DIPLOMA IN HUMAN RESOURCE MANAGEMENT (AB107)

HUMAN RESOURCE MANAGEMENT (PHR2153)

INDIVIDUAL ASSIGMENT REPORT

SECTION 03

NAME MUHAMMAD DANISH BIN JALALUDIN

ID NUMBER KNJ210510485
LECTURE’S SIR AHMAD HAFIZI BIN AHMAD GIRAN
NAME
DUE DATE 28 JANUARY 2022

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TABLE OF CONTENT PAGE

INTRODUCTION ------------------------------------------------------------------ 3
THREE ISSUE OR PROBLEM ------------------------------------------------ 4 – 6
THREE RECOMMENDATION
BASED ON ISSUE --------------------------------------------------------------- 7 – 9
CONCLUSION -------------------------------------------------------------------- 10
REFERENCE----------------------------------------------------------------------- 11
APPENDICES---------------------------------------------------------------------- 12

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1 .INTRODUCTION OF INTERVIEW PROCESS

When it comes to hiring new staff, the interview process is a multi-stage procedure. Writing a
job description, posting a job, arranging interviews, doing preliminary interviews, and
conducting final interviews are all common processes in the interview process.Conducting
face-to-face interviews, following up with candidates, and making a hiring decision .
Employers can make the most of the interview process by carefully preparing: craft effective
questions, obtain the information you require, and make a positive first impression on
potential candidates . Phrasing and polishing property questions Your listening abilities and
body language can have a significant impact on the responses you receive from prospects.
Providing information about the job and rewards will help you gain the favour of applicants
who possess the talents the employer requires. This sample presentation is aimed at people
who are new to conducting interviews as well as seasoned interviewers who wish to brush
up on the fundamentals. It's meant to be presented by someone who's done a lot of
candidate interviews before. This is a sample presentation that should be tweaked to include
and reflect the employer's policies and procedures. The interview is the most important part
of the hiring process. Interviewing is widely regarded as the most effective way of selection.
The interview is a purposeful conversation. "An interview is a face-to-face, oral observational
and personal appraisal method," says Michael. Its goal is to enlighten the candidate about
the position and the firm while also giving the candidate a positive picture of the company.
Obtaining information, providing information, and motivating people are three aims that can
be served. It's commonly utilised for employee selection, placement, orientation, appraisal,
disciplinary action, exit or separation, counselling, and general problem-solving, among other
things. The final decision is made in part based on the candidate's success in several tests
and in part based on his performance in the final interview. In general, an interview is a
purposeful conversation that can take several forms, depending on the goals of the
interview: post-performance appraisal interview, exit interview, problem-solving interview,
and selection interview. However, we will only address selection interviews here; other sorts
of interviews will be discussed elsewhere.

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Three (3) issue or problem in an interview process

First and foremost, I'd want to tackle the following issues or problems in this article
is Interview exhaustion is a real thing. Interviewing is an important phase in the employment
process. It aids in the analysis of candidates and the selection of the best candidate from the
pool. Back-to-back interviews, while necessary for the recruitment process, can be
exhausting and frustrating. Interviewing without taking sufficient breaks can result in a
condition known as "Interview Fatigue." The issue is gaining traction these days since
timetables have tightened in most circumstances, leaving little room for a break. Taking a
break does not always appear to be an option for the recruiter, which has an impact on
overall productivity. Recruiters have long acknowledged the exhaustion that comes with
conducting back-to-back interviews all day. It's a feeling that occurs when interviewers lose
attention following a series of continuous interviews with insufficient rest time. While
conducting the hiring process, they must avoid interview fatigue. This problem, if not
addressed, could cost the organisation not only a great interview experience, but also the
ideal person. It turns out that interview weariness is more serious than you might assume.
Employers frequently remind candidates of the importance of dressing properly during a job
interview, but this advice also applies to interviewers. You're a representative of the
company for which you're looking for employees. You are, in many cases, people's first
impression of the brand, and you want it to be a good one. When we're weary, we're more
likely to make mistakes. Our memories get blurry. We can't remember critical interview facts
since the applicants blend together. When trying to interact with colleagues, particularly
recruiting supervisors, this becomes an issue. If you're exhausted, you may unintentionally
(and typically unconsciously) decrease your expectations—both for yourself and for
applicants. This is usually motivated by a desire to complete your many rounds of interviews
as rapidly as possible so that you can extend a job offer. Smart recruiters understand that
speeding up the hiring process should never come at the expense of quality. This can lead
to a lot of churn. However, a part of you just wants it to be over with. This type of negative
attitude and reactivity is caused by being overtired.

