Fit For Hiring? It’s Mind Over Matter

By Judith H. Dobrzynski

NEW YORK – Members of America’s professional and managerial classes have always left college confident of at least one thing: they had taken their last test. From here on, they could rely on charm, cunning and/or a record of accomplishment to propel them up the corporate ladder.

But that’s not necessarily true any longer. A growing number of companies, from General Motors Corp to American Express Co., are no longer satisfied with traditional job interviews. Instead, they are requiring applicants for many white-collar jobs – from top executives down – to submit to a series of paper-and-pencil tests, role-playing exercises, simulated decision-making exercises and brainteasers. Others put candidates through a long series of interviews by psychologists or trained interviewers.

The tests are not about mathematics or grammar, nor about any of the basic technical skills for which many production, sales and clerical workers have long been tested. Rather, employers want to evaluate candidates on intangible qualities: Is she creative and entrepreneurial? Can he lead and coach? Is he flexible and capable of learning? Does she have passion and sense of urgency? How will he function under pressure? Most important, will the potential recruit fit the corporate culture?

These tests, which can take from an hour to two days, are all part of a broader trend. ‘Companies are getting much more careful about hiring’, said Paul R. Ray Jr., chairman of the Association on Executive Search Consultants.

Ten years ago, candidates could win a top job with the right look and the right answers to questions such as ‘Why do you this job?’. Now, many are having to face questions and exercises intended to learn how they get things done.

They may, for example, have to describe in great detail not one career accomplishment but many – so that patterns of behavior emerge. They may face questions such as ‘Who is the best manager you ever worked for and why?’ or ‘What is your best friend like?’. The answers, psychologists say, reveal much about a candidate’s management style and about himself or herself.

The reason for the interrogations is clear: many hires work out badly. About 35 per cent of recently hired senior executives are judged failures, according to the Center for Creative Leadership in Greensboro, North Carolina, which surveyed nearly 500 chief executives.

The cost of bringing the wrong person on board is sometimes huge. Searching and training can cost from $5000 for a lower-level manager to $250000 for a top executive. Years of corporate downsizing, a trend that has slashed layers of management, has also increased the potential damage that one bad executive can do. With the pace of change accelerating in markets and technology, companies want to know how an executive will perform, not just how he or she has performed.

‘Years ago, employers looked for experience – has a candidate done this before?’ said Harold P. Weinstein, executive vice-president of Caliper, a personnel testing and consulting firm in Princeton, New Jersey. ‘But having experience in a job does not guarantee that you can do it in a different environment’.

At this point, most companies have not shifted to this practice. Some do not see the need or remain unconvinced that such testing is worth the cost. But human-resource specialists say anecdotal evidence suggests that white-collar testing is growing in popularity. What has brought so many employers around to testing is a sense of the limitations in the usual job interview. With so little information on which to base a decision, ‘most people hire people they like, rather than the most competent person’, said Orv Owens, a psychologist in Snohomish, Washington, who sized up executive candidates. Research has shown, he said, that ‘most decision makers make their hiring decisions in the first five minutes of an interview and spend the rest of the time rationalizing their choice’.

Besides, with advice on how to land a better job about as common as a ten-dollar bill, many people are learning to play the interview game.

Even companies that have not started extensive testing have toughened their hiring practices. Many now do background checks, for example, looking for signs of drug use, violence or sexual harassment. But the more comprehensive testing aims to measure skills in communication, analysis and organization, attention to detail and management style; personality traits and motivations that behavioral scientists say predict performance.

New York Times

Task 1

What new tendencies of recruiting people are described in the article?

Task 2

Think of a psychological test or any other task which can be offered to an applicant.

Job advertisements in different European countries.

Job Ads: Reading Between the Lines

Checking out job advertisements is popular with executives worldwide. But though the activity is universal, is the same true of the advertisements? Are executive positions in different countries advertised in the same way? A comparison of the job pages of The Times of London, Le Monde of Paris and Germany’s Frankfurter Allgemeine Zeitung suggests not.

