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Wysłany: Wto 11:42, 22 Paź 2013 Temat postu: louboutin pas cher You Think Hiring an Employee is |
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So often I see this common and expensive cultural mis-fit when hiring employees: 's/he just didn't fit in'. It's a mistake that can be avoided with proper job benchmarking, assessing the job's key needs and then interviewing and [url=http://www.osterblade.com]moncler outlet[/url] assessing candidates with those profiles in mind. Can you imagine the headaches inherent in corporate mergers when a bus-load of employees land at your door from another set of corporate expectations? Another company culture and social environment? It's obvious that at the level of corporate mergers employee-job misfits are a [url=http://www.teatrodeoro.com/hollisterde.php]hollister[/url] potential nightmare.
How can an astute company (with a [url=http://www.ktbruce.co.uk/hollisteroutlet.php]hollister outlet[/url] willing and pro-active merger partner) reduce the risk of sinking their deal on issues [url=http://www.gotprintsigns.com/abercrombiepascher/]abercrombie pas cher[/url] they neglected to consider before they wrote the contract? I won't make you guess; here's the answer: statistically accurate, verified assessments are excellent tools for this purpose. [url=http://www.ktbruce.co.uk/mulberrysale.php]mulberry sale[/url] Companies who routinely hire individuals for replacement or new positions are wise to benchmark the behavioral style or attitudes and values of the applicant who's best suited to fill the job. [url=http://www.sandvikfw.net/shopuk.php]hollister sale[/url] What does the job need, in the way of these [url=http://www.thehygienerevolution.com/hollister.php]hollister france[/url] 'soft' skills, so it will be performed excellently? With a benchmark profile in hand and relevant interview questions, applied equally to all candidates, promising interviewees can then be assessed to see how closely they match the ideal, assuming they also have the requisite education, training and experience for the position.
Imagine then, if a company took its own profile, as a collective employer? It would have clarity around the type of behavior, values and attitudes that, on a general yet collective and cohesive basis, have contributed to its success (and we'll assume success is there or why would the merger partner be interested?). The principals at the top would then be able to compare their corporate profile with that of their proposed partner. Compatible? Great! Not so compatible? Well, what does each company have to change or compromise to [url=http://www.ktbruce.co.uk/barbourjackets.php]barbour jackets[/url] make this marriage work? Is it worth the effort? Can they quantify the cost of the added time necessary to bring the partners to cultural employee parity?
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