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Second, the propensity of certain estimation methods to converge on the positively
erroneous estimate with growing amounts of data is referred to as inconsistency of
phylogenetic estimations. The phrase "long branches attract" has been coined to describe
this phenomenon, at least in relation to the maximum parsimony method. It has also been
argued that by including more taxa to break up the long branches, this problem can be
solved. Regrettably, these findings are based on calculations for trees with a tiny number of
taxa. In this paper, I provide a decomposition equation that may be used to determine
inconsistency conditions for a large number of taxa. I show that lengthy branches are a poor
predictor of inconsistent circumstances, and that even trees with similar branch lengths can
give inconsistent estimates, using counterexamples. I also experimented with the idea of
using additional taxa to break up long branches. Only if the average rate of change in the
additional taxa is modest does the addition of taxa help the inconsistency problem. If the rate
is large, the problem of inconsistency may worsen. The inconsistency problem becomes
more significant as the number of taxa grows larger, according to random tree model
sampling. The concept of inconsistency is central to logic. If you say "Everyone left the
room," and I respond, "She is someone who is still in the room," I've contradicted what
you've said. When you notice an inconsistency, it's a sign that you need to address the
dispute. One or both of the contradictory claims must be false. It may be helpful to establish
a definition of the terms "true" and "truth" because the study of inconsistency necessitates
knowing what they imply. It's as follows: The truth is a falsehood that has yet to be
discovered. That definition came from one of my favourite intelligence agencies (spy
organization). It's all too simple for interview inconsistencies to creep into the process by
inadvertently. Consistency, on the other hand, is critical to a robust and effective interview
process. You don't want to miss out on a great prospect because you were suffering from a
severe headache, were exhausted, or were in a foul mood when you interviewed them.

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Snap judgement is the third problem or concern in the interview process. In the initial few
minutes of an interview, interviewers have a tendency to jump to conclusions and make fast
judgments about candidates. Interviewers normally make up their minds within the first
section of the interview, and extending it beyond that point usually does little to change their
thoughts. Interviewers have a tendency to jump to conclusions, which is especially
problematic if the interviewer has a bad image of the candidate. When an applicant receives
a low initial rating, it is tough to erase this negative impression during the interview. Studying
the physics of snap judgments can help us figure out which emotions to pay attention to and
which to dismiss. Understanding how our minds put information about other people together
not only exposes us to how others perceive us at first glance, but it also helps us avoid
making poor decisions when evaluating others. a snap decision A hasty or hasty decision or
discovery, such as George's habit of making fast decisions on personnel matters and rarely
bothering to examine further. This phrase, which employs the word snap to mean "fast," was
first documented in 1841. Also, how can you avoid making fast decisions? It's quite easy to
avoid making quick decisions. Recognize that observation and judgement are two different
things. Try to distinguish between your observation and your interpretation (judgement) of
anything, and then challenge your interpretation. This will also assist you in "reducing"
irrational prejudices. Other sorts of prejudice can have comparable impacts as judging
someone. People have expressed feelings of being alone, embarrassed, misunderstood,
criticised, and degraded. People who are judged are less likely to communicate about their
problems and ask for assistance.

