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Introduction to the Job Candidate Evaluation Form
This form enables your staff members, who are participating in the interview process with a candidate, to assess the individual's qualifications. The format provides a method for comparing the interviewers' impressions of various candidates.
The questions also provide guidance about the type of skills and potential contributions the interviewers should be assessing in each candidate they interview. This format allows you to customize the questionnaire with any additional assessments you believe are necessary for the pertinent position.
Over time, you will want to develop customized questions for every position you commonly fill. Even in the short term, provide some guidance to the managers and other interviewers about which questions each interviewer is responsible for asking.
As an example, when hiring a salesperson, the hiring manager might have the responsibility to assess the individual's sales ability, his or her aggressiveness, and other specific work requirements.
The Human Resources Director may want to assess the candidate's cultural fit with both questions and observations about how the candidate treated staff. A peer will want to know how the candidate works in a team environment, how the candidate handles rejection, how the candidate gets leads and how the person might fit as a coworker.
If you share questions and responsibility across interviewers, you will learn more about the candidate. You will discover whether the candidate "fits" your organization. The candidate will not experience the same interview questions repeatedly.
Take a look at the suggested format and remember that you can print out a printer-friendly copy by clicking the printer at the top of the link boxes to the right.
Candidate Evaluation Form - Part 1
Position:
Candidate Name:
Interviewer Name:
Interview Date:
Based on the interview, please evaluate the candidate's qualifications for the position listed above. In each section, space is provided to write additional job specific comments. If one of the questions does not apply to the position, please write N/A in the comment section.
Education / Training
The candidate has the necessary education and/or training required by the position.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Work Experience
The candidate has prior work experience that is related to the position.
_____ Extensive experience
_____ Meets requirements
_____ Not related but transferable skills
_____ No prior experience
Comments:
Skills (Technical)
The candidate demonstrated to your satisfaction that he/she had the necessary technical skills to perform the job successfully.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Supervising Others
The candidate demonstrated to your satisfaction that he/she had the necessary experience in supervising others to perform the job successfully.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Leadership Skills
The candidate demonstrated to your satisfaction that he/she had the necessary leadership skills to perform the job successfully.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Interpersonal Skills
Communication: articulated ideas clearly both written and orally.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Candidate Evaluation Form - Part 2
Teamwork
Demonstrated the ability to work well in a team and with superiors, peers, and reporting staff.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Time Management
Demonstrated the ability to manage time independently and work efficiently.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Customer Service
Demonstrated the ability to be customer focused.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Motivation for the Job
The candidate expressed interest and excitement about the job.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Problem Solving
Demonstrated the ability to design innovative solutions and solve problems.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Skill Needed
Demonstrated the ability to:
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Skill Needed
Demonstrated the ability to:
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Skill Needed
Demonstrated the ability to:
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Overall Recommendation
_____ Highly recommend
_____ Recommend
_____ Need clarification of qualifications
_____ Do not recommend
Comments:
Are You Getting the Best Benefit From Your Benefits?
Part 1: Benefits Overview
Is your benefits package giving you the payback you deserve in increased employee appreciation and satisfaction? Chances are, it’s not. On average, organizations spend 41 cents for benefits for every dollar of payroll. That’s 29 percent of the total employee compensation package. Research reported in the journal, Personnel Psychology, suggests that employees only understand and appreciate between 31 and 68 percent of the cost or market value of the benefits they receive.
Employees undervalue their benefits for many reasons including: employers communicate the value of the benefits poorly, the employees have little or no choice in benefits packages or options, and the employees misunderstand the market value of benefits.
Maximize the Value of Benefits Expenditures
Employers can overcome these factors by allowing employees to make choices and by providing lots of information. You can jump start the education process by providing paycheck inserts that detail your cost for each employee benefit. Other ways to get employees to think about the value of their benefits include interactive computer quizzes, benefits fairs, telephone hot lines, workplace posters and video tapes or television.
Firms that wish to maximize the value of their benefits expenditures need to survey their employees to ask them what they value and how much. Benefits surveys or focus groups are important first steps in understanding employee preferences. Relevant questions might include the following.
What benefits are most important to you?
If you could choose one new benefit, what would it be?
If you were given X dollars for benefits, how would you spend them?
Follow-up research about the cost of the benefits employees desire can help you determine which programs will provide the most “bang for the buck.” On the basis of the data developed, you can adapt your benefit offerings or provide choices consistent with organizational objectives such as employee retention or performance.
The variety of benefits offered today is immense. Some benefits, such as medical and retirement benefits, are almost institutionalized or expected in the United States. However, others are not—and these are the benefits that set companies apart. Organizational values are often manifest in the benefits organizations offer. Thus, they help to establish an organization’s positive reputation in the marketplace.
