents, a scheduled person not arriving so backup called in, and a disagreement over profit that was resolved with assistance.
Business information
The document discusses different methods of communication and sharing information, including meetings, written communication, on-screen information, multimedia, and web-based information. For each method, it outlines how it can be used to update knowledge, inform future developments, and provide strategic direction. It also provides a SWOT analysis of the strengths, weaknesses, opportunities, and threats of each method. The document serves to analyze different communication tools and how they can be effectively used to share information within an organization like a school.
Website launch plan
The document outlines plans for launching and maintaining a new school website. It discusses promoting the website before launch through posters and letters to generate interest. It will offer an initial 20% discount to encourage visitors to return. The website will have a preview system for testing changes, private registration for security, backup hosting, and a ticket system for user feedback. It will be hosted on the school's secure servers for faster loading and independence rather than an external host.
Strategic direction
Verbal communication such as meetings is best for getting feedback from various stakeholders like staff, teachers, and governors on how to improve the school. However, telephone or letters could also be used in some cases. Whole school meetings provide staff with information on new policies, training sessions, and important issues to address. Written communication is best for informing large groups, like parents, but is not as effective if feedback is needed. Letters are used to notify students and teachers of predicted grades and targets, which help guide students and allow teachers to plan workloads. Copies of letters are kept on file for record keeping.
Hairspray contract
The contract outlines 9 conditions for the school production of Hairspray: 1) it must be performed on school grounds, 2) all performers must be 19 or under and regular members of the school group, 3) the cast must be full-time students, 4) no payment can be provided to the cast or orchestra, 5) no cast members can be in an actors' union, 6) the event cannot be recorded, 7) the production cannot tour other venues, and 9) specifics must be included in the titles and credits. The school met all the conditions of the contract for their student performance of Hairspray.
Marks and spencers
Marks and Spencer's has several business and marketing objectives:
1) Focus on improving their brand, stores, clothing range, home department, and food products in the UK.
2) Distribute products through various channels including stores, phone, and online.
3) Increase international sales in markets they currently operate in.
4) Reduce costs and increase control through investments in IT, logistics, and supply chain.
Tips For Passing A Telephone Interview
This document discusses telephone interviews, including what they are used for and tips for succeeding in them. Telephone interviews are used as an initial screening process to efficiently filter a large number of applicants. They assess whether candidates have the required skills and qualifications for a role based on the job description. The document provides 10 tips for passing telephone interviews, such as preparing thoroughly, having relevant documents handy, communicating clearly, listening actively, and showing enthusiasm. Understanding the job requirements and practicing examples of one's relevant experience are emphasized as crucial for demonstrating fit for the position.
How to Sucessuful in Job Interview
The document provides tips for succeeding at a job interview: do research on the company and position; make a great first impression by arriving early and dressing appropriately; participate actively in the interview by asking questions while avoiding criticism; and follow up after the interview to express continued interest in the position. Key advice includes learning about the company, matching your skills to the job, arriving 10-15 minutes early, dressing smartly, having questions prepared, and following up after a few days if not contacted.
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SWOT report - Sainsbury (2013)
Sainsbury is a major UK retailer founded in 1869 operating over 1000 stores. A SWOT analysis was conducted using secondary data sources to evaluate Sainsbury's strengths, weaknesses, opportunities, and threats. Key strengths included a strong brand reputation in the UK and increasing profits and market share in recent years. Weaknesses included a smaller market share than competitor Tesco and lack of international expansion. Opportunities existed in marketing campaigns, selling digital goods, and gaining customers from competitors' issues. Threats included price matching from competitors reducing benefits and diminishing loyalty program value.
Selection memo
Lewis created criteria lists to aid in shortlisting applicants for apprenticeships at Ashton Sixth Form. The essential criteria include having the potential to achieve the apprenticeship, not being in education with higher qualifications, ability to work in a team, and having good planning and organization skills. Desirable criteria include interest in business/administration and effective computer/ICT skills. Shortlisted applicants are needed by December 1st as interviews will begin the following week.
Team effectiveness (further)
This document discusses three different teams: a basketball team, a sales team at Tesco, and a charity management team.
For the basketball team, members had allocated roles and would discuss tactics before and during matches. Communication and teamwork helped encourage improvement. One issue was that tactics could not be discussed during loud games.
The sales team at Tesco would work on big tasks together rather than individually. This allowed them to quickly accomplish required work and show collective skills. However, it may have been faster if people specialized in certain tasks.