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Three (3) recommendation based on issue or problem in interview
process

Interview Fatigue is a suggestion You already know that getting adequate sleep, taking
breaks when needed, and eating a healthy diet will help you feel more energised. We're not
recommending that you start meditating or exercising every day. Adding a yoga practise to
your schedule is also a good idea. Despite the fact that all of these things can be extremely
beneficial, There is one thing you can do right now to avoid interview weariness. On-
demand, one-way, and asynchronous video interviews are all terms for prerecorded video
interviews.Interviews will eventually help you overcome the weariness that comes with a full
day of work interviewing. Hiring teams and candidates both benefit from pre-recorded
interviews. Because interviewers are not required to meet with candidates in real time, they
have complete flexibility. There will be no scheduling conflicts or time zone issues as a result
of this. Simply enter your interview questions once (either as recorded videos or as written
questions) into the software. Applicants can record their responses to your inquiries at any
time. Simply hit the button. Play to see the videos of candidates whenever it is convenient for
you. Consider when you'll be available. Block off those chunks of time when you feel most
productive during the day. from potential prospects When you're at your most alert, watch
the recorded video responses! If you're exhausted, you don't have to worry about not being
able to function . You don't have to be concerned about lighting, camera angle, what you're
wearing, or "eye contact" with candidates by staring into the camera lens. You won't be
compelled to smile or make small conversation, and you'll be able to take breaks between
interviews to refocus. This method of hiring is particularly effective since it ensures that all
candidates have the same experience each time, reducing bias. It's as simple as emailing
them a secure web link to share the recorded videos with other hiring stakeholders.
Implementing a standardised pre-recorded video interviewing process improves teamwork
by providing a clearer, unbiased image of your candidates, allowing you to feel less
exhausted and reenergized by your work.

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Secondly , there are a few ways to prevent the above concerns, and here are some tips to
help you avoid them. This is a simple activity to help you detect inconsistencies in your own
behaviour. Consider that every time you provide instructions, make a decision, or engage
with someone in a certain situation, a camera in the corner of the room is recording you.
Later viewings of the video should not reveal a slew of inconsistencies; the world should see
you operating in accordance with your views, actions, tactics, and objectives. When creating
a commercial, it's vital that the words trying to communicate in each frame match what the
picture is trying to communicate, i.e., the see and the say match, or misunderstanding may
arise; after all, you only have thirty seconds to get your message across. We, as managers,
are in the same boat. People will grow confused and tune out if our observable actions do
not always match up with our words. In a similar vein, a brand that fails to deliver on its
promises will never be purchased again. Managers who don't follow through on what they
claim they'll do will never have people believe in them, their decisions, or their direction.
Inconsistent moods result in hesitant employees, and might even lead to terror if the mood
becomes outright hostile. Of course, different temperatures are permitted on different days
for everyone. It's about being conscious of the height and depth of the peaks and troughs, as
well as acknowledging when you're not your regular self. When someone's bad moods
appear on a regular basis, others may avoid or overly agree with them, surrendering and
nodding in an attempt to avert an outburst. Acting on impulse, whether favourably or
negatively, can sometimes lead to tense circumstances. When you praise someone loudly
and openly when it isn't your regular way of doing things, it can generate suspicion. That's
not to say that you shouldn't be positive, but you may need to explain why you're doing it
right now and reconcile why it's different from how you generally handle similar situations.
Impulsive outbursts of negativity, on the other hand, might cause anxiety and self-doubt. You
shouldn't let your hectic schedule or overbooked days influence your decision-making. You
should also avoid allowing such elements to create an environment where inconsistency is a
natural by-product of rushed acts. Implement a structured decision-making and activity
approach to combat this issue. The way you make decisions is dictated by your overbooked
days.

