This book provides fundamental opinions and commentary regarding common-sense, practical approaches to a wide variety of personnel and human-resource subjects from an association-management perspective. This book is a companion to the author’s first publication, Just Common Sense: A Fundamental Commentary on Association Management. The subjects included are intended to promote awareness, provide basic procedural information, and remind us of important factors as we go through our daily lives and careers. It is the intent of the author that the reader will take from this book ideas and procedures to manage these issues effectively and fairly.

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More Common Sense

A Fundamental Commentary on Personnel Management Subjects for Associations

By Mark Frels

AuthorHouse

About the Book, ix, 
Chapter 1 Dealing with Candidates for Positions, 1, 
Chapter 2 Interviewing Procedures, 11, 
Chapter 3 Starting the New Job, 27, 
Chapter 4 The Purposes and Mechanics of Performance Reviews, 35, 
Chapter 5 The Individual Development Plan: Your Road Map, 45, 
Chapter 6 Employee Performance Problems and Terminations, 52, 
Chapter 7 Evaluating Attitude, 63, 
Chapter 8 Analyzing Yourself as a Supervisor, 72, 
Chapter 9 The Nature of Human Nature, 76, 
Chapter 10 Author's Summary, 97, 
About the Author, 99,

CHAPTER 1

Dealing with Candidates for Positions

Most companies or associations use a standard two-pronged approach to surfacing candidates to fill positions. It is not rocket science. The company posts the position in house — meaning it posts the position to the existing employee pool — or the company posts the position to the outside world via various online job boards and newspapers.

Most associations or companies have an internal job-posting procedure managed by the human resources department. When it comes to posting a position outside the company, there are lots of electronic options available. Some companies still place an ad in the newspaper, which I realize is considered antiquated, but this happens and still can be effective. Almost all companies today, with few exceptions, have their own website with an employment section. These sites provide employment information and application procedures for open positions. The website should also provide information regarding the company itself, which is beneficial to existing and potential employees.

One of the challenges that comes with first posting a position to the outside and not posting internally can be dealing with the morale of existing employees. Obviously, if there are no qualified existing employees, then those challenges regarding the company "going outside" to hire someone should be minimal. However, employee morale will be much higher if the internal posting process is considered first if there could be existing employees who qualify to fill the position. This is true, especially if the position is considered a promotion position. Of course, this is not typically the case with entry-level positions.

Put yourself in the position of existing employees, especially those who consider themselves qualified for the posted position. Should the position be posted internally and no acceptable candidate surfaces, then the company should proceed to post the job to the outside world. However, from an employee morale and motivation standpoint, there is real value for the company to look internally first at the existing employee pool, to see if qualified candidates are available. I believe most companies already do this — or at least I hope they do.

When an internal employee is promoted (if viable), it provides a great lift and motivation for that employee, of course, but also for the overall employee population. This action sends a clear message from upper management that they have confidence in the current employees and consider them extremely valuable. The most valuable assets of any association or company are its leaders and employees. Of course, as always, when there is competition between existing employees for a promotion position, there will be disappointed employees. In my experience, even employees who went through the interview process but did not successfully secure the position usually (not always) later have some appreciation for the fact that they were part of the interview process and considered prior to outside candidates.

The amazing technology of today's world makes surfacing outside candidates a global activity and process. The application process is immediate as soon as an internal or external candidate can complete whatever materials are required and push the send button. Because of technology, several companies have dramatically changed their application procedures. For example, for many companies, the process now involves an application video as opposed to, or in addition to, a letter of application and a r�sum�. I have no problem with this, and I feel there can be value to the video component of an online employment application. However, I also feel there is great continuing value in requiring a candidate to submit a r�sum� and a letter of application. As a matter of fact, my continuing recommendation is for this to be done as part of the application process, regardless of whatever else may be required. This provides the employer a look at the formal r�sum� and writing skills of the candidate. If a company is uncomfortable with the video application process for any of a variety of reasons, this can be stopped; however, I do understand that video is becoming a more popular part of the digital online application process.

The point is that whatever electronic process is used to facilitate the application, it is still my recommendation that an application form of some type be utilized and the candidate be required to submit a r�sum� with a letter of application. These materials can be electronically transferred or sent via conventional mail. These processes are important, because while we have amazing communication advantages today that are beyond anything previous generations dreamed, it is still very important for people to possess the ability to communicate effectively both orally and through writing.

There should also always be an application deadline in force, regardless of procedures. It should be made clear that applications received after that deadline will not be considered. If you want a job, there is no excuse for missing an application deadline. I also believe the company or association application form should provide a phone number and a contact person a candidate can call after the application deadline, to follow up on the status of his or her employment application. A good candidate will follow up with a phone call or at least an e-mail to ensure his or her application has been received and to ask if any further information is needed.

I mention a phone call because there is great value in the candidate actually speaking to someone (whether it be a potential supervisor or HR person) designated to take those calls. This can provide an employer further insight into the verbal abilities of the candidate, how the candidate handles him- or herself in that situation, and whether or not the candidate does follow up on tasks. I would offer this important note to candidates: it is necessary for you to conduct the follow-up contact in an efficient, professional manner, but you should not be a pest after that initial follow-up. The last thing any human resources employee or supervisor desires is a phone call from you every day for two weeks while he or she is trying to consider whom to hire. Yet, a well-done, professional telephone call from a candidate (after the application process has closed) is an excellent idea to check signals with the potential employer and see if anything else is needed. That call is an opportunity to ask the obvious question about when a possible decision might be made in regard to filling the position. There is a difference between a phone call like that and being a pest. It is amazing how many people do not understand the difference....

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