1.What is the purpose of information needs to be secured? Explain and give examples of your answer!
The purpose of information management is to protect the confidentiality, integrity and availability of information. With the growth of various scams, espionage, viruses, and hackers have threatened the business information management due to the increased transparency of information and less control / control is done through modern information technology. As a consequence, increasing expectations of business managers, business partners, auditors, and other stakeholders requires effective information management to ensure the information that ensures business continuity and meminimise business damage by preventing and memimise impact of security inciden.
keep confidential information protected from a variety of possible damage due to improper storage or possible stolen by persons or parties who are not entitled to have that information. All organizations have confidential information that is deemed confidential information so that every effort should be made yntuk guarantee that such information does not fall into the hands of people or parties who are not eligible. The cost of information storage, these considerations about the efficiency factor must be considered given the company has a lot of information is intentionally collected for the benefit of the organization in the future so that the selection of appropriate technology will be in order to save storage costs, and when they are no longer required, either the data or information should dealt with the removal, in addition to saving storage space is important is to maintain the confidentiality of the data or information.
2. What does the manager if the information is accurate, and relevant insecure?
What should be done by the Manager when the information is accurate and relevant to be unsafe is the manager will immediately alert followed up with a way to make aspects of privacy or confidentiality. where the effort to keep information from people who are not authorized to access. It also acts as a way of re-evacuation information in the can so that information can be in error if there happens to inaccurate information. If the information in the can not be in use, then the manager should seek information that is completely up to date, accurate, relevant and gated.
3.How do the stages in securing information? tell In general, the security can be categorized into two types: prevention (preventive) and treatment (recovery). Prevention efforts carried out so that information systems do not have security holes, while efforts carried out if the treatment has been exploited security holes.
* Set up access (Access Control)
One method commonly used for securing information is to regulate access to information through the mechanism of "authentication" and "access control". Implementation of this mechanism, among others, by using the "password".
* Closing the service that is not used
Often the system (hardware and / or software) is given with some services running as a default. For example, on UNIX systems the following web services are often installed from the vendor: finger, telnet, ftp, smtp, pop, echo, and so on. The service is not all it takes. To secure the system, unneeded services on the server (computer) should be turned off.
* Installing Protection
To further enhance the security of information systems, protection can be added. This protection can be a filter (in general) and the more specific is the firewall. Filters can be used to filter e-mail, information, access, or even in the packet level.
* Firewall
A firewall is a device that is placed between the Internet to internal networks. Outgoing or incoming information must pass through this firewall. The main purpose of a firewall is to keep (Prevent) to access (inside or out) of person who is not authorized (unauthorized access) can not be done.
* Monitoring of the attacks
Monitoring systems (monitoring system) is used to determine the presence of uninvited guests (an intruder) or of an attack (attack). Another name of this system is "an intruder detection system" (IDS). The system can notify the administrator via e-mail or through other mechanisms such as via pager.
* Monitoring the integrity of the system
Monitoring the integrity of the system is run periodically to test the system integratitas. One example of a program commonly used on UNIX systems is the Tripwire program. Tripwire package program can be used to monitor the changes to the file.
* Audit: Observing Log Files
All (most) use activities can be recorded in the file system is usually called the "logfile" or "log" only. This log file is very useful for observing deviations that occur. Failure to enter the system (login), for example, is stored in log files. For that the administrators are required to diligently maintain and analyze the log file that has
* Backups are routinely
Sometimes an uninvited guest (intruder) into the system and damage the system by deleting files that can be encountered. If an intruder is breaking into the system and log in as super user (administrator), then there is a chance that he can delete the entire file.
* Use of Encryption to enhance security
Kamis, 27 Oktober 2011
Rabu, 26 Oktober 2011
1. Two forms of decision that is not structured and unstructured. Why top level more associated with unstructured decisions, while managers have more contact with the bottom of a structured decision?