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Finally, one of the first steps toward overcoming the temptation to rush to a snap judgement
is to be aware of our predisposition to judge. The only way to truly stop passing judgement is
to recognise when we're doing it to begin with. Realizing that they are tuning out others is a
fundamental quality of judgmental people. We cease listening when we jump to a
conclusion. Unfortunately, this frequently leads to poor decisions. We might come to a
different, more educated opinion if we genuinely listen to what someone says. Instead than
listening to the other person, we are too focused with establishing our argument. By making
curiosity our default setting, we may avoid making quick judgments. We are more open to
learning and receiving information when we are curious. Rather than criticising or making
assumptions, we might ask questions to better comprehend the meaning of a statement. We
can also phrase queries in such a way that they don't put the other person on the defensive
or prevent communication. Make an effort to avoid stereotyping and categorising others. Try
to empathise with others and put yourself in their shoes for a time. If there is a problem in a
business transaction or dealing, we must act professionally and offer the other party the
opportunity to respond. Defensiveness suffocates conversation. Negativity must be
addressed. omitted from a discussion or email calmly discussing options for resolving or
correcting the problem Often, resolving an issue yields a gratifying result. Life is full of
situations that force us to make decisions. Make quick judgments and conclusions It is
sometimes for our own safety, such as when We meet someone who sets off our internal
alarm system, warning us that being with them is not a good idea. It's risky to be around
them. We rapidly determine whether or not there is something to be concerned about. This
person has something wrong with them, and we need to get away from them. It is critical to
pay attention. Especially when it comes to our safety, we should listen to that inner voice. In
our daily lives, though, we frequently make decisions without all of the facts. We become
hasty in our reactions, without giving the person or situation an opportunity to respond. We
make a snap decision, jump the gun, and say and do things based on a misunderstanding.
We may be mistaken about something we believe we know. There are enough obstacles in
life; let's figure out how to avoid adding to them by pursuing more trust and harmony.

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CONCLUSION

In order to increase your chances of receiving a job offer, you must close a job interview
well. The statement you give may be able to alleviate any remaining worries an employer
may have regarding your candidacy. If you have similar work experience to another
candidate, a good closing statement may help you stand out. In this post, we'll explain what
a closing statement is, why it's important, give you a list of three key closing statements to
make during an interview, and give you some pointers on how to make a good impression.
We obtain much better results in our recruitment process if we promote particular criteria that
are relevant to the job. We also get much better results in our recruitment process if we
advertise specific criteria that are relevant to the job. Include a list of required skills as well
as a list of desired skills that aren't required but would improve the candidate's prospects. If
we don't do so, we may end up with a low-quality pool of candidates and fewer options for
filling the open post. We will find the best fit for the position when we choose a candidate
based on the qualifications exhibited in the résumé, interview, employment history, and
background check. Rather than gut instincts, we base our decisions regarding a certain
candidate on concrete evidence. We will have more productivity and quality in our products
or services if we hire people who can do the job rather than people we just like. During the
interview process, we search for someone who not only has the expertise and ability to
accomplish the job that we're looking to fill, but also shares and promotes our company's
basic values. The candidate must be a good fit for our company's culture. The hiring and
selection process should result in an individual who is adaptable and works well with others
in our firm. High turnover can be caused by a failure to recruit and select for the long term.
Furthermore, the selecting procedure allows us to focus on what prospects can provide to
our organisation. It's critical to choose carefully, either using our own judgement or soliciting
the assistance of managers we can trust. The interviewer must understand the work and
what will be required of a new hire in order for them to succeed. We can also explain our
company's vision, goals, and needs during the interview process. Last but not least, it is
critical that the interview elicits replies from candidates that can be compared to our job
requirements. We can end up with turnover, confusion, and angry employees if we don't use
the interview to effectively 11 exclude people who don't fit into the business culture.

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REFERENCE

1. https://vidcruiter.com/video-interviewing/pre-recorded/how-to-
avoid-interview-fatigue-and-remain-enthusiastic-during-every-
screening-interview/

2. http://www.sfu.ca/~swartz/logical_reasoning/09_dowden_pp_283-315.pdf

3. https://www.powerwoe.com/how-to-avoid-making-snap-
judgements/

4. https://www.eazyrecruit.in/what-is-interview-fatigue-and-how-
to-prevent-it/#:~:text=Digging%20into%20Interview
%20Fatigue&text=It%20is%20a%20feeling%20when,interviews
%20without%20enough%20break%20time.&text=Without
%20any%20concrete%20solution%2C%20this,the%20perfect
%20employee%20as%20well

5. https://www.coburgbanks.co.uk/blog/assessing-applicants/8-
potential-problems-with-your-interview-process/
#:~:text=General%20inconsistency,things%20can%20affect
%20our%20judgement

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APPENDICES

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