PEOPLE
by Kevin C. Klinvex, Matthew S. O'Connell,
and Christopher P. Klinvex
Table of Contents
Chapter 1. Competency-Based Job Descriptions
How Can a Job Description Accurately Define Today’s “Work”?
What Does a Competency-Based Job Description Look Like?
How Do I Identify “Critical Competencies”?
How Can a Success Profile Help Me Select Better Workers?
Manager’s Checklist for Chapter 1
Chapter 2. Legal Issues
Discrimination in Hiring
The EEOC
Title VII of the Civil Rights Act (1964)
Age Discrimination in Employment Act of 1967 (ADEA)
Immigration Reform and Control Act of 1990 (IRCA)
Americans with Disabilities Act of 1990 (ADA)
Civil Rights Act of 1991
Bottom Line
Manager’s Checklist for Chapter 2
Chapter 3. Attracting the Right Employees
What Makes a Company a Great Place to Work?
Which Benefits Do Employees Find Most Desirable?
Assessing Your Company’s Package
Choosing the Right Vehicle for Your Message
Summary of Recruiting Methods
Evaluating Your Recruiting Efforts
Manager’s Checklist for Chapter 3
Chapter 4. Applications as Screening Tools
Using Applications, Résumés, or Both
How to Develop a Good Application
Screening Applications
Tracking Applicant Information
Using Automated Technology
Manager’s Checklist for Chapter 4
Chapter 5. Screening Résumés
What a Cover Letter Can Tell You
How to Screen Résumés
Follow-up Phone Calls
Manager’s Checklist for Chapter 5
Chapter 6. Interviewing Basics
The Cost of Ineffective Interviewing
Five Practical Purposes for an Interview
Why Traditional Interviews Don’t Work
Avoiding Interview Bias
Competency-Based Interviewing
Structured Interviewing
Manager’s Checklist for Chapter 6
Chapter 7. Structured Interviewing Techniques
Past Behavior Interview Questions
Structured Role-Plays
Structured Situational Questions
Conducting the Interview
Evaluating Your Interview Process
Manager’s Checklist for Chapter 7
Chapter 8. Evaluating Motivation to Perform the Job
What Is Motivational Fit?
A Holistic Perspective of Work
Interview Approaches for Evaluating Motivational Fit
Other Means of Evaluating Motivational Fit
But No One Really Wants to Do This Job!
What About College Students and Part-time Employees?
Manager’s Checklist for Chapter 8
Chapter 9. How to Use Testing
Selection Systems as Stock Portfolios
How Do I Know That This Test Works?
What Types of Tests Are There?
Tests vs. Interviews: Pros and Cons
Bang for the Buck: Getting the Most from Your Tests
Manager’s Checklist for Chapter 9
Chapter 10. Background Checks
Why Should You Do Background Checks?
What Job-Relevant Elements Should You Check?
How Do You Verify the Information?
When Should You Do Background Checks?
Should You Do It Yourself or Use an Agency?
How Do You Interpret, Use, and Store the Results?
Manager’s Checklist for Chapter 10
Chapter 11. Making Final Selection Decisions
Making Sound Hiring Decisions
How Should You Notify Candidates?
Manager’s Checklist for Chapter 11
Chapter 12. Offer and Orientation
Landing the Ones You Want
Negotiating a Win-Win Offer
Orienting New Employees
Manager’s Checklist for Chapter 12
Chapter 13. Alternative Staffing Options
Advantages of Creating a Blended Workforce
Alternative Staffing Options
Manager’s Checklist for Chapter 13
About the Authors
Kevin C. Klinvex is a founding partner of Select International and Director of U.S. Operations. Over the past decade Kevin has designed cutting-edge staffing programs for leading companies including AK Steel, AT&T, Citibank, Coca-Cola, General Motors, International Harvester, Miller Brewing, Sears, Subaru-Isuzu, and Toyota. He has pioneered techniques for recruiting hard-to-find employees and is a thought leader in the use of software automation in the hiring process. Kevin is a frequent presenter and guest lecturer on the topic of staffing in a team environment.
Matthew S. O’Connell is a co-founder of Select International and Director of Research and Development. Over the past 12 years he has designed computerized assessment systems, 360 degree evaluation tools, behavioral interviews, and managerial assessment centers for over 100 companies in 7 countries. He is an adjunct professor of psychology at San Diego State University and is actively involved in applied research. He is author or co-author of over 20 articles or book chapters on selection and assessment, leadership, and teams. He received his master’s and doctorate in Industrial and Organizational Psychology from the University of Akron.
Christopher P. Klinvex is a founding partner of Select International and is Director of International Operations and is responsible for Select’s Monterrey, Mexico office. His experience with multinational companies includes the design and implementation of countrywide automated staffing systems, analysis of labor markets, strategic business planning sessions, design of teams, leadership training, management/labor mediation, and helping organizations understand the cultural nuances between traditional U.S. and Latin American work cultures.
You can find out more about them and their firm, Select International, at their Web site, www.selectintl.com.