Difficult decisions with the response to a structure that can provide for him. A more structured decision can be planned or reserved in advance, while the decisions that are not structurally higher can not be so. Decisions that can be said terprogramkan structured, in the sense that the decision rule is not ambiguous (double) will be determined later. The term is not important that decisions be automated, Kaputusan terprogramkan said to be unstructured. Keterstrukturan terprogramkan decision to maintain a daily routine and often repeated; unstructured decision making rare and non-routine decisions will be easier harian.Beberapa right into this classification, but many decisions are more or less structured and some elements terprogramkan and some do not.
Terms structured information systems for decision is a procedure that is more clear and not vague for the specified input data entry, validation procedures to ensure complete rectification and input, processes the input by using the decision logic, and output from the decision-wired into a form useful for action. A useful output will definitely be used and consists of data to assist the recipient to assess the proper decision.
In many cases, impossible to define a decision procedure or decision rule to handle all possible situations. In this case, the decision rule is written to use the most ordinary situations, and situations are not unusual or extraordinary that no man put a call on decision makers, usually one with some special knowledge.
Unstructured decision before the decision procedure can not be denied one because the decision is too rare to justify the value of an organization that prepares a decision procedure (though perhaps some of the program) or because the decision process is not well understood or changed as well to give a decision procedure which remain are not be denied. The requirements for making a decision support unstructured data and assessed on a variety of analysis and procedure requirements incomplete data known previously, then the search for data to be followed while a search request. An interactive decision support system with a common answer is the support and the ability to analyze information systems are suitable for unstructured decision-making.
2.What is a Decision Support System, Explain your answer with examples in case you know?
Decision support system is a computer-based system intended to assist a manager in making a decision to utilize data and models to solve unstructured problems. Decision support systems can also be regarded as an information system that uses decision models, databases, and the thinking manager himself.
Case in point:
A manager at a trading company wanted to create a system that will assist him in determining the operating costs in a period, then appeared in his mind some questions such as:
1. What exactly will I get from these systems?
2. If the cost of the prototype is Rp.X, if I can accept those costs?
Basically there is an answer to that question that allows the manager to handle, among others, by developing a system based Decision Support System (DSS) is the manager can answer the business problem in a way helped in enhancing better decisions in the planning, communication, and to supervise its employees, and with this step a manager can also save time in doing his job to make a decision.
Here Managers also faced with several alternative solutions, among others, "If the prototype can only do two of my three operational objectives, at a lower cost than RPX, whether I will use the system or develop in order to meet my needs?".
Here it can be concluded that the value and costs kept separate and not equated. This applies only if the cost is maintained. From case studies of decision support systems is seen that to be able to do impelementasi analysis values, in most organizations, the cost must be below $ 20,000.
Difficult decisions with the response to a structure that can provide for him. A more structured decision can be planned or reserved in advance, while the decisions that are not structurally higher can not be so. Decisions that can be said terprogramkan structured, in the sense that the decision rule is not ambiguous (double) will be determined later. The term is not important that decisions be automated, Kaputusan terprogramkan said to be unstructured. Keterstrukturan terprogramkan decision to maintain a daily routine and often repeated; unstructured decision making rare and non-routine decisions will be easier harian.Beberapa right into this classification, but many decisions are more or less structured and some elements terprogramkan and some do not.
Terms structured information systems for decision is a procedure that is more clear and not vague for the specified input data entry, validation procedures to ensure complete rectification and input, processes the input by using the decision logic, and output from the decision-wired into a form useful for action. A useful output will definitely be used and consists of data to assist the recipient to assess the proper decision.
In many cases, impossible to define a decision procedure or decision rule to handle all possible situations. In this case, the decision rule is written to use the most ordinary situations, and situations are not unusual or extraordinary that no man put a call on decision makers, usually one with some special knowledge.
Unstructured decision before the decision procedure can not be denied one because the decision is too rare to justify the value of an organization that prepares a decision procedure (though perhaps some of the program) or because the decision process is not well understood or changed as well to give a decision procedure which remain are not be denied. The requirements for making a decision support unstructured data and assessed on a variety of analysis and procedure requirements incomplete data known previously, then the search for data to be followed while a search request. An interactive decision support system with a common answer is the support and the ability to analyze information systems are suitable for unstructured decision-making.
