Responding to Application and Shortlisting PDF

Responding to Application and Shortlisting Psych Elective-3 Writing Cover Letter Cover letters tell an employer that you are enclosing your résume and would like to apply for a job. Cover letters should never be longer than one page The main goal is to highlight your qualifications, skills...

Responding to Application and Shortlisting Psych Elective-3 Writing Cover Letter Cover letters tell an employer that you are enclosing your résume and would like to apply for a job. Cover letters should never be longer than one page The main goal is to highlight your qualifications, skills, and experience in relation to the job you're applying for. It provides context for your resume and allows you to demonstrate why you're a great fit for the company and role. A cover letter allows you to connect your skills and experiences directly to the job description. By doing so, you can show how your qualifications align with the company’s needs, making a stronger case for why you should be selected for an interview. A COVER LETTER CONSISTS OF THE FOLLOWING: 1. Salutation If possible, get the name of the person to whom you want to direct the letter. If you aren’t sure of the person’s name, call the company and simply ask for the name of the person (have it spelled) to whom you should send your résumé. If the first name leaves doubt about the person’s gender (e.g., Kim, Robin, Paige), ask if the person is male or female so that you can properly address the letter to Mr. Smith or Ms. Smith. Do not refer to the person by his or her first name (e.g., Dear Sarah). Avoid phrases such as “Dear Sir or Madam” (unless the company is a “house of ill repute”) or “To Whom It May Concern” (it doesn’t concern me). Paragraphs The opening paragraph should be one or two sentences long and communicate three pieces of information: the fact that your résumé is enclosed, the name of the job you are applying for, and how you know about the job opening (such as a newspaper ad or from a friend). The second paragraph states that you are qualified for the job and provides about three reasons why. This paragraph should be only four or five sentences in length and should not rehash the content of your résumé. The third paragraph explains why you are interested in the particular company to which you are applying. The final paragraph closes your letter and provides information on how you can best be reached. Though your phone number will be on your résumé, this paragraph is a good place to tell the employer the best days and times to reach you. Signature Above your signature, use words such as “cordially” or “sincerely.” “Yours truly” is not advised, and words such as “Love,” “Peace,” or “Hugs and snuggles” are strongly discouraged. Personally sign each cover letter; and type your name, address, and phone number below your signature. Tips in Writing Cover Letter Avoid sounding desperate and don’t beg (I really need a job bad! Please please please hire me!). Avoid grammar and spelling errors. Employers view cover letters and résumés as examples of the best work applicants can produce. If your cover letter contains errors, an employer will be concerned about the quality of your regular work. Avoid officious words or phrases. Don’t use a 25-cent word when a nickel word will do. Not only will employers be unimpressed by a large vocabulary, but applicants using “big words” often misuse them. As an example, one applicant tried to describe his work productivity by saying that his writings were “voluptuous,” rather than “voluminous,” as we think he meant to say. Don’t discuss personal circumstances such as “I find myself looking for a job because I am recently divorced.” Employers are interested in only your qualifications. If possible, tailor your letter to each company. Standard cover letters are efficient but not as effective as those written specifically for each job you are applying for. Don’t write your cover letter on the stationery of your current employer. Ensure that you have used the correct name of the organization throughout the letter. It is not uncommon when sending out large numbers of cover letters to change the company name in the address but forget to change it in the body of the letter. Example of Cover Letter WHAT IS A RESUME? Resumes are summaries of an applicant’s professional and educational background. Resumes may not predict performance partly because they are intended to be advertisements for an applicant. There is no one best way to write a resume because a format that works for one individual may not work for another. RÉSUMÉS CAN BE VIEWED IN TWO WAYS: 1. as a history of your life; or 2. as an advertisement of your skills. CHARACTERISTICS OF EFFECTIVE RÉSUMÉS 1. The resume must be attractive and easy to read. Leave at least a 1-inch margin on all sides and allow plenty of white space; do not “pack” information into the resume. A résumé can have great content, but if the “package” is not attractive, few employers will want to read it. White is probably the best paper color, as it scans, copies, and faxes more clearly than other colors. 2. The résumé cannot contain typing, spelling, grammatical, or factual mistakes. Do not make any careless mistakes! 3. The resume should make the applicant look as qualified as possible— without lying. If including hobbies, summer jobs, and lists of courses will make you look more qualified for this particular job, TYPES OF RÉSUMÉS 1. Chronological résumés In here, list previous jobs in order from the most to the least recent. This type of resume is useful for applicants whose previous jobs were related to their future plans and whose work histories do not contain gaps. Functional résumés Functional résumés are especially useful for applicants who are either changing careers or have gaps in their work histories. Organizes jobs based on the skills required to perform them rather than the order in which they were worked. Psychological résumés This type of resume résumé should begin with a short summary of your strengths. It contains the strengths of both the chronological and functional styles. THE INTERVIEW SCHEDULE An interview schedule is basically a list containing a set of structured questions that have been prepared, to serve as a guide for interviewers, researchers and investigators in collecting information or data about a specific topic or issue. ADVANTAGES OF AN INTERVIEW SCHEDULE 1. An interview schedule facilitates the conduct of an interview. 