So, isn't it about time to reconsider the benefits package your company offers? Following is a long list of benefits that are offered across hundreds of U.S. firms. The cost of these benefits varies as do employee and employer perceptions about the value they deliver. The key for organizations looking for a competitive edge is to determine what benefits you can provide that are most valued and useful to employees. Hopefully, these benefits will approach a 1:1 cost to perceived benefit ratio!
Part 2: Benefits Roundup
Bonus (extra compensation) options
Performance bonus
Attendance bonus
Longevity bonus
Profit sharing
Discount stock purchase plans
Medical and health
On-site medical clinic
Medical care programs (HMO, health insurance)
Dental care programs (insurance)
Vision care programs
Flexible spending accounts for healthcare costs
Employee assistance programs
Wellness programs
On-site fitness facilities
Fitness facility membership
$50 to take annual physical; $200 reward if vital signs are positive
Paid time off
Sick leave
Well pay
Mental health days
Holidays
Vacation
Bereavement leave
Ten paid hours a month for volunteer work
35 extra vacation days in 10th year and every 5th year thereafter
Personal or emergency business days or floating holidays
Paid sabbaticals
Professional association participation
Insurance
Short-term disability insurance
Long-term disability insurance
Life insurance
Mental health insurance
Travel accident insurance (when traveling on company business)
Insurances mentioned under "Medical and health"
Retirement
Defined benefit pension
Defined contribution
Financial planning assistance
401(k)
Profit sharing
Discount stock purchase plans
Children and Family
Free child care
On-site child care
Free elder care
Vouchers to help pay for child care
Information about cost and quality of day care
Discounts on day care
Flexible spending account for child care
Sick child care center (to cover when providers won’t accept children)
Financial support for infertility treatments and/or adoption aid
Pets
On-site kennel service
Dog and cat grooming
Animal sitting for business travelers
Pet walking services
Bereavement period for the loss of pets
Pet insurance
“Bring a pet to work” day
Allowed to keep pets at work (an office cat)
Education and Development
Tuition reimbursement or payment for seminars and classes
Educational assistance (interest-free loans for own or children’s education)
Career planning and development
Scholarships for children of employees
Professional association meeting, conference or seminar expense
Concierge services
Car wash and oil change
Dry cleaning service
Maid service to clean home
Errands run
Food
Free drinks such as pop, coffee, tea, juice and espresso
Free lunch
Free popcorn, ice cream or other snacks
Discount meals
Holiday turkeys
Already prepared take-home meals
Paid mini-bar snacks at hotel (while on travel)
Paid meals for entire family if working on weekend (to allow some family time)
Beer, wine, meals included in company-provided refreshments at company events
Clothes
Free uniforms or uniform cleaning
Free clothes for personal use (such as shirts, sweaters, jackets, hats)
Shoe repair
Safety shoes
Safety eyeglasses
Personal
Van-pool programs
Company car
Free or subsidized mass-transit passes
Free parking (car or bicycle)
Free taxi rides home
First-class travel
Free ride in jump seat of company planes
Free airline passes
Keep frequent flyer miles for personal use
Other
Relocation expenses
Subsidized or free housing
Employee referral bonus
Boomerang bonus (employee rehire bonus)
Prepaid legal services (telephone advice, wills, purchase of a home)
Award or gift certificates (redeemable at the employer’s or another local store) as bonuses for attendance, productivity, and punctuality
Game rooms (pool, foosball, video games, etc.)
Free movies
Free cigarettes
Company sponsored/subsidized events such as trips to athletic events, concerts and hikes
Theme days such as Halloween costume days and holiday cookie exchange days
Condominium, hotel, camping or other recreational area for employee use
Annual family trips back to the "home country" of H1 B visa employees
Relocation back to the "home country" if the job doesn't work out
Relocation back to any United States location in case of "no fault" layoff or termination
Birthday card or note from executive
Assistance in obtaining a visa to visit the United States
In-plant bank branches for employee banking services
Life Cycle account of $10,000 to help employees cross major thresholds such as buying a first house or financing college education
How To Set a Dress Code
If anyone in your organization deals with the public, you should have a dress code for all employees. A dress code is a simple document that tells people in various functions what is appropriate work attire, and why.
Here's How:
Decide what you want the dress code to say about your business.
Talk to your customers. Ask how they would like to see your employees dress.
Talk to your employees. Ask them what they consider appropriate.
Be flexible. Recognize that what is appropriate dress for the loading dock may not be appropriate for an outside sales person.
Be realistic. You won't get stock clerks into wearing suits and ties.
Publish a draft to your employees. The draft should say what the business purpose of the dress code is as well as lay out the rules.
Ask for employee feedback and listen to it.
Revise the dress code based on their feedback and then publish it.
Try it and see how it works. Adjust as necessary.
Tips:
Err on the stricter side first. It's easier to relax a dress code than to tighten it.
Regards,
Skakkar