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THE PREPARATION FOR THE INTERVIEW |
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THE PROFILE AND CURRICULUM Any search stands on something elemental: |
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When you begin a selection process, you should begin by reading a considerable quantity of curriculums, either because you published an advertisement or because you have made a pre-selection with the help of a database. DEEP ANALYSIS (Alles Martha, Jobs: the selection process, Macchi Editions, Buenos Aires, 2001). The first, and fundamental, step is to have the requirements of the position absolutely clear before beginning with the C. V. reading, classified in excluding, not excluding or desirable. This will be very useful for you. From the excluding requirements you will quickly make three “piles” of CVs the ones that fulfill, the one that don’t fulfill and the doubtful ones. |
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De Asorena (De Ansorea Cao, Alvaro, 15 steps for the successful personnel selection, Paidos Company, Barcelona, 1996) also focuses the topic of the excluding requirements. Not fulfilling one or more of these variants would be equivalent to an eminent rule out (at least in the first instance of the selection) A. GENDER Despite the social evolution and the preponderant place that the woman has reached in the last years in management positions, many profiles make reference to this aspect. Remember that this point can bring problems in countries in which these criteria are considered as discriminative practices (see Appendix). It is also true that many times they start from a prejudice that can be modified later; the selector should identify if it is just a prejudice or a real excluding requirement of the position, if they share the criteria or not. B. AGE The same criteria of discrimination are applied in many countries work for this point. In general, when the client –internal or external- establishes the search, it is referred to preference ranges “among 30 and 40 years of age”, “from 25 to 35”, “not older than …”, etc. It is generally established that the candidate shouldn’t be excluded from a generation limit trying to satisfy the linings of the required profile. When the CV differs more than 10% of the determined range, it will be convenient to put it on the DOUBTFUL pile and ask the client in the case that the other requirements would be satisfactory fulfilled (this comment applies for the human resources area). C. SUITABILITY When, among the aspects that form a profile explicitly appears the necessity of a determined university tittle, it is the duty of the selector to respect this requirement. D. COHERENCE OF THE WORK HISTORY The level will demand the interpretative reading in order to get the non explicit information, verify the internal coherence of the speech, understand the blank spaces, etc. In other words, “reading between the lines”. First of all, it is necessary to analyze the work history. The previous jobs should be graded according to the type of company and the activity it develops; considering this information, the postulant will be able to join or not the lines of the probable candidates for our search. After that, we will proceed to analyze the chronologic and logic continuity of the work trajectory, the social and economic circumstances can explain some of the gaps. Then, we should analyze the rotation and/or work mobility. We will study the consequences of the changes produced and will try to infer its causes. Finally, the imperative reading of the CV has a fundamental importance. Even when it is not possible to make a concrete analysis of the correlation of the work change with the objectives, explicit or implicit, until the precise moment of the interview, it is already possible to infer some of this instance. With this perspective it should be distinguished among horizontal passes, in which the cause is generally related to the economic improvement or the search of a work improvement, either by type of company or career plan, and the vertical passes, this is upgrading in hierarchy, importance and function, which shows growth. After reading carefully the CVs, you will have a list of people who will be interviewed. |
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