http://tc.eserver.org/dir/Careers/Interviewing/Management A listing of the most recently indexed works about Careers and Interviewing and Management in the field of technical communication. en-us Copyright (c) 2005-08 by the EServer. All rights reserved. tclib-editorial@eserver.org (TC Library Editorial Board) webmaster@eserver.org (Geoffrey Sauer) http://tc.eserver.org/images/newlogo.gif http://tc.eserver.org/dir/Careers/Interviewing/Management http://tc.eserver.org/35630.html http://tc.eserver.org/35630.html Jane R. in Texas asks for some tips on interviewing tech writers, especially when using assessment tests. Her company is about to hire their first full-time writer and they have not done this before. I’ve worked on both sides on the fence in the past, (i.e. interviewed and been interviewed) and picked up a few tings in the process. Hopefully, these will be of some help. http://tc.eserver.org/33889.html http://tc.eserver.org/33889.html Social networking once meant going to a social function such as a cocktail party, conference, or business luncheon. Today, much social networking is achieved through Web sites such as MySpace, FaceBook, or LinkedIn. Many individuals use these sites to meet new friends, make connections, and upload personal infor- mation. On social networking Web sites (SNWs) that focus more on business connections, such as LinkedIn, individuals upload job qualifi- cations and application information. These SNWs are now being used as reference checks by human resource (HR) personnel. For this reason, SNW users, particularly university students and other soon-to-be job applicants, should ask the following questions: Am I loading information that I want the world to see? Is this really a picture that shows me in the best light? What impression would another person have of me if he or she went through my site? Although SNWs are a great way to be connected with friends, family, and friends-to-be, they can present problems when potential employers begin to search through them for information concerning job applicants. Many potential employees would be mortified to learn that employers could potentially read the personal information posted on MySpace, Facebook, LinkedIn, or other SNWs. Searches on SNWs allow employers to look into what is done 'after hours,' socially or privately, by the applicant. A résumé may be just a snapshot of a job applicant, while other personal information may be found online. Many job applicants have learned the hard way that what they post may come back to haunt them (Rodriquez, 2006). Human Resources and SNWs Many companies that recruit on college campuses look up applicants on MySpace, Facebook, LinkedIn, and other SNWs. What they find on these sites presents a dilemma for the recruiters. Students post comments that they may think are private but can be read by many. These posts can be provocative comments on any subject from drinking to recreational drugs to sexual exploits. Although they may seem innocent enough to the students who have posted them, college recruiters or graduate admission officers may look at these postings as immature and unprofessional. Recruiters are warning universities' career resource centers that they are looking at SNWs and that it would be best to work with students about how they are presenting themselves on these sites. The lifestyle the students are presenting online may not be what corporate recruiters or graduate school admission officers want in potential applicants. http://tc.eserver.org/33848.html http://tc.eserver.org/33848.html After you have narrowed the pool of applicants down to those with the skills, experience, and knowledge to do the job, ask each candidate one question: What do you do in your spare time? http://tc.eserver.org/32493.html http://tc.eserver.org/32493.html Surprisingly, my first experience as an interviewer was as uneasy as my first job interview. I then realized that being on the other side of the table is not as easy as it is made out to be, especially if conducting an interview is unfamiliar territory. Later on, as I matured into this role, I created a style of my own and soon found it to be an interesting and inspiring proposition, though challenging. http://tc.eserver.org/32224.html http://tc.eserver.org/32224.html The technical communications profession involves a unique mix of technical and communication skills, which is not easy to find. Most managers have had the experience of interviewing and subsequently hiring a candidate who later turns out not to be the right person for the job. This situation begs the question of how to identify which candidate is a good fit for a given position. The answer is that there are five key activities that make the difference between a successful hiring decision and a not-so-successful one. We have all been on both sides of the interview, and this article will attempt to make you, the interviewer, more successful. http://tc.eserver.org/32225.html http://tc.eserver.org/32225.html Whether you're a manager or not, consider the following check list the next time an interview is about to commence. As an interviewee, these actions might give you a competitive edge. As an interviewer, they might help set your standards on how you rate potential candidates. http://tc.eserver.org/31709.html http://tc.eserver.org/31709.html Frequently, technical communicators who have been promoted