2.What is a Decision Support System, Explain your answer with examples in case you know?
Decision support system is a computer-based system intended to assist a manager in making a decision to utilize data and models to solve unstructured problems. Decision support systems can also be regarded as an information system that uses decision models, databases, and the thinking manager himself.
Case in point:
A manager at a trading company wanted to create a system that will assist him in determining the operating costs in a period, then appeared in his mind some questions such as:
1. What exactly will I get from these systems?
2. If the cost of the prototype is Rp.X, if I can accept those costs?
Basically there is an answer to that question that allows the manager to handle, among others, by developing a system based Decision Support System (DSS) is the manager can answer the business problem in a way helped in enhancing better decisions in the planning, communication, and to supervise its employees, and with this step a manager can also save time in doing his job to make a decision.
Here Managers also faced with several alternative solutions, among others, "If the prototype can only do two of my three operational objectives, at a lower cost than RPX, whether I will use the system or develop in order to meet my needs?".
Here it can be concluded that the value and costs kept separate and not equated. This applies only if the cost is maintained. From case studies of decision support systems is seen that to be able to do impelementasi analysis values, in most organizations, the cost must be below $ 20,000.
Rabu, 19 Oktober 2011
1)Why the information should be managed properly by the level of manager?
Levels of management and managers.Judging from level organization, management is divided into 3 levels, namely:1. Top Management (Top Management responsibility top managers influence decisions posed of the overall management of the organization. For example: director, deputy director, chief executive officer. Expertise of top managers tinggkat is conceptual, meaning that expertise to create and formulate concept to be implemented by the underlying manager level. For example:2. Middle Management (Middle Management)Middle management should memeiliki interpersonal skills / human, meaning skills to communicate, cooperate and motivate others. Managers responsible for implementing reana and ensure the achievement of a goal. For example: region manager, division head, director of product.3. Under Management / Line (Low Management)Manager responsible for completing the plans have been set by the managers is higher. In levels also has expertise that is technical expertise, means that expertise include procedures, techniques, knowledge and expertise in specialized fields. For example: supervisor / production supervisors, foreman.
Here is a management scheme based on levels:
seen of activities undertaken:- Functional Manager, responsible for an organizational unit of activity (production, marketing, finance, personnel, etc.- General Manager, responsible for all activities of the unit.
In carrying out the task, every level of manager or principal refugees have different skills, namely:1. Technical Expertise (Technical Skill) is expertise about how to doing and produce something with the motivation for the direction, supervision, comunication.2. Managerial skills (Managerial Skill) is expertise related to the case plan goal setting, organizing, drafting personnel, and supervision.
Skills ManagerIn general, there emat manager skills at each level of the manager:1. Conceptual skillsSkills or mental abilities to coordinate and integrate all interests and activities of the organization.2. Humanitarian SkillsAbility to work there with each other to understand and motivate others.3. Administrative SkillsCapability that has to do with the management functions performed.4. Technical SkillsThe ability to use the equipment, procedures, and methods of a particular field.Robert L. Katz in the 1970's suggests that every manager requires a minimum of three basic skills. These three skills are:1. Conceptual skills (conceptional skills)Upper-level managers (top manager) must have the skills to make the concepts, ideas, and ideas for the betterment of the organization. The idea or ideas and concepts are then to be translated into an action plan to realize the idea or concept that. The process of elaboration of the idea into a concrete plan of work is usually referred to as the planning process or planning. Therefore, conceptual skills are also is skills to make the plan work.2. Skills relate to other people (humanity skills)In addition to conceptual capabilities, managers also need to be equipped with the skills to communicate or relate to other people skills, also called human skill. Persuasive communication should always be created by the lead managers to subordinates. With a persuasive communication, friendship, and fatherhood will make employees feel valued and then they will be open to the boss. Communication skills required, both at the level of top management, middle, and bottom.3. Technical skills (technical skills)These skills are generally a provision for managers