L136Racialized Jobs Part II Essay
L136Racialized Jobs Part II Essay
Softskills are hard to quantify and on most cases candidates can claim topossess them while they may not actually possess the required skills.The difficulty in measuring soft skills makes it hard to get theright candidates for the right jobs. For example, while a candidatemay claim to possess good communication skills and placed in amarketing department, in the long term, his/her performance may notresonate with the expected performance.
ObjectiveWay to Rate Potential Soft Skills
Whenevercarrying out recruitment exercises, employers need to conductbehavioral and situational questions (Merz, 2014). The objective ofthis framework is to ensure that candidates with the required softskills are able to exhibit them in an interviewing process.Behavioral and situational questions are a good approach since thesequestions are open-ended and allow candidates to talk about theirindividual experiences in their own way. However, this frameworkneeds to be intertwined with role playing exercise which allowscandidates to undertake one-on-one exercise with the evaluators. Roleplaying is a good approach of confirming whether candidates have therequired soft skills through hypothetical ways.
Whythe Approach is more Objective
Thereare three key factors that make the approach more suitable than whatis suggested by Moss and Tilly in their article. First, the approachallows evaluators to experience and evaluate in first-hand theability of the candidates to exhibit their skills without any form ofdiscrimination (Moss & Tilly, 1996). Therefore, it is a fairapproach seeking to enhance equity and equality in the employmentprocess. Second, this is a cost effective and reliable approach ofassessing potential job candidates. Evaluators do not need tooutsource sophisticated tools to carry out the required assessments.Finally, the approach suits individual needs as it can be customizedto suit different situations in line with the required skills. Theimplication is that candidates cannot be able to exhibit what they donot have, thus, the best candidates always win.
Howto Train Managers
Thesuccess of the approach is based on the ability of managers toidentify the required skills. Therefore, the first step is to trainmanagers on psychological issues. Managers should be able to read theminds of candidates and ascertain situations where pretense isexhibited. Knowing when a candidate is pretending is a fundamentalaspect in the success of the recruitment process. The next step is totrain managers on factors to look out for whenever seeking forcandidates in various areas. At the same time, managers need to avoidthe first impression decision as on most occasions it may bemisleading. Finally, managers should be trained on structuring theirquestions meticulously and precisely to avoid confusions.
Theprimary challenge in the development of the approach accrues from theneed to avoid biasness and create uniformity. Sometimes, behavioraland situational interviews may give rise to prejudice and may hamperthe expected results. Another challenge is the issue of ability toassess and effectively quantify soft skills in an individual, andwithout psychological skills it will be difficult to get the rightcandidate.
Thescheme may fail in instances where technical skills may requiretaking precedence over soft skills. Further, most organizations mayfind it hard to constantly review their interview questions and thisexplains why some organizations repeat the same interview structureseverally and the results in the long run may be biased. Finally, notall people exhibit their skills the same way, thus, in somesituations the scheme may be biased.
Inconclusion, soft skills are crucial to the success of organizationalperformance. The primary challenge often lies on assessing andpinpointing the skills. Candidates alone cannot be relied upon toascertain that they possess the required soft skill which explainsthe need to adopt an approach for organizations to assess theseskills. Behavioral and situational interview questions can offerinsights into who among the potential job candidates has specific andrequired soft skills.
Merz,S. (2014). Teaching the Soft Skills: Three students break it down:soft skills might be more important than academic skills, but how doyou teach them? Follow this practical advice. EducationalHorizons, 93(2),18-20. http://dx.doi.org/10.1177/0013175×14561421
Moss,P. & Tilly, C. (1996). "Soft" skills and race: aninvestigation of black men`s employment problems. Workand Occupations, 23(3),252-276. http://dx.doi.org/10.1177/0730888496023003002