The charity management team organized an ongoing online tournament to raise funds. They coached participating teams with guidelines rather than extra knowledge. Members focused on different roles but still collaborated on ideas
Safety procedures
The document outlines various safety procedures and rules at The Howard School. It discusses visitor procedures, missing children procedures, student identification, fire drills, security lockdown procedures, building rules, activity rules, and risk assessment procedures. It provides details on how risk assessments are conducted, including the format, content, identified hazards, and best practices. Recommendations are made to improve safety in the hall, sixth form canteen, business room, and ELC based on risk assessments of those locations.
Team cohesion
A cohesive team has members that focus on both task functions and process maintenance roles. Task functions include proposing objectives, clarifying goals, seeking information and opinions, keeping the group on track, summarizing ideas, and suggesting ways forward. Process maintenance roles involve supporting other members, ensuring inclusion, reconciling disagreements, making suggestions for compromise, and monitoring the group. Together, a focus on both task functions and process maintenance helps create a cohesive team that works well toward its goals.
A business evaluation
The document provides an evaluation of the badge/logo, prospectus, website, and newsletter of the Howard School and compares them to the Robert Napier School.
The evaluator finds that the Howard School badge lacks visual appeal and clarity. The prospectus has an unattractive layout with messy overlapping images and lacks visuals of the school itself. The website has a clear structure but could better organize exam dates. The newsletter provides important dates upfront but lacks interesting content.
In comparison, the Robert Napier School prospectus and website have neater layouts while the newsletter uses varied design elements but places important dates at the back. Overall, the evaluator finds room for improvement across Howard School's marketing materials.
Health and safety responsibilities
The principal is responsible for overseeing day-to-day school operations and ensuring compliance with health and safety regulations. This includes keeping risk assessments updated, maintaining asbestos and substance control programs, and ensuring safe vehicle access, security, first aid resources, and off-site visits. The principal also leads by example, staffs the school appropriately, supervises staff, and communicates with parents.
The health and safety officer develops, monitors, and implements the health and safety policy to reduce hazards and accidents in compliance with laws. This involves inspections, drills, investigations, and record keeping.
Department heads such as for art and design are responsible for updating safe work systems, ensuring staff and students follow safety
Health and safety in the physical environment
A document outlining the health and safety measures in place at the Howard School's physical environment
Vending machine Questionnaire
This survey document asks respondents for their gender, year group, whether they would use a school vending machine, what products they would buy from it, how much they are willing to spend per item, whether vending machines should be available to younger students, whether they prefer cans or bottles, and the most appropriate location for a vending machine.
Marketing mix
I am going to develop a coherent marketing mix for a new product. To do this I will explain what the marketing mix is, the importance of each element, and the detail of the product, the price, the place and the promotion. I will also create my own chocolate bar using the marketing objectives and the laws.
Health and safety improvements
The document identifies several areas for improvement at the school. First, building work should be done during breaks instead of school hours to minimize disruption and safety risks. Second, trailing wires and use of extension cords should be reduced, such as installing sockets on the stage instead of cords in the hall. Third, the school needs to improve disabled access by installing lifts and widening doorways to comply with discrimination laws. Fourth, fire extinguishers should be relocated to central areas rather than by doors. Fifth, visitor badges should be more obvious to easily distinguish visitors from students. Sixth, teachers should take the register immediately at the start of lessons to track attendance and identify truancy or missing students. Seventh, more signs with rules should be
Person specification
This document outlines the person specification for the role of BTEC National Business Teacher. It lists essential attributes such as good personal hygiene, organization skills, and the ability to meet deadlines and use computers basics. Desired attributes include an understanding of computers, good typing speed, and the ability to drive a minibus. The candidate should have a BA or BSc degree and postgraduate qualifications are desirable. Additional qualifications in IT, finance or economics are also desirable. The role requires knowledge of basic typing, use of printers, email and Microsoft Office software. Temperament requirements include patience, dedication, enthusiasm and a polite attitude.
Team effectiveness
The team was overall effective in meeting its objectives for the event. They completed documents swiftly according to standards but could have better utilized team members' strengths. Sales were very successful, making a £500 profit, but the small space of the tuck shop became crowded. Feedback noted the noise level and small space as downfalls. Customers rated the event highly but provided criticism to improve availability and space for the next event.
