The Wall Street Journal (10/23/06, pages B1 & B8) reports on Google revamping its hiring methods. Google is on the right track, but is sorely missing crucial pre-employment tests plus other prediction methods. The following are my seven pre-hire prediction methods I recommend all companies use — including Google — along with comments on how well Google currently does it. First, is Brief Initial Screening Interview — focused on whether applicant has biographical data similar to its superstar employees. Google falls short here, because it needs to identify the bio-data of successful employees in each job which WSJ did not say Google does. Second, are customized Pre-Employment Tests — so a company can prefer job applicants who get test scores similar to its superstar employees’ test scores. Unfortunately, Google does not do pre-employment tests. In fact, Google asks job applicants to identify their personality traits and past standardized test scores! That makes no sense.
Reason: Any applicant with the IQ above tire pressure (e.g., Google applicants) can figure out if they should say they are, for instance, teamwork-oriented or creative or good at math or other job talents. Third, should be the In-Depth Interview — delving into the 6 – 9 most important job talents. Also, WSJ did not say interviewers were trained in how to conduct a customized, In-Depth Interview. Fourth is a Work Simulation or Role-Play — forcing applicant to demonstrate key job skills. Here, Google seems to shine — partly. It gives applicants “homework.” But, the work simulation should be done in the Google office. Otherwise, applicants can take it home, get friends to help, or even have someone else do the “homework” or work simulation for them! Also, after the Work Simulation the applicant should be asked to deliver a brief presentation, so Google can assess communications skills. Fifth, Google definitely should conduct a Realistic Job Preview — in which job applicant spends 4 – 10 hours watching an employee actually do the job the applicant is applying for. Apparently, Google fails to do this. Given its corporate culture and job demands, this is a huge gap in its hiring method — and one I strongly recommend Google start doing. Sixth are Reference Checks — getting applicant’s ex-bosses to “spill the beans” about the person’s good and bad work qualities. I devised a way to “weasel” truthful reference checks from ex-bosses who may feel unwilling to open up. But, WSJ’s article did not report on Google doing ultra-revealing Reference Checks. Finally, Google does great at having 1 Executive aproving/Disapproving Each Hiring Recommendation. For Google to grow from big to bigger, it needs a customized, structured hiring method. Google aims to shorten its hiring process. But, unless Google researches and creates an organized method, such as the “7-Step Method to Hire the Best(tm),” it could save a few dollars — but waste millions on bad hiring decisions.
3. Read the Additional Student Information for HCCC. 4. Complete the Harvey City Chapter 15 Requirements. • Click the Submit button in the Toolbox to upload your completed assignment by Sunday of this week. • Have a copy of your completed assignment for discussion in the Week 11 Meet session. To prepare for the class discussion on the concepts in this week’s readings. 1. Review this week’s readings. 2. Complete Exercise E17-2 and E18-2 in your textbook, Governmental and Nonprofit Accounting. • Prior to the scheduled Meet session, click the Submit button in the Toolbox to upload your completed assignment. • Attend the scheduled Meet session for this week. Have a copy of your completed exercise available during the session. Note: If you cannot attend the scheduled Meet session for the week, the session will be recorded. You are required to review the recording and make any modifications to your exercise as needed. Highlight the changes in yellow. To assess the concepts in this week’s readings. 1. Review this week’s readings. 2. Complete Problem P17-2 and P18-5 in your textbook, Governmental and Nonprofit Accounting.
Edit Your Work To improve your skills, practice careful editing of your essays. When possible, put the essay aside after writing and edit it later. This will allow you time to reason about the way you answered the essay question or presented your argument. Thus, you will get back to your work with a different perspective. This is an important part of the learning process. In fact, you may realize that your essay needs more information to sound complete. You may also notice holes in your argument. Whatever the case, be calm and focus on fixing problems in your essay. Check the overall structure of the essay and how you presented your main points. Make sure that you have explained main points and supported them with evidence. Check spelling, punctuation, transition signals, and logical sequence. Basically, these techniques will help improve your essay writing skills. If unable to write or edit your essay, seek professional assistance help.
Get help for Strayer-University CIS 498 Homework Help. Examine the “Core Skills for Success” in Chapter 1 of Roberts’ text. Analyze the primary manner in which these skills aid IT professionals when an organization must implement information system changes. Support your response with at least two (2) examples of an IT professional’s application of the core skills for success. Investigate the manner in which three (3) of the six (6) mind-set and behavioral changes impact IT leadership’s ability to promote change in an organization in relationship with integrative functions and processes. Provide one (1) example to support your response. Read and reflect upon the “Top Ten – Considerations for Evolving into the Role of a Consultant” in Chapter 5 of Roberts’ text. Propose three (3) actions that IT professionals should undertake in order to successfully achieve the Top Ten. Determine the single most paramount consideration, and justify your selection. As an IT professional who may face differing and competing priorities from business units, suggest one (1) strategy for negotiating an achievable project scope without damaging the relationship with business units.