2. It increases the likelihood of collecting accurate information or data. 3. It allows interviewers and researchers to get more information. 4. The rate and amount of responses are higher. 5. It offers flexibility and high customization. DISADVANTAGES OF AN INTERVIEW SCHEDULE 6. It can be time-consuming. 7. There is a high risk that the interview and its results may suffer from the bias of the interviewer. 8. Variability may be high when the interview schedule is used by multiple interviewers. THREE The Opening - This section should make the interviewee/applicant feel relaxed, welcomed, and motivated. MAJOR This section should also clearly indicate the objectives of the interview and what topic areas PARTS OF will be tackled. Finally, the opening should specify the expected length of the interview. AN INTERVIEW The Body - The body of the interview schedule is the “core discussion” which lists the topics to be SCHEDULE included and the potential questions to be asked. The number of questions and the exact wording of the questions depends on the type of interview schedule used (whether it is structured or unstructured). The Closing - The closing should maintain the tone set throughout the interview and should be brief but not abrupt. Interviewers should summarize the main issues discussed during the interview, discuss the next course of action to be taken, and thank the respondent for his or her time.  PREPARING AND SENDING INTERVIEW PACKS AND REJECTION LETTERS Interview Packets/Packs An interview packet basically is a collection of documents that helps the interviewer or interviewee prepare for an upcoming interview or meeting. The interview packets should consist of all the items the interviewers will need to assess job applicants. The company might supply each interviewer with resumes for each candidate, a list of basic questions, a scale for rating each candidate and guidelines for ensuring that interviewers avoid unethical questions or any biases. Rejection Letter An interview rejection letter is a customary form of communication that informs job candidates that they are not moving forward in the hiring process. Rejection letters after interviews are generally sent within a two-week period, and they typically consist of one to two paragraphs that are concise and to the point. If a candidate is highly skilled but not the best fit for the role you’re currently filling, a rejection letter is also an excellent opportunity to let them know you’re impressed with their background and would like them to apply in the future. Tips on How to Write a Job Rejection Letter After Interview 1. Personalize your interview rejection letter. 2. Keep the interview rejection letter concise. 3. Be professional and considerate in your rejection letter after the interview. 4. Send the interview rejection letter as soon as possible. 5. Consider giving interview feedback. Activity 4: THE SELECTION DECISION The selection decision is the process through which an organization chooses the best candidate for a role based on their qualifications, experience, and fit within the company culture. Making the right selection decision is crucial for the organization’s success, as a poor hire can result in lower productivity, higher turnover, and impact team dynamics. It emphasizes that the process isn't just about filling a position but ensuring the candidate aligns with the company’s needs and culture. It also stresses the importance of making the right decision, as it impacts both the team and organizational performance. Types of Selection Decisions Unstructured Decision Making: Informal and subjective, where decisions are made based on gut feeling, intuition, or personal preferences. Structured Decision Making: A more systematic and objective approach, often based on predetermined criteria (e.g., interview scores, assessment results). Collective Decision Making: A group decision-making process where multiple interviewers or decision-makers collaborate to choose the best candidate.  Job Fit: Does the candidate possess the necessary skills, qualifications, and experience to perform the job effectively? Cultural Fit: Does the candidate align with the company’s core values, mission, and work culture? Criteria for Technical Competence: Does the candidate have the Making technical expertise required for the role? Selection Soft Skills: Communication, leadership, teamwork, and adaptability are also critical factors. Decisions Experience & Qualifications: Previous experience, educational background, certifications. Potential for Growth: Does the candidate have the potential to develop and grow within the organization? Decision-Making Tools and Techniques Weighted Scoring System: Assign numerical values to different criteria (e.g., job fit, experience) and score candidates based on their performance in each area. Panel Interviews: A panel of interviewers evaluates the candidate, providing multiple perspectives to minimize bias and increase objectivity. Assessment Centers: Candidates participate in job-simulated tasks to demonstrate their skills and abilities in real-world scenarios. Psychometric Testing: Tests that measure cognitive abilities, personality traits, and behavioral tendencies, helping assess a candidate's potential fit for the role. Common Biases in Selection Decisions 01 02 03 04 Confirmation Bias: Halo Effect: Letting Similarity Bias: Anchoring Bias: Tendency to favor one strong attribute Favoring candidates Over-relying on the candidates who of a candidate (e.g., who are similar to the first piece of reinforce pre-existing looks, education) interviewer in terms information beliefs or preferences. influence the overall of background, encountered (e.g., the judgment. appearance, or first interview or personality. resume) to make a decision. Best Practices for Selection Decisions Use a Structured Process: Create a standardized process to assess all candidates equally and reduce bias. Leverage Multiple Decision-Makers: Involve a panel of interviewers to gather diverse perspectives and reduce individual bias. Focus on Job Relevance: Ensure that selection criteria are closely aligned with the job’s requirements to select candidates who can succeed in the role. Avoid Biases: Use data-driven