Hiring Managers Research Articles

Essential competencies for healthcare chaplains: insights from hiring managers and implications for chaplaincy education

This first-of-its-kind study explored the essential competencies healthcare chaplaincy hiring managers (HCHMs) sought for entry-level healthcare chaplains (HCCs). We conducted qualitative interviews with 16 HCHMs and using reflexive thematic analysis (RTA), developed nine key themes: interpersonal skills, teamwork, knowledge of family and group dynamics, understanding of the healthcare system, professionalism, proficiency in spiritual assessment, effective communication, commitment to lifelong learning, and knowledge of various religious and spiritual beliefs, extending beyond one’s own faith tradition. These themes reflected HCCs roles as healthcare professionals who contribute to patient care, interdisciplinary collaboration, and spiritual leadership responsibilities. The study underscored the need for chaplaincy education to integrate healthcare-specific coursework, interprofessional training, cultural and religious humility, and deeper knowledge of diverse belief systems. Developing and incorporating curriculum standards based on these themes could enhance the readiness of HCCs to deliver comprehensive care and meet the dynamic demands of diverse patient populations within today’s healthcare landscape.

Job Seeker's Perceived Employability and Hiring Manager's Decision-Making in the Hospitality Industry

The relationship between job applicants 'perceived employability' and employers' actual hiring decisions is an important issue for both job applicants and hiring organizations, as well as higher education. Actual 'employability' is a set of skills and qualifications suitable for organizational job roles when hiring managers make decisions. However, most research heavily focuses on job applicants: the relationship among perceived employability, proactive career behavior, and career motivation. Little research has involved actual 'employability' from the perspective of hiring managers. The study examines both perceived employability and the employability of hospitality industry hiring managers. The hospitality industry's turnover rate is much higher than the overall industry average. We investigate the relationship between hospitality job applicants' career motivation and perceived employability mediated through proactive career behavior.

The impact of university co‐curricular activities on competency articulation proficiency: A mediated model

AbstractTo succeed after graduating, university students must develop and communicate their career‐related competencies to hiring managers or graduate admissions committees. Co‐curricular activities (e.g., volunteering, mentoring) coupled with reflection can facilitate students’ career exploration and help them understand, develop, and apply their career‐related competencies. Yet, as a scientific community, we need to learn more about the role of co‐curricular programming in helping students to effectively articulate their learned competencies. We draw on past research to develop and test a model of university student competency articulation proficiency. A serial mediation model predicted students’ learning goal orientation would influence their co‐curricular engagement, which, in turn, would predict career exploration and decision‐making self‐efficacy and self‐reported competency articulation proficiency. We surveyed 126 students enrolled in co‐curricular programming at a university in North America. Results largely supported the hypothesized model. Learning goal orientation, directly and indirectly, affected career exploration and decision‐making self‐efficacy and competency articulation proficiency.

The Corporate Governance of South African State-Owned Enterprises (SOEs): Leadership and Compliance Issues

The financial, operational, and business issues facing SOEs have reduced the trust that investors and citizens have in the state's capacity to effectively promote national economic growth. Most countries, especially developing ones like South Africa, have been plagued by the issue of inadequate public service delivery. One key contributing factor to this problem has been identified as the poor governance practices of SOEs. The magnitude of these massive SOE business failures, which surpassed the failure of numerous other enterprises around the world, drew attention to the urgent need for new corporate governance studies. To contribute to this, the study explores the corporate governance of South African SOEs, with a focus on leadership and compliance. To achieve this, an online questionnaire was used to gather quantitative data from a sample of 288 internal audit professionals. The data collected was then analyzed using SPSS software, and descriptive statistics were employed to present the findings. The study found that corporate governance malpractices are common in SOEs, which include hiring managers and executives who lack the necessary qualifications and experience, high tender irregularities, and understaffing critical duties. This study is unique in that it employs stakeholder theory in an innovative approach to explain the findings, notably on the leadership issue. Besides, it contains critical recommendations for SOE leadership and policymakers on how to improve the corporate governance of SOEs to help them achieve their strategic goals, while also suggesting future study directions.

WHERE IN SOCIETY WILL AI AGENTS FIT? A PROPOSED FRAMEWORK FOR UNDERSTANDING ATTITUDES TOWARD AI OCCUPATIONAL ROLES FROM THEORETICAL PERSPECTIVES OF STATUS, IDENTITY, AND ONTOLOGY

To better understand what drives the public’s perception and acceptance of AI in different roles, we propose a study that looks at varying AI domains by occupational status and individual differences across ontological perceptions, automation anxiety, perceived status, and identity threat. As a first step, we conducted a representative survey of the US population (N = 1,005) that looked into the public's perceptions of AI replacement of high-status jobs. Results indicate that a majority of participants hold negative attitudes about AI replacement in all domains presented. However, participants were more open to AI replacement in lower-status roles such as journalist and hiring manager compared to higher-status roles of spiritual leader and trial judge. Contrary to our expectations, participants believed that trial judge was a slightly worse idea than AI spiritual advisor. This finding suggests that the associated machine heuristic of the judge role as being a more rational and objective occupation was not triggered in our sample. Our results also suggest that more vulnerable populations are more reluctant to accept AI in the majority of jobs. These findings are in line with previous public opinion surveys and demonstrate that individuals with lower levels of power and status are more likely to be reluctant to accept new technology and potentially perceive it as a threat. Our next step will be to include more occupations that can be potentially automated and look for explanatory mechanisms driving the public’s view of AI integration.

A Case Study of Diversity, Equity, and Inclusion Efforts in Hiring Practices

The push to incorporate diversity, equity, and inclusion into higher education spaces has changed hiring practices for universities. The team of HR professionals at a large flagship university in the United States developed a plan to help hiring managers increase diversity and equity during the job life cycle. An evaluation of the intervention includes interviews with both hiring managers and those hired in the last year. Findings include concerns about shrinking applicant pools, a lack of equity in job expectations and salaries, and the need for additional professional development opportunities.

Hiring Managers’ Perceptions of the Employability of Career and Technical Education Graduates

ABSTRACTCommunity colleges serve as a pipeline to industry for students seeking jobs in technical fields. Despite community colleges’ contribution to the workforce, there is a stigma attached to their programs, specifically career and technical (CTE) programs. Due to public perception that certificate and associate degree programs lack rigor, employers may devalue the programs offered at community colleges and doubt the abilities of community college graduates. Since education background is an important factor of a candidate’s employability, more research is needed to understand how employers view CTE education today. This qualitative study explored hiring managers’ perceptions of community college graduates with associate degrees or certificates in a CTE program. Twelve hiring managers from health, insurance, education, and business sectors in a medium-sized city in the Midwest were interviewed. Analysis of the transcripts revealed three findings: (a) education programs prepare graduates to fulfill technical job responsibilities, (b) underdeveloped soft skills and critical thinking skills, and (c) