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A while back, we start talking about fundamental steps to hiring management personnel. This entry will be mainly about evaluating the credentials of potential management employees.

The first and most common process is to evaluate the educational background. This is not the same as examining and evaluating a basic academic career rather than evaluating educational ventures since the individual’s professional life. It is no secret that there is no shortage in finding well-educated individuals. It is substantially more difficult to find an individual who has continued a dedicated path of further education, which may include single or combination courses, professional certificates, external or internal conferences, and additional degrees in their entirety.

The second most common process is the evaluation of the career track. This is not the same as reading and checking a resume with many current buzzwords, empty titles, and bogus achievements. Nor is this the same as evaluating a prospect based on the company name in their resume.  This is more about reading between the lines.

The third most common process is the reference check. The traditional process entails contacting former employers to get a first-hand evaluation. It can occur by any means including email and phone conversation. Nevertheless, as a standard operating procedure, such feedback or evaluation should be taken at face value because of its inherently flawed assumptions.

The fourth most common process is comparative. In its basic form, the evaluation entity will cross-compare the most viable applicant against internal and external standards and against the other applicants. This particular methodology may or may not be viable because of variations in the qualifications of applicants as well as their respective backgrounds.

Note of caution – the above-named procedures are inherently centralistic and general. Individual businesses and organizations will have to conduct their own customized standard operating procedures to harvest the greatest effectiveness and efficiency in their hiring procedures. Nevertheless, hiring a management expert is one of the rather intriguing parts of human resources, yet the greatest danger and impact is within those small organizations which do not have dedicated human resource departments.

In the coming days and weeks, we will continue discussing the procedures that would benefit small and mid-size organizations without a dedicated human resource department.

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