approaches like structured interviews, scoring systems, and tests to minimize bias. Make Decisions Promptly: Avoid delays in the decision-making process, as delays can lead to losing top talent. Ethical Considerations Non-Discrimination: Ensure that candidates are evaluated without regard to race, gender, age, religion, etc. Confidentiality: Respect the privacy of candidates by keeping their personal information confidential. Transparency: Be clear and upfront about the selection process, criteria, and how candidates are evaluated. MAKING A JOB OFFER Making a job offer is the final stage of recruitment and selection. Once a candidate is selected, he/she will be issued an offer letter, which describes the designation, job location, role, responsibilities, remuneration, benefits, and a few terms related to the company policies. Making a job offer is a delicate process and it should be handled carefully. The outcome of this process can be one of the following: 1. the candidate may accept and start working with the organization, or 2. the candidate may accept a better job offer from another organization, if he gets one. POINT TO KEEP IN MIND WHILE MAKING A JOB OFFER Do not delay. Issue an offer letter as soon as a candidate is selected, especially if the resources are limited. Put the job offer on the table. While issuing an offer letter, do not wait for the right time. Contact the selected candidate over phone and give him a verbal confirmation that he/she is selected to fill the position vacant. Set a deadline to accept the offer. Once the offer is issued to the candidate, set a reasonable deadline to accept the offer. Take a confirmation from the candidate that he/she should join as per the date of joining mentioned in the offer letter. Stay connected. Even after the offer is accepted by the candidate, it is the responsibility of the hiring manager to be in touch with the selected candidate, till he/she joins the organization. PREPARING A JOB OFFER LETTER Once the salary negotiations are completed, the next step is preparing and issuing a job offer letter. During the confirmation of the job offer through phone call or mail, it is best to make the initial offer and discuss about the terms of the employment. A formal job offer should include the following: 1. Name of the employee 2. Title or designation of the job 3. The remuneration or salary offered 4. Employment commencement date 5. Roles and responsibilities of the job 6. Terms and conditions (contract/temporary/permanent) of the job 7. Compensations and benefits 8. Conditions during the probationary period 9. Additional condition, which includes legal, background verification etc. NOTIFICATION OF CANDIDATES The management should inform/notify both successful and unsuccessful candidates of selection decisions as soon as possible. If the person rejected was an internal candidate, managers may visit or make a personal phone call to the rejected applicant. A rejection letter is a more likely method if the candidate was not an internal candidate. EMPLOYMENT TRENDS IN THE PHILIPPINES According to Philippine Statistics Authority (PSA), employment rate in January 2021 stood at 91.3 percent, which is the same as the October 2020 rate. This means that 41.2 million Filipinos were employed out of 45.2 million Filipinos in the labor force in January 2021. This estimated rate is lower than the reported 94.7 percent in January 2020. PSA further noted that “Among men and women, labor force participation rate in January 2021 was higher for men (73.9%) than for women (46.9%). On the other hand, employment rate for men was registered at 91.3 percent while 91.2 percent for women. Men also reported higher underemployment rate at 17.6 percent compared to underemployment rate for women at 13.4 percent.” According to National Statistics Office of the Philippines (NSO), “employment rate in the Philippines decreased to 92.60 percent in the fourth quarter of 2021 from 93.13 percent in the third quarter of 2021.” WHAT ATTRACTS MILLENIAL EMPLOYEES The corporate world nowadays is dominated by millennials/Gen Y workers, or those of which were born in the 1980s and 2000s. According to a report released by the PSA in July 2019, “the largest number of employed persons were in the age group 25 to 34 years, with 27.5% of the total employed.” This means that there is younger workforce in the industry than we actually realized. Millennials have been stereotyped as “notorious job hoppers”, “early dissatisfied”, or “the most difficult to manage and retain”, to name a few. Such misrepresentations are due to the fact that they are misunderstood. There is a “generational gap” especially in the strategies used in recruitment. Millennials being born and raised during the internet explosion, they grew up using computers, smart phones, etc. Being exposed to technology, they usually do their own research and to a lot of information which one can get from the internet. So, what do millennials look for in a job? 1. Security and financial stability 2. Career advancement and skills development 3. Flexibility and rewards WHAT FILIPINOS REALLY LOOK FOR IN A JOB According to the result of a survey conducted by Jobstreet.com on 2017, the following are what Filipino job-seekers look for a potential employer / job. 1. Job security 2. Wide opportunities for career development 3. Superior perks and benefits 4. Training opportunities 5. Excellent management ACTIVITY 5 FOR EMPLOYMENT TRENDS IN THE PHILIPPINES Students will read articles and come up with written report regarding the current employment trends in the Philippines Challenges in the Philippine Labor Market 1. Unemployment and Underemployment: While there has been recovery, the unemployment rate in the Philippines remains high, with underemployment (workers seeking full- time work but only able to find part-time or temporary jobs) continuing to be a challenge. 2. Skills Mismatch: There remains a gap between the skills required by employers and the skills of the available workforce. Efforts to improve technical skills and vocational training are critical in addressing this issue. 3. Informal Employment: A large portion of the workforce is still engaged in informal employment, which often lacks job security, benefits, and protections. Improving labor laws and ensuring workers' rights are crucial for long- term economic growth.