into management find themselves facing the need to interview candidates for open positions. While successful interviewing is key to finding the right match for open positions in the department, all too often interviewing skills are not a part of any management training programs that the interviewer may have completed - if management training was ever part of the technical communicator's career development program at all. This article unveils the secrets to successful interviewing and hiring. http://tc.eserver.org/31076.html http://tc.eserver.org/31076.html A no-nonsense approach to finding a great tech writer, even when you don't know what to look for. http://tc.eserver.org/30373.html http://tc.eserver.org/30373.html Economic concerns require hiring writers (contract, freelance, and permanent) quickly and surely. Employers can make better use of the resume and interview processes to hire the right writer. In this workshop, managers will analyze resume and participate in a mock-interview process. Further, they will learn how to assess job candidates using four screening tools developed by the presenters in a three-step process designed to provide a means of consistently making the most appropriate selections for job openings. http://tc.eserver.org/27870.html http://tc.eserver.org/27870.html The author discusses how managers can best prepare for an interview to ensure that the perfect candidate for the job is selected. The article also includes charts that can be used to assess a candidateï¿ï¿ï¿s performance in key areas such as tool skill level, knowledge of online help, and analytical ability. http://tc.eserver.org/26913.html http://tc.eserver.org/26913.html Before you worry about interviewing, consider this: good interviewing does not make a good candidate out of a bad one. The higher the quality of the people coming in to your interviewing process, the higher the quality of those that will come out of it. Do not rely on HR or some other person to decide who enters the process. The more energy you, as a hiring manager, invest in recruiting, the better your results will be. http://tc.eserver.org/26600.html http://tc.eserver.org/26600.html If you are a newly-appointed documentation manager hiring your first technical writer, you are probably wondering what you have gotten yourself into. Do you know how to attract quality applicants, assess candidates’ qualifications, effectively interview , compare candidates, ensure a good fit, make an offer, negotiate compensation, and measure success? Where should you start? Hiring employees can be difficult whether adding one employee or staffing a full team from scratch. http://tc.eserver.org/26174.html http://tc.eserver.org/26174.html Running a translation business is not easy. As small as the industry may be, we as business owners face a full set of business challenges: personnel management, sales and marketing, client relations, and the list goes on. Everyday, we go into work hoping to improve the business, to make it more successful. Sometimes we wonder, what is the killer factor? What makes some companies more successful than others? http://tc.eserver.org/24411.html http://tc.eserver.org/24411.html Job-descriptions.org is a free resource for job descriptions and job details. Our website currently contains over 13,000 job descriptions. These jobs are divided into categories, then divisions, then groups and finally the job descriptions themselves. http://tc.eserver.org/22612.html http://tc.eserver.org/22612.html Whether you sell widgets or wisdom, bicycles or bytes, a technical communicator makes sure that your best thinking is reflected on paper and online. Hiring a technical communicator is the same as hiring any qualified professional. This online guide offers some suggestions to help you find and select the best technical communicator for your job. http://tc.eserver.org/21403.html http://tc.eserver.org/21403.html Hiring a technical writer can be tricky, even if you happen to be one. Where can you find a technical writer? What characteristics should you look for? How can you tell a good writer from a bad one? http://tc.eserver.org/19922.html http://tc.eserver.org/19922.html Hiring managers need to understand academic programs in technical communication in order to evaluate potential new hires, especially for entry-level positions in challenging, high-tech, international environments. Changes in the profession, in the workplace, and in higher education have led to the proliferation of academic programs. These may offer advantages over non-academic training, in terms of cost, comprehensiveness, content, and control. Academic programs are also different among themselves, based on credentials, institutions, instructors, and program homes. By developing reasonable, informed expectations for what academic programs teach, managers who hire program graduates can experience the payoffs of lower-risk, more cost-effective long-term hires. http://tc.eserver.org/19885.html http://tc.eserver.org/19885.html You can take the subjective guesswork out of hiring by carefully analyzing a job’s tasks and creating a structured interview. With a consistent interviewing style and the use of good evaluation tools, you will be able to find the best candidate for the job. This progression topic will provide you with some tools to use for job analysis, interview development, and candidate selection.