at lower levels. This technical skill is the ability to perform a specific job, such as using computer programs, improve the engine, making chairs, accounting and others.In addition to the above three basic skills, Ricky W. Griffin added two basic skills that need to be owned by managers, namely: [5]1. Time management skillsIs a skill that refers to the ability of a manager to use his time wisely. Griffin filed a case Lew Frankfort of Coach. In 2004, as manager, Frankfort paid $ 2,000,000 per year. If it is assumed that he worked for 50 hours per week with time off work 2 weeks, then every hour Frankfort salary is $ 800 per hour-about $ 13 per minute. From there we can see that every minute was wasted would be very detrimental to the company. Most managers, of course, has a much smaller salary than Frankfort. However, the time they have remained a valuable asset, and wasted means a waste of money and reduce the company productivity.2. Decision-making skillsIs the ability to define problems and determine how best to solve it. Decision-making ability is the most important for a manager, especially for the top managers (top manager). Griffin proposes three steps in decision making. First, a manager must define the problem and look for alternatives that can be taken to solve them. Second, managers must evaluate each of the alternatives and choose an alternative that is considered the most good. And lastly, managers must implement alternatives that have been his choice as well as monitor and evaluate them to stay on the right track.In that sense it is said that management is the process of achieving goals through the work of others. Thus the means in the management there is a minimum of 4 (four) characteristic, namely:1. there are goals to be achieved,2. No leader (supervisor),3. have led (subordinate),4. there is cooperation.Special issues regarding leader (supervisor) should have a wide range of abilities (skills). Capabilities (skills) which is comprised of:
1. Managerial skills (entrepreneurial), namely the ability to effectively use the opportunities and skills to lead the efforts that are important.2. Techological skills, the special expertise that is economically necessary technical work on the implementation of economically viable.3. Organisational skills, the intelligence to manage a variety of businesses.In fact, not every leader should have the entire capacity with the same intensity level. Because the leaders themselves can be grouped into 3 (three) levels. So the ability to possessed was certainly different.The level of leadership or management consists of:1. Top Management (Top Level Management)2. Middle Management (Middle Level Management)3. Lower Management (Management of Low Level).Number of management at every level depends on the size of an organization or agency. Usually, however, Top Management will be fewer in number than in Middle Management, Middle Management and much less than the Lower Management.So the higher one's position, the more skills require administration / management, but the lower the operational skills. Conversely the lower the position of a person, then the higher the skills of operations, while the skills of administrative / management is lower.
With simple language, actually three types of levels of management are working at the same time, but different types of activities. Top Level Management more work with the mind, very little physical work or labor. Management Intermediate, between work thought the physical work may be regarded as balanced. While the Lower Level Management, working with very little thought, while with a physical or a huge power / lots.
2)information needed by the manager must have a value that is: Up todate, Detail and Accurate. Try to explain mean points and give examples of your answer?
Information can be said to be qualified if it meets the following criteria:
1.Information must be accurate and clear, That is information that does not contain these doubts, the same meaning given by the receive, free of errors and not misleading, should clarify and reflect the intention or in other words do not pose the question for receiving such information.
2. Up to date (on time), ie the information is coming to a recipient is not too late because the information is not timely is not mempinyai value.
3. Information must be relevant, ie the information is acceptable for people in need or benefit to receiving it.
Information in an information systems environment has some characteristics which are:
1. Right or wrong, this can be related to reality or not when receiving the wrong information is believed to lead to the same as true.
2. New information can be totally new and fresh to the recipient.
3. Additional Information, can renew or give a new addition to the existing information Talah.
4. Corrective, information can be a corrective for incorrect information.
5. Confirmation, information can reinforce the information that already exists, this is useful because it increases the perception of the recipient or the truth of the information.
3)Try to describe what information is needed by the managerial level in carrying out its functions in terms of: Planning, Organizing and Controlling?