First, what UK job seekers an essential piece of information – what the post pays – is absent from French and German adverts. It is often left to applicants to raise this themselves. In contrast, most British advertisements mention not only salary, but also other material incentives including a car and fringe benefits. French or German advertisements rarely refer to these.

The attention given to rewards in the UK indicates the importance of the job and its responsibility. In France and Germany, that information is given by the level of experience and qualifications demanded. Salary can be assumed to correspond with this.

If French and German adverts are vague about material rewards, they are precise about qualifications. They usually demand ‘a degree in…’, not simply ‘a degree’. In Germany, for example, a technical director for a machine tool company will be expected to have a Dipl.-Ing. Degree in Mechanical Engineering.

French advertisements go further. They may specify not just the type of grande ecole degree, but sometimes a particular set of institutions (Formation superieure X, Centrale, Mines, HEC, ESSEC), these being the most famous grandes ecoles.

All this contrasts with the vague call for ‘graduates’ (or ‘graduate preferred’) which is found in the UK. British companies often give the impression that they have a particular type of applicant in mind, but are not sure about the supply and will consider others. Their wording suggests hope and uncertainty as in this advertisement from The Times: “Whilst educational standards are obviously important, a large measure of personal oomph is likely to secure the success of your application’.

In the UK qualifications beyond degree level make employers nervous, but in France and Germany it is difficult to be ‘overqualified’. Many people on German executive boards have doctorates and the French regard five or six years of intensive post-baccalaureat study at a grand ecole as ideal training. British managers are not selected primarily for their intelligence, as managers are in France, or for their expert knowledge, as in Germany. Instead, the British give importance to social, political and leadership skills.

This difference also shows in the personal qualities mentioned. British advertisements stress energy, ability to communicate and motivate. German advertisements like achievement, but it tends to be less personality-driven. German companies want candidates with sound knowledge, experience and competence in their field. They rarely recruit novices as do British employers. French advertisements refer more to intellectual qualities like analytical aptitude and independence.

Even the tone of the job advertisements is different in the three countries. By French and German standards, British advertisements are very racy. They attract young executives with challenges such as: ‘Are you reaching your potential?’, whereas French and German advertisements are boringly direct aiming to give information about the job rather than to sell it.

All this points to three different conceptions of management. The French regard it as intellectually complex, the Germans as technically complex. But they agree on one thing: it’s complex.

Jean-Louis Barsoux

International Management

Task 1

Complete the chart with the information each country provides in its advertisements.

	UK	France	Germany
Salary
Material incentives
Degrees / qualifications
School attended
Personal qualities
Tone of job advertisement
Conceptions of management

WRITING A CV AND A LETTER OF APPLICATION

The main principles and rules of writing a CV

Nowadays, employers tend to receive thousands of applications for a job as soon as it is advertised on the job market. Therefore it is vital that your letter should stand out from the thousands of CVs and letters that people are going to send. The first impression is always the most important one, therefore you need a good and well- structured CV in order to attract the employers' attention.

The most important thing is that your CV is clear. The CV should be between one or two pages long. Since most employers have very little time to spend on each CV, they tend to skim read what you have written. It is therefore better to start by what is most important and work your way downwards from what is important to what is not so vital.

The structure of a CV must follow a certain order.

1. Personal data

First of all, you have got to introduce yourself: full name, address, date of birth. If you want, you can add your phone number, marital status and nationality. Even if this is not compulsory, this might be important for the type of job for which you are applying. For example, if you are applying to an international company that requires knowledge of a language as a native tongue then it might be useful to mention your nationality. If there is anything that you would feel that is important to mention, you can do it here.

2. Education and qualifications

This part of the CV is one of the most important because it gives the employer an insight into who you are, through your academic career. The trickiest part of mentioning qualifications is to try and find the equivalent in English. This is not always easy as the diplomas in the education system vary from country to country. The best thing to do is to write the original name of your qualification along with the equivalents in English in brackets. Grades can also be a problem.