Team roles
The document outlines the roles and responsibilities of team members for a project. It identifies 8 key roles: Chair, Shaper, Plant, Monitor-Evaluator, Resource-Investigator, Company Worker, Team Worker, and Finisher. For each role, it provides a brief description of the person assigned to that role and their main responsibilities. The Chair, Anthony, acts as the team leader and manages resources and time. Lewis B is the Shaper who decides objectives and guides the team. Jack, the Plant, focuses on research and new ideas. Aaron, the Monitor-Evaluator, analyzes team statistics and progress. Lewis A investigates resources as the Resource-Investigator. Manny takes on practical work as the Company Worker.
Incident log
The incident log recorded events from April 29th to May 6th, including missing documents that were reprinted, an attempted theft stopped and item retrieved, a scheduling disagreement resolved by checking documents, a scheduled person not arriving so backup called in, and a disagreement over profit that was resolved with assistance.
Business information
The document discusses different methods of communication and sharing information, including meetings, written communication, on-screen information, multimedia, and web-based information. For each method, it outlines how it can be used to update knowledge, inform future developments, and provide strategic direction. It also provides a SWOT analysis of the strengths, weaknesses, opportunities, and threats of each method. The document serves to analyze different communication tools and how they can be effectively used to share information within an organization like a school.
Website launch plan
The document outlines plans for launching and maintaining a new school website. It discusses promoting the website before launch through posters and letters to generate interest. It will offer an initial 20% discount to encourage visitors to return. The website will have a preview system for testing changes, private registration for security, backup hosting, and a ticket system for user feedback. It will be hosted on the school's secure servers for faster loading and independence rather than an external host.
Strategic direction
Verbal communication such as meetings is best for getting feedback from various stakeholders like staff, teachers, and governors on how to improve the school. However, telephone or letters could also be used in some cases. Whole school meetings provide staff with information on new policies, training sessions, and important issues to address. Written communication is best for informing large groups, like parents, but is not as effective if feedback is needed. Letters are used to notify students and teachers of predicted grades and targets, which help guide students and allow teachers to plan workloads. Copies of letters are kept on file for record keeping.
Hairspray contract
The contract outlines 9 conditions for the school production of Hairspray: 1) it must be performed on school grounds, 2) all performers must be 19 or under and regular members of the school group, 3) the cast must be full-time students, 4) no payment can be provided to the cast or orchestra, 5) no cast members can be in an actors' union, 6) the event cannot be recorded, 7) the production cannot tour other venues, and 9) specifics must be included in the titles and credits. The school met all the conditions of the contract for their student performance of Hairspray.
Marks and spencers
Marks and Spencer's has several business and marketing objectives:
1) Focus on improving their brand, stores, clothing range, home department, and food products in the UK.
2) Distribute products through various channels including stores, phone, and online.
3) Increase international sales in markets they currently operate in.
4) Reduce costs and increase control through investments in IT, logistics, and supply chain.
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This document discusses telephone interviews, including what they are used for and tips for succeeding in them. Telephone interviews are used as an initial screening process to efficiently filter a large number of applicants. They assess whether candidates have the required skills and qualifications for a role based on the job description. The document provides 10 tips for passing telephone interviews, such as preparing thoroughly, having relevant documents handy, communicating clearly, listening actively, and showing enthusiasm. Understanding the job requirements and practicing examples of one's relevant experience are emphasized as crucial for demonstrating fit for the position.
How to Sucessuful in Job Interview
The document provides tips for succeeding at a job interview: do research on the company and position; make a great first impression by arriving early and dressing appropriately; participate actively in the interview by asking questions while avoiding criticism; and follow up after the interview to express continued interest in the position. Key advice includes learning about the company, matching your skills to the job, arriving 10-15 minutes early, dressing smartly, having questions prepared, and following up after a few days if not contacted.
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The document discusses opportunities for recruiters to better engage candidates throughout the recruitment process. It argues that recruiters currently rely too heavily on impersonal communication methods like email and social media, and should instead personally contact candidates by phone to discuss roles and gather more detailed information. The document provides suggestions for how recruiters can engage candidates at each stage, including when advertising roles, creating long and shortlists, conducting interviews, and providing feedback. It asserts that meaningful engagement will lead to higher quality hires and better experiences for both candidates and recruiters.