- Planning:
In planning managers need information such as the achievement data rekapan company a few years earlier, so that a manager can predict what will happen in subsequent years (long-term plan)
- Organizing:
Here the overall information required of each employee and work. Because the settings needed to run a company's goals. Example question when a manager wants to set a schedule entry employees, managers must know their employees well, be it residential employees and vehicles used. This avoids delays when an employee comes to work, and this is very influential in the course of an operation of a company.
- Controlling:
When control, a manager requires data from subordinates such as the work already done by the employees. So from the data or information, managers can oversee every job goes by a subordinate or process either progress or regress.
Levels of management and managers.Judging from level organization, management is divided into 3 levels, namely:1. Top Management (Top Management responsibility top managers influence decisions posed of the overall management of the organization. For example: director, deputy director, chief executive officer. Expertise of top managers tinggkat is conceptual, meaning that expertise to create and formulate concept to be implemented by the underlying manager level. For example:2. Middle Management (Middle Management)Middle management should memeiliki interpersonal skills / human, meaning skills to communicate, cooperate and motivate others. Managers responsible for implementing reana and ensure the achievement of a goal. For example: region manager, division head, director of product.3. Under Management / Line (Low Management)Manager responsible for completing the plans have been set by the managers is higher. In levels also has expertise that is technical expertise, means that expertise include procedures, techniques, knowledge and expertise in specialized fields. For example: supervisor / production supervisors, foreman.
Here is a management scheme based on levels:
seen of activities undertaken:- Functional Manager, responsible for an organizational unit of activity (production, marketing, finance, personnel, etc.- General Manager, responsible for all activities of the unit.
In carrying out the task, every level of manager or principal refugees have different skills, namely:1. Technical Expertise (Technical Skill) is expertise about how to doing and produce something with the motivation for the direction, supervision, comunication.2. Managerial skills (Managerial Skill) is expertise related to the case plan goal setting, organizing, drafting personnel, and supervision.
Skills ManagerIn general, there emat manager skills at each level of the manager:1. Conceptual skillsSkills or mental abilities to coordinate and integrate all interests and activities of the organization.2. Humanitarian SkillsAbility to work there with each other to understand and motivate others.3. Administrative SkillsCapability that has to do with the management functions performed.4. Technical SkillsThe ability to use the equipment, procedures, and methods of a particular field.Robert L. Katz in the 1970's suggests that every manager requires a minimum of three basic skills. These three skills are:1. Conceptual skills (conceptional skills)Upper-level managers (top manager) must have the skills to make the concepts, ideas, and ideas for the betterment of the organization. The idea or ideas and concepts are then to be translated into an action plan to realize the idea or concept that. The process of elaboration of the idea into a concrete plan of work is usually referred to as the planning process or planning. Therefore, conceptual skills are also is skills to make the plan work.2. Skills relate to other people (humanity skills)In addition to conceptual capabilities, managers also need to be equipped with the skills to communicate or relate to other people skills, also called human skill. Persuasive communication should always be created by the lead managers to subordinates. With a persuasive communication, friendship, and fatherhood will make employees feel valued and then they will be open to the boss. Communication skills required, both at the level of top management, middle, and bottom.3. Technical skills (technical skills)These skills are generally a provision for managers at lower levels. This technical skill is the ability to perform a specific job, such as using computer programs, improve the engine, making chairs, accounting and others.In addition to the above three basic skills, Ricky W. Griffin added two basic skills that need to be owned by managers, namely: [5]1. Time management skillsIs a skill that refers to the ability of a manager to use his time wisely. Griffin filed a case Lew Frankfort of Coach. In 2004, as manager, Frankfort paid $ 2,000,000 per year. If it is assumed that he worked for 50 hours per week with time off work 2 weeks, then every hour Frankfort salary is $ 800 per hour-about $ 13 per minute. From there we can see that every minute was wasted would be very detrimental to the company. Most managers, of course, has a much smaller salary than Frankfort. However, the time they have remained a valuable asset, and wasted means a waste of money and reduce the company productivity.2. Decision-making skillsIs the ability to define problems and determine how best to solve it. Decision-making ability is the most important for a manager, especially for the top managers (top manager). Griffin proposes three steps in decision making. First, a manager must define the problem and look for alternatives that can be taken to solve them. Second, managers must evaluate each of the alternatives and choose an alternative that is considered the most good. And lastly, managers must implement alternatives that have been his choice as well as monitor and evaluate them to stay on the right track.In that sense it is said that management is the process of achieving goals through the work of others. Thus the means in the management there is a minimum of 4 (four) characteristic, namely:1. there are goals to be achieved,2. No leader (supervisor),3. have led (subordinate),4. there is cooperation.Special issues regarding leader (supervisor) should have a wide range of abilities (skills). Capabilities (skills) which is comprised of:
1. Managerial skills (entrepreneurial), namely the ability to effectively use the opportunities and skills to lead the efforts that are important.2. Techological skills, the special expertise that is economically necessary technical work on the implementation of economically viable.3. Organisational skills, the intelligence to manage a variety of businesses.In fact, not every leader should have the entire capacity with the same intensity level. Because the leaders themselves can be grouped into 3 (three) levels. So the ability to possessed was certainly different.The level of leadership or management consists of:1. Top Management (Top Level Management)2. Middle Management (Middle Level Management)3. Lower Management (Management of Low Level).Number of management at every level depends on the size of an organization or agency. Usually, however, Top Management will be fewer in number than in Middle Management, Middle Management and much less than the Lower Management.So the higher one's position, the more skills require administration / management, but the lower the operational skills. Conversely the lower the position of a person, then the higher the skills of operations, while the skills of administrative / management is lower.
With simple language, actually three types of levels of management are working at the same time, but different types of activities. Top Level Management more work with the mind, very little physical work or labor. Management Intermediate, between work thought the physical work may be regarded as balanced. While the Lower Level Management, working with very little thought, while with a physical or a huge power / lots.
2)information needed by the manager must have a value that is: Up todate, Detail and Accurate. Try to explain mean points and give examples of your answer?
Information can be said to be qualified if it meets the following criteria:
1.Information must be accurate and clear, That is information that does not contain these doubts, the same meaning given by the receive, free of errors and not misleading, should clarify and reflect the intention or in other words do not pose the question for receiving such information.
2. Up to date (on time), ie the information is coming to a recipient is not too late because the information is not timely is not mempinyai value.
3. Information must be relevant, ie the information is acceptable for people in need or benefit to receiving it.
Information in an information systems environment has some characteristics which are:
1. Right or wrong, this can be related to reality or not when receiving the wrong information is believed to lead to the same as true.
2. New information can be totally new and fresh to the recipient.
3. Additional Information, can renew or give a new addition to the existing information Talah.
4. Corrective, information can be a corrective for incorrect information.
5. Confirmation, information can reinforce the information that already exists, this is useful because it increases the perception of the recipient or the truth of the information.
3)Try to describe what information is needed by the managerial level in carrying out its functions in terms of: Planning, Organizing and Controlling?
- Planning:
In planning managers need information such as the achievement data rekapan company a few years earlier, so that a manager can predict what will happen in subsequent years (long-term plan)
- Organizing:
Here the overall information required of each employee and work. Because the settings needed to run a company's goals. Example question when a manager wants to set a schedule entry employees, managers must know their employees well, be it residential employees and vehicles used. This avoids delays when an employee comes to work, and this is very influential in the course of an operation of a company.
- Controlling:
When control, a manager requires data from subordinates such as the work already done by the employees. So from the data or information, managers can oversee every job goes by a subordinate or process either progress or regress.
Rabu, 05 Oktober 2011
Recruitment
Proses recruitment
1.Formulation of a strategy to recruit
In the preparation of this strategy, human resources department is responsible in determining the job qualifications, how employees will be recruited, where, and when.
2. Search job applicants
Having prepared the plans and recruitment strategies, recruitmentactivity can actually take place, through the recruitment sources that exist. Many applicants, or at least influenced by the effort ofinforming the recruiters at the job, one of them a bond of goodcooperation between companies and external recruitment sourcessuch as schools, universities.