3. Work experience

This section can be divided into various sub-sections especially if you have got a lot of experience (present post, previous employment, voluntary work). Don't be afraid to describe the tasks that you had to do in your different jobs, especially if these are relevant to the job that you are applying for.

4. Skills

In this section, you can put down all the practical things that you can do that might be useful for the job: driving licence, knowledge of languages and computer software.

5. Interests

Of course, the employer is not going to hire you because you have the same hobbies but this section helps him/her get a better idea of what kind of person you are. However, you should remain brief.

6. References

It is always good to put down the names of two people who have agreed to provide references. Ideally, one should be academic and the other from one of your previous jobs. Give the name and title of your referee.

A letter of application

A letter of application can be as important as a CV in that it often provides the first direct contact between a candidate and an employer. If this letter is not well written and presented, it will make a poor impression. The letter of application normally contains four paragraphs in which you should:

● confirm that you wish to apply and say where you learned about the job;

● say why you are interested in the position and relate your interests to those of the company;

● show that you can contribute to the job by highlighting your most relevant skills and experience;

● indicate your willingness to attend an interview (and possibly say when you would be free to attend).

Task 1

Answer the questions:

What are the peculiarities of a CV?

How many parts does a CV normally consist of?

What sort of information does each part of a CV contain?

Why is it important to write a letter of application properly?

What parts does a letter of application usually consist of?

Task 2

Look at the job advertisement. Fill in the words below. Translate the advertisement.

Munich;

German;

Californian;

February;

PR/Press;

Writing;

Public Affair;

Outdoor Clothing.

Patagonia ‘Prefer a camping trip to a cocktail party?’ PATAGONIA has a new position open: ___ ___ Associate. Job is based in ___. Candidates must have substantial ___/___ experience and strong ___ skills. They must have serious proficiency in technical sports (skiing, kayaking, climbing) and outdoor experience. ___ mother tongue. Environmental background a plus. No glamour… it’s a gritty job! Patagonia is a ___ company which designs and distributes functional ___ ___. Send CV with picture to: Nathalie Baudoin Patagonia Gmbh Reitmorstrasse 50 8000 Munich 22 – Germany The interviews will be in Munich during the last week of ___.

Task 3

Fiona Scott is going to apply for the job at Patagonia. Here’s her CV. How has she presented the information about herself? Where should the following headings be placed?

References Education

Activities Skills

Personal Details Professional Experience

1_______

Fiona Scott

52 Hanover Street

Edinburgh EH2 5LM

Scotland

Phone: 0131 449 0237

E-mail: fiona.scott@caledonia.net

2_______

2001-2002	London Chamber of Commerce and Industry Diploma in Public Relations
1998-2001	University of London BA (Honours) in Journalism and Media Studies (Class II)
1991-1998	Broadfield School, Brighton A levels in German (A), English (B), History (B) and Geography (C)

3_______

2005-present	Public Relations Officer, Scottish Nature Trust Responsible for researching and writing articles on all aspects of the Trust’s activities and ensuring their distribution to the press Editor of the Trust’s monthly journal In charge of relations with European environmental agencies
2002-2005	Press Officer, Highlands Tourist Board Preparation of promotional materials and brochures Co-ordination of media coverage
Summers of 2000 and 2001	The Glasgow Tribune newspaper Two three-month training periods as assistant to the Sports Editor Arranging and conducting interviews Preparation of articles covering local community sports events

4_______

IT	MS Office 2003, MS Windows XP, Internet, Powerpoint
Languages	Fluent German and proficient in French
Additional	Driving licence (car and motorcycle)

5_______

Cross-country skiing, rock climbing and swimming

Ski Instructor (grade II)

Secretary of the local branch of ‘Action’, as association organizing sports activities for disabled children

6______

Geoffrey Williams Professor of Journalism University of London

Brenda Denholm Sports Editor The Glasgow Tribune

Task 4

Below you can find details from Fiona Scott’s letter of application. Look at the outline of the letter and indicate where the information below should go.