Interview Questions to Ask Candidates
The document discusses effective interview questions to ask candidates to get beyond prepared answers and better assess their fit for the job. It provides 10 example questions, such as asking candidates about their motivations for the role and company, behavioral examples from their background, weaknesses discussed in past reviews, and how they would handle hypothetical challenging situations. The questions are meant to elicit more thoughtful, honest responses compared to common stock questions that candidates have polished responses prepared for.
Unit 3 task 3 table 2 recruitment methods
The document describes different recruitment methods used by creative media organizations including national press, trade press, word of mouth, personal contacts, internet, and internal promotion. National press and trade press allow widespread distribution but are costly. Word of mouth is low cost but limited. Personal contacts allow a direct approach but success relies on existing relationships. Internet recruitment is professional and allows regular applications but some submissions may go unanswered. Internal promotion benefits employees with new opportunities and compensation but changes may be difficult if the new role differs greatly from the previous one.
Unit 3 task 3 table 2 recruitment methods
The document describes different recruitment methods used by creative media organizations including national press, trade press, word of mouth, personal contacts, internet, and internal promotion. National press and trade press allow widespread distribution but are costly. Word of mouth is low cost but limited. Personal contacts allow a direct approach but success relies on existing relationships. Internet recruitment is professional and allows regular applications but some submissions may go unanswered. Internal promotion benefits employees with new opportunities and compensation but changing roles may prove difficult if in an unfamiliar sector.
Unit 3 task 3 table 2 recruitment methods
The document describes different recruitment methods used by creative media organizations including national press, trade press, word of mouth, personal contacts, internet, and internal promotion. National press and trade press allow widespread distribution but are costly. Word of mouth is low cost but limited. Personal contacts allow a direct approach but success relies on existing relationships. Internet recruitment is professional and allows regular applications but some submissions may go unanswered. Internal promotion benefits employees with new opportunities and compensation but changing roles may prove difficult if in an unfamiliar sector.
communication skills - interview
types of interview, before interview , during interview , after interview.....how to prepare skill....
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Accruals and the going concern concept
The accruals and going concern concepts are regarded as fundamental in the preparation of financial statements. Discuss the advantages and disadvantages of these concepts, explaining the reasons why these concepts may be difficult to apply or may be inconsistent with other concepts.
Benefits of credit for the economy and SME's
Credit is essential for both consumers and businesses in the UK economy. It allows individuals to access goods and services before fully paying for them, and provides opportunities for people to pursue that may not otherwise be possible without credit. However, there are also risks if credit is mismanaged, as seen in cases like Northern Rock bank crisis in 2007. While small businesses benefit greatly from access to loans that allow them to get started, there are risks of not being able to repay large business loans. Overall, the advantages of access to credit for consumers, small businesses and medium enterprises outweigh the disadvantages if managed responsibly.
The problem of scarcity
Economists study many issues, but all of them stem from the central economic problem of scarcity. This is my report on the problem of scarcity, both physical and artificial and the impact on the economy.
Website testing
The document outlines the testing plan for a new website. It discusses conducting acceptance testing with end users to ensure the website is usable and all links work properly. It also describes testing the website on different technical environments and browsers to ensure compatibility, as well as optimizing page loading speeds and connectivity. User feedback will be gathered during accessibility testing to check all pages and links function correctly for various users. The evaluation identifies advantages like compatibility across devices but notes images being used for text is a limitation. Future improvements include a mobile-friendly version and scripts to enable live updates and interactivity.
Website specification
The document outlines a website plan for the business department of The Howard School. The website aims to provide information for staff, students, and parents, publish required legal information, and serve as an electronic learning platform. It also seeks to raise the profile of the business department, advertise courses, and allow for easy communication between parents and staff. The target audience includes students aged 14-18, staff, and parents. Key functions include an upload area, user area, and sections for students and parents. Students would need to register to access course information. The proposed budget is £500 and planned launch date is March 2013.
Business website analysis
The document discusses the design elements of several websites, including their use of color schemes, fonts, graphics, layouts, and consistency across pages. The Howard School website uses a blue and white color scheme. Tesco also uses consistent colors (red, blue, white) throughout their site. They work for you uses a simple grayscale scheme. All sites strive for consistency in navigation, fonts, and styles while tailoring content and layout to different page purposes.
Usability of websites
The document discusses several key factors that affect the usability of websites, including navigation, language, efficiency, speed of response, respect for privacy, design of web pages, accessibility, and visual appeal. It analyzes how these factors are implemented on the websites of Tesco, TheyWorkForYou.com, and The Howard School. Specific examples discussed include Tesco's use of drop-down menus, rollover images, and storing customer shopping data in cookies to improve usability.
