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A．0
B．2
C．4
D．8
E．16
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更多“Of 40 applicants for a job, 32 had at least 5 years of prior work experience, 24 had advan”相关的问题
One prediction rang true from the research by the Chartered Institute of Educational Assessors. (2) It was that the incentive for falsehood is growing, as unemployment balloons and competition for jobs rises. In coming months recruiters will therefore be bombarded with CVs making extremely misleading claims.
It was the same during the downturn of the early 1990s. Then, one acquaintance obtained a graduate traineeship at a large bank by bumping his third-class degree up to a 2: 1. a journalist colleague meanwhile admitted to me that his degree from a top university was entirely fictional. (3) Another contemporary explained away a year lost to bone idleness by telling prospective employers that he had been writing a field guide to the wild flowers of the Pyrenees (比利牛斯山脉).I might have lied on my own CV, if an east coast Scottish upbringing had not lumbered me with the subliminal conviction that I would burn for eternity in hell if I did.
(4) A company whose services include background checks on job applicants, says that inaccuracies on CVs divide into three main groups. First, there are honest mistakes, typically made when candidates muddle dates. Second, there is deliberate fibbing about qualifications. Mr Thomas says: "A lie told 20 years ago to get a job can become part of the liar's reality. So he tells it again when he switches jobs, even though he has become a successful finance director. " Third, applicants close up suspicious gaps in their employment history. In one case investigated by Kroll, a candidate turned out to have spent a three-month gap in prison for fraud.
About 65 per cent of businesses take up references for shortlisted job applicants, according to research by the Chartered Institute of Personnel and Development. Fewer than half said they found out anything useful. (5) This is hardly surprising now that the fear of litigation prevents past employers from saying anything more revealing than; "Yes. Derek worked for us. He has a beard and knows a bit about databases. " Less than 40 per cent of businesses bother to check academic and professional qualifications.
(61)
Within Australia, Australian Hotels Inc. (AHI) operates nine hotels and employs over 2,000 permanent full-time staff, 300 permanent part-time employees and 100 casual staff. One of its latest ventures, the Sydney Airport Hotel (SAH), opened in March 1995. The hotel is the closest to Sydney Airport and is designed to provide the best available accommodation, food and beverage and meeting facilities in Sydney's southern suburbs. Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country's high labour-cost structure. In order to develop an economically viable hotel organisation model, AHI decided to implement some new policies and practices at SAH.
The first of the initiatives was an organisational structure with only three levels of management -- compared to the traditional seven. Partly as a result of this change, there are 25 percent fewer management positions, enabling a significant saving. This change also has other implications. Communication, both up and down the organisation, has greatly improved. Decision-making has been forced down in many cases to front-line employees. As a result, guest requests are usually me without reference to a supervisor, improving both customer and employee satisfaction.
The hotel recognised that it would need a different approach to selecting employees who would fit in with its new policies. In its advertisements, the hotel stated a preference for people with some "service" experience in order to minimize traditional work practices being introduced into the hotel. Over 7,000 applicants filled in application forms for the 120 jobs initially offered at SAH. The balance of the positions at the hotel (30 management and 40 shift leader positions) were predominantly filled by transfers from other AHI properties.
A series of tests and interviews were conducted with potential employees, which eventually left 280 applicants competing the 120 advertised positions. After the final interview, potential recruits were divided into three categories. Category A was for applicants exhibiting strong leadership qualities, Category C was for applicants perceived to be followers, and Category B was for applicants with both leader and follower qualities. Department heads and shift leaders then composed prospective teams using a combination of people from all three categories. Once suitable teams were formed, offers of employment were made team members.
Another major initiative by SAH was to adopt a totally multi-skilled workforce. Although there may be some limitations with highly technical jobs such as cooking or maintenance, wherever possible, employees at SAH are able to work in a wide variety of positions. A multi-skilled workforce provides far greater management flexibility during peak and quiet times to transfer employees to needed positions. For example, when office staff are away on holidays during quiet periods of the year, employees in either food or beverage or housekeeping departments can temporarily fall in.
The most crucial way, however, of improving the labour cost structure at SAH was to find better, more productive ways of providing customer service. SAH management concluded this would first require a process of "benchmarking". The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using made up of employees from different departments within the hotel which interacted with each other. This process resulted in performance measures that greatly enhanced SAH's ability to improve productivity and quality.
The front office team discovered through this project that a high proportion of AHI club member reservations were incomplete. As a result, the service provided to these guests was below the standard promised to them as part of their membership agreement. Re
A．management
B．size
C．staff
D．policies
What is the most important thing the interviewer wants to know about the applicants？
The most important thing is what ______the applicants are.
A、Job descriptions and applicants’ qualifications.
B、Job specifications and applicants’ abilities.
C、Job duties and applicants’ responsibilities.
D、Job requirements and applicants’ experience.
How many foreign languages should the applicants be fluent in？
At least______.
A.apply
B.submit
C.compose
D.conduct
A.outside applicants
B.current applicants
C.applicants
D.non-applicants
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