Task 5

Read the following job advertisements. Discuss with your partner what an applicant can write in his/her CV and letter of application.

R & D Secretary Telectronics Pacing Systems, a world leader in cardiac device technology, has an immediate opening for an R & D secretary. Responsibilities will include technical library maintenance, mail distribution, typing, file maintenance, coordination of travel arrangements and other special projects. Requires: H.S. diploma, 55 wpm typing, computer experience (MS Office) and a minimum of two years previous office experience. Must have excellent verbal and written communication skills. We offer a competitive salary and benefits package. Send resume and salary history to: Telectronics Pacing Systems Attn: Human Resources RDS 7400 S. Tucson Way Englewood, CO 80112 EOE M/F/H/V

Medical Sales Representative Denver Based ● Sherwood Medical, one of the most respected manufacturers in the disposable medical products industry, has an immediate opening for a qualified sales representative to sell our broad line of Kangaroo brand enteral feeding products, electronic thermometers and wound care products to hospitals and dealer networks in the Colorado/Utah area. ● R.N. or Bachelor’s Degree required with one to three years outside sales experience preferred. ● In addition to a challenging career opportunity, we provide complete product and in-field training, company car, base salary, bonus opportunity, expenses, and an excellent benefits package. Qualified applicants are invited to send resume, including salary history to: Sherwood Regional Manager, P.O. Box 6549, Moraga, CA 94570 Equal Opportunity Employee, M/F/H. Agencies need not reply.

Task 6

Think of an ideal job you are going to apply for. Write your real CV and a letter of application.

AN INTERVIEW

A job interview is your chance to show an employer what kind of employee he or she will get if you're hired. That is why it is essential to be well prepared for the job interview. Preparing means knowing about the industry, the employer, and yourself. It means paying attention to details like personal appearance, punctuality, and demeanor.

Knowledge is always your best weapon and so you should arm yourself with plenty of it. That starts with the very basic bit of knowledge regarding job interviews. You should know the different types of interviews you might face.

The Screening Interview

Your first interview with a particular employer will often be the screening interview. This is usually an interview with someone in human resources. It may take place in person or on the telephone. He or she will have a copy of your resume in hand and will try to verify the information on it. The human resources representative will want to find out if you meet the minimum qualifications for the job and, if you do, you will be passed on to the next step.

The Selection Interview

The selection interview is the step in the process which makes people the most anxious. The employer knows you are qualified to do the job. While you may have the skills to perform the tasks that are required by the job in question, the employer needs to know if you have the personality necessary to "fit in." Someone who can't interact well with management and co-workers may disrupt the functioning of an entire department. This ultimately can affect the company's bottom line. Many experts feel that this can be determined within the first several minutes of the interview. However, more than one person being interviewed for a single opening may appear to fit in. Often, job candidates are invited back for several interviews with different people before a final decision is made.

The Group Interview

In the group interview, several job candidates are questioned at once. Since any group naturally stratifies into leaders and followers, the interviewer can easily find out into which category each candidate falls. In addition to determining whether you are a leader or a follower, the interviewer can also learn whether you are a "team player." You should do nothing other than act naturally. Acting like a leader if you are not one may get you a job that is inappropriate for you.

The Panel Interview

In a panel interview, the candidate is interviewed by several people at once. Although it can be quite intimidating, you should try to remain calm. Try to establish rapport with each member of the panel. Make eye contact with each one as you answer his or her question.

The Stress Interview

The stress interview is not a very nice way to be introduced to the company that may end up being your future employer. It is, however, a technique employers sometimes use to weed out candidates who cannot handle adversity. The interviewer may try to artificially introduce stress into the interview by asking questions so quickly that the candidate doesn't have time to answer each one. Another interviewer trying to introduce stress may respond to a candidate's answers with silence. The interviewer may also ask weird questions, not to determine what the job candidate answers, but how he or she answers.