Risk assessment
This risk assessment identifies hazards in a classroom environment and evaluates the probable risks. It notes that emergency signage is clear, the alarm system is tested regularly, and escape routes are well-labeled and kept clear. However, it finds that emergency lighting has not been tested and firefighting equipment availability could be improved. Overall controls are in place but some hazards like evacuation of disabled persons or lack of portable equipment testing require further assessment.
Health and safety legislation
This document summarizes several key health and safety acts and regulations that The Howard School must comply with, including: the Management of Health and Safety at Work Regulations 1999, which require risk assessments and safety measures; the Health and Safety at Work, etc Act 1974, which provides a framework to ensure staff and student safety; the Workplace Regulations 1992, which concern building standards; and regulations regarding accident reporting, hazardous substances, electricity safety, display screen equipment, and manual handling. The acts and regulations require risk assessments, safety controls, staff training, and other measures to protect health and safety.
Team development
1. Developing as a team, especially for permanent teams, allows members to become better at their jobs and work more effectively together over time. Temporary teams should still develop team skills for future use.
2. Building a team is important for organizational success. The team leader plays a key role in the team's performance. Individual team members should have their own skills to contribute and collaborate effectively.
3. Recruitment should focus on both bringing in new talent and retaining current employees to allow the team to build experience and knowledge together over time through developing skills like leadership.
Three circles approach
The three circles approach has three parts: 1) Achieving the task by listening to instructions, explaining roles clearly, and reporting progress. 2) Team management by forming communication, setting the approach, avoiding conflict, and giving feedback. 3) Management of team members by treating them as individuals, assisting with work, setting goals, giving freedom but not too much, and providing training. The approach is important for effective teamwork and leadership.
Team log
The team set an objective to profit from operating a tuck shop event. They expanded on this objective by setting profit goals of £100, £250, and £500 along with some stretch goals. The team leader was chosen based on their previous experience leading a team. Roles and tasks were assigned by the team leader to spread the workload evenly. The author's workload included planning the layout of the event space and creating posters and a price list. Conflicts were resolved by listening to both sides and finding compromises. Constructive criticism was used to address underperformance in a suggestive rather than negative way to prevent conflicts. Identifying and addressing potential conflicts helped prevent issues between members with different work styles.
Team leadership
This document outlines the key responsibilities of a team leader, including communicating effectively with both internal and external stakeholders, planning objectives and monitoring progress, building team strengths, leading by example, providing and receiving feedback, motivating team members, solving problems, supporting others, maximizing talents, preventing conflicts, fostering creativity, and adapting leadership style to different situations. The team leader must set clear objectives, listen to team concerns, and make decisions based on received feedback to guide the team in achieving its goals.
Types of teams
Formal teams are created for specific, important purposes and have structured operations to achieve goals within set constraints like budgets and timelines. Examples include job interviewing teams and event planning teams. Informal teams form more casually to improve work processes in less important ways without constraints, like sports teams discussing game tactics. The optimal team size is around five members, large enough for diverse skills and perspectives but small enough for involvement and efficiency. Temporary teams work together just for one project, while permanent teams collaborate continuously as part of an organization. Benefits of teams include setting and monitoring goals, reviewing performance, sharing expertise, fostering innovation, and identifying talents.
Event report
The document discusses evaluating the success of a recent event and planning improvements for future events. Key details include:
1) The event made a profit of over £2,000 according to financial analysis, and feedback from questionnaires and interviews was largely positive, indicating the event was successful.
2) Areas for improvement identified were unexpected high demand for some tuck shop items causing stock outs, and the tuck shop area being too crowded and noisy.
3) For future events, the document proposes improving task allocation based on team strengths, better predicting popular tuck shop items, and relocating the tuck shop to a larger, quieter area outside side exits.
Sample invitation to interview
The candidate Anthony Hickson has been shortlisted for a Business and Administration Apprenticeship position and invited to an interview on October 24th at 9:30am at The Howard School in Rainham, Kent. The interview will last 10-15 minutes, involve answering the same questions from the selection panel, and scoring each response to determine the best candidate.