3. Allowance for applicants who do not fit / filtering
After the application-application is received, it must be filtered in order to set aside an individual who does not qualify based on jobqualifications. In this process requires great attention especially tostem the disqualification for improper reasons, so that in this process required accuracy of the filter.
4. Making a collection of applicants
Groups of applicants (applicant pool) consists of individuals whohave been in accordance with criteria established by the recruitersand is a viable candidate for the position required.
In the preparation of this strategy, human resources department is responsible in determining the job qualifications, how employees will be recruited, where, and when.
2. Search job applicants
Having prepared the plans and recruitment strategies, recruitmentactivity can actually take place, through the recruitment sources that exist. Many applicants, or at least influenced by the effort ofinforming the recruiters at the job, one of them a bond of goodcooperation between companies and external recruitment sourcessuch as schools, universities.
3. Allowance for applicants who do not fit / filtering
After the application-application is received, it must be filtered in order to set aside an individual who does not qualify based on jobqualifications. In this process requires great attention especially tostem the disqualification for improper reasons, so that in this process required accuracy of the filter.
4. Making a collection of applicants
Groups of applicants (applicant pool) consists of individuals whohave been in accordance with criteria established by the recruitersand is a viable candidate for the position required.
The process works the other way, too: if you’re an employer, it’s very difficult to get the recruitment process right unless you solicit feedback from both recruits – the successful ones, the unsuccessful ones and, crucially, the ones who were successful but turned you down.
Giving and receiving feedback is an essential, but delicate, process. This site, a service provided to the recruitment industry and candidates, offers useful advice on the best way to develop constructive recruitment feedback strategies.
Recruitment Process Feedback
- 9 Tips To Help You Get The Most From Your Feedback Process
- 9 Tips To Help You Get The Most From Your Feedback Process
| When hiring new talent, it's clear that the recruitment and on-boarding process can be a costly exercise if it goes wrong. The thought of a new starter quitting after two weeks on the job because 'the role's not what they expected' is enough to make most professional recruiters cringe. Why then do so few organisations take the time they need to put an effective recruitment process feedback system in place to ensure the recruitment process is as effective as it should be? | |
Whether you work within a corporate recruitment function or a recruitment agency, a recruitment process feedback system is incredibly easy to establish, and once set up can become a gold mine of excellent information for many years to come. A good system will help you understand how job applicants find you, what they think of your recruitment process, and how you can refine your efforts to become a more efficient and effective operator. All invaluable information given the high cost of getting it wrong.
Below are 9 tips to help ensure your recruitment process feedback system is one to be proud of:
1. Systemise your feedback process.
Whether you're asking for feedback from job applicants or hiring managers, it's important to appoint a person to be responsible for regularly pulling off all the contact names of the people you dealt with in the prior period, and e-mailing them your survey link. When setting up a feedback process often companies spend a lot of time refining the questionnaire and not enough attention to establishing a regular invite send procedure. Invites scheduled on a monthly or fortnightly basis work best as the respondent's experience is still fresh in their minds. Ensuring regular feedback is sought also helps you to create an instant feedback loop and monitor and track how any improvements to your recruitment process have been received as changes are made.
2. Involve all stakeholders.
A common mistake is limiting the collection of feedback to just the candidates you successfully place. That's akin to only asking the people that come back for seconds on your cooking whether they enjoyed your food. You may feel great about the glowing feedback you receive, but the only way to truly improve is to listen to any negative feedback and develop plans to address these weaknesses. Your recruitment process feedback system should seek the opinions of three parties: unsuccessful job applicants, successful hires and hiring managers/clients.
3. Streamline survey length and content.
Keep the questionnaire tight, and focused on the respondent's experience. Often companies get carried away by overwhelming a respondent with 10 questions for 12-15 different sub categories when 2-3 well thought out questions on 6-7 key topics would have been sufficient. When planning the questionnaire take a moment to envisage what the end report that you want to view will look like, and then be ruthless in culling out all but the essential questions you need to know.
