招聘与筛选,研发使用互联网外文翻译(编辑修改稿)

招聘与筛选,研发使用互联网外文翻译(编辑修改稿)内容摘要：

e fair to potential employees. Preemployment screening tools： At the simplest level, the development of 24hour telephone prescreening as reported, in HR Magazine seems to have provided potential candidates with more flexible arrangements. HR Easy Inc analyse10,000 calls received during one 24 hour period to its clients using its custommade programs that screen applicants via a touchtone phone. Sixty nine per cent were place outside traditional business hours (Rubis, 1998). Another example of this approach is provided by Stores New York (see Schulz, 1998) and illustrates how small retailers are able to identify likely applicants through two tiers of questioning in an automated program. In this example, the retailers, Hot Topic and Stew Leonard, advertised the vacancy and gave details of a toll free telephone number. When an applicant pleted the session successfully, an interview with a live human being was scheduled automatically. This leads me to wonder how the employer copes with a potential large number of successful applicants? And are the questions really designed to test people39。 s stamina and endurance as well as their suitability for the job? Russell (1999) gives further evidence of the likely popularity of such automated methods. He asserts that nowadays the latest business tools are economical in terms of time and money, taking often no longer than 15 minutes and often being able to be processed inhouse. Russell suggests this applies to programs to screen out marginal performers early typically after a brief interview but he does not quote specific programs. However he does provide a link to the Workforce Stability Institute at which provides a more considered approach and caution on how to use any tests: •In choosing to use tests, consult with people who are both experienced and knowledgeable in the overall design of selection systems rather than a specific product or methodology. 5 •Ensure the tests are reliable and valid measures are related as closely to the job as possible. •Check for adverse impact. Research findings： When I first started researching online recruitment in 1998, I found more predictions about what was likely to happen in general terms or an indication of trends that were beginning to emerge. Now in 2020 some research findings are being reported from a variety of sources. In June 2020, HR Focus magazine reported on the Web Recruiting Study 2020, undertaken by the Institute of Management and Administration (see Why your Web site is more important than ever to new hires, HR Focus, June, 2020). An executive summary of this report also appears at According to the survey, more than 90 per cent of job applicants check out a pany39。 s Web site before taking the job and yet more spend an average of four hours on a corporate Web site doing a job search. Changing demands on the HR function： This increased interest in, and use of, the Inter by job seekers does however bring its own problems. The August 1999 edition of Workforce (see for subscription details) quotes several examples of panies that have responded in differing ways to this development. The examples range from Irvine, Mazda North American Operation, which decided to devote 25 per cent of its recruitment budget to an Inter recruitment service。