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This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
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In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Your Guide To Finding The Perfect Part-Time Job
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
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Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
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The interview process
- 1. Unit 13 M1 Lewis Appleton 1 Mr McColgan Pre-Interview Interview Thisis the final stage of the pre-interviewflow,once the importantapplicantshave beenshortlistedtheycanbe interviewed inwhichanumberof questionswouldbe askedand certaincharacteristicslookedfor. Short listing Thishappensif there are a large amount of applicants,ratherthaninterviewing 100’s of people whichwouldconsume alarge amountof time,shortlistingthe most eligible theninterviewingwouldallow the organisationtowaste lesstime andonly interview the peoplethathave potential. References Referencesmaybe neededforcertainjobssuchas importantjobroles,apersonis not likelytobe managinglife threateningmachinesif theyhave noreferences because the companywill notbe able toknow how theyhave workedbefore, referencesare alsothere tohelpsuchas forexample agoodreference statingyou’re hardworkingwouldbe favouredbycertainemployers. Application packs Afterthe personrequeststhe packtheycan applytothe joband will be requiredto give specificdetailsthatcouldhelpthembecome eligible.Thisallowsthe employer to knowall the specificinformationaboutthe candidatesandif there are many applicantsthentheycanshortlistthe mostfavourable. Information for candidates Before the applicationprocesscanbeginthe applicantneedstoknow whattheyare applyingforandwhat the jobmightinclude,therefore theyare givensome informationsuchaswhatthe personneeds,certain duties,andqualifications.This allowsthemtoknowif theyare potentiallyeligible forthe jobbefore applying.
- 2. Unit 13 M1 Lewis Appleton 2 Mr McColgan Interview Decision documentation The decisiondocumentationiswhatallowsthe interviewingcompanytochoose the correct personto getthe job;theywould compare all the goodinterviewsandmake a decisiononwhoiscorrect. Theywouldnotifyall the unsuccessful applicantsand the one or multiple successful candidatesthroughmail,email,orphone.Thisisthe post-interviewprocess. Interview checklist There are certaincharacteristicswhichwouldbe listedonachecklistforthe interviewertonotice,forexample if apersonlookedconfidentandansweredthe questionswithouthesitationthenthese maybe some of the characteristicsthat theywouldlookfor. Questions There will be aset listof questionsthatare to be askedto eachcandidate,they may eitherjustbe askedanda response givenortheycan be askedininstantfeedback, so afterthe questionhasbeenansweredthe interviewerforexamplemayaskwhy or what theythinkof something.
- 3. Unit 13 M1 Lewis Appleton 3 Mr McColgan Post-Interview Informing candidates of decisions Thisis the final thingthathas to be done,applicants thathave beenunsuccessful will be notifiedandif possibleareasonwhy.Theywill mostlikelybe contactedbymail, email orphone.The successful applicantorapplicantswill alsobe notifiedandtold theirstart date,salary,workinghours,holidayentitlementsandanyconditional circumstancesthatapply.For example theymayhave togeta certaingrade to get the job. Candidate’s feedback The applicantswill be givenanassessmentof theirinterview whichwouldallow themto see whatthe interviewerthoughtandtheycanthengive feedback,for example if theywere toldtheywere shakingthroughoutthe interview theycould respondtheyfeel nervousininterviews, basicallytheywouldbe explainingthatit wouldn’taffectthe worktheydidif theygotthe job. References Anyreferencesthatthe applicantshave shouldbe notified,previousemployerswill be able to tell the employerhow well the applicantworkedforthemwhichmostof the time will be infavourof the applicant,thisisn’tneededbutitgreatlyhelpsthe chancesfor the applicant. Police/medical checks Thisis one of the mostimportantthingsthathas to be lookedup,applicantsshould notifythe employerduringtheirapplicationof anyconvictions,if anycome backthat theyhave not declaredthentheymaynotbe eligibleforthe job,thisismore importantwithjobsthatinvolve children.Someonewithanangerproblemcouldnot workwithchildren.The same appliestomedical illnesses;someonecannotdooffice workif theyhave lack of concentration.
- 4. Unit 13 M1 Lewis Appleton 4 Mr McColgan How do the documents help inform the next stage? The informationforapplicantsallowsthemtoknow whattheyneedtobe able to applyforthe job; thispreventspeoplefromapplyingevenif theydonothave anythingsimilartowhatisrequired.This thenallowsthemtobe able to apply usingthe applicationform.Whilefillingoutthe formtheyhave the opportunitytonote anyreferencesthatwill be able togive themabetterchance of gettingthe job. Afterthisthe interviewingprocesscanthenstart.