The key areas of the recruitment process that you should cover in your questionnaire to applicants include:
a. Source of advert / how they found you.
b. The phone and (if applicable) onsite interview process.
c. The job offer process (reasons for accepting/declining).
d. Recruitment process communications.
e. Overall satisfaction.
f. Ideas for improvement.
g. Refer a friend.
b. The phone and (if applicable) onsite interview process.
c. The job offer process (reasons for accepting/declining).
d. Recruitment process communications.
e. Overall satisfaction.
f. Ideas for improvement.
g. Refer a friend.
Make sure you use survey software that allows 'branching functionality' to shorten the survey and filter out respondents from viewing irrelevant questions. So, for example, the 'refer a friend' section is only viewed by satisfied respondents to your survey.
4. Collect Referrals.
If an applicant or hiring manager thinks you're done a great job, then there's nothing wrong with branching them off to another page in your survey that only your 'admirers' see and asking them if they know anyone else who you may be able to help. This is a great way to collect valuable referrals from the very people that think most highly of you.
5. Set up 'Action Alerts' to help you quickly identify major issues.
In limiting your review of feedback results to every 2 or 3 months you may miss the window of opportunity to address any problem areas and be alerted to lower levels of satisfaction regarding your recruitment service. Customer service experts will tell you that customer complaints that are dealt with quickly and professionally will result in a better outcome and a more satisfied customer than those complaints that are left to fester. As such, it is advisable to set up 'Action Alerts' in your online surveys that will instantly e-mail you if a major problem has been raised by a respondent completing your survey. For example, if a hiring manager has provided you with an overall satisfaction score of 2 out of 5 or worse, you should be alerted to that problem straight away for a quick assessment on whether you need to investigate the issue further.
6. Pre-load important 'known' data about the respondent into your reports.
If you already know basic information about a candidate or hiring manager you are about to ask for feedback from, and can easily export this information from your internal system (eg. the person's name, department, role applied for, location, gender, etc), then why force the respondent to answer these questions all over again in your survey? Thankfully good survey software makes this process easy. Preloading demographic data into a standardised format not only makes the survey shorter for the respondent but also makes it easy to drill down on your survey results come report time, as standardised data formats make it easy to group and compare data.
7. Focus on writing an effective survey invite.
One of the biggest mistakes we see with survey invites is a focus on THE COMPANY and how much THE COMPANY wants the information. Most people don't care about THE COMPANY. Instead talk about THEM and convince them that they should be bothered spending their precious time providing you feedback. This also applies to the invite subject line - include words such as 'you' and 'your' in the subject line for best response rates as opposed to the traditional 'Company XYZ feedback survey'. There's more to getting survey invites right to ensure optimal response rates than you would first think, but a little extra care and attention upfront is well worth the reward of higher ongoing participation rates.
8. Offer an incentive for completion (as opposed to starting the survey).
The higher the response rate to your survey is, the more representative the data will be, and the more reliable your reports become. So it's in your interests to encourage a great response rate to your survey. Our experience in running hundreds of recruitment surveys shows there's nothing like a small incentive to help encourage completion rates. Bags of lollies, iTunes credits, gift vouchers all work - just bear in mind ease of fulfilment after the survey closes. I'm more a fan of the 'everyone that participates receives something' approach as opposed to the 'go into the draw to win one prize' approach as it taps into the powerful rule of reciprocity (we'll give you X in return for Y). One more tip - incentives do work well, but make sure you offer them to people that complete the survey (not just to those that start it).
9. Collect testimonials
It can be a great idea to use the positive comments received (hopefully!) from candidates completing your survey to help you market your organisation as an employer of choice. Insight into the candidate's positive experiences and the efficiency of your recruitment process can be of great use as content in grad program literature or for addition on the careers section of your website. Some of our clients achieve this by adding a simple tick box at the end of their surveys: 'Are you happy for us to use any appropriate comments you have made during this survey as testimonials in any future marketing materials we may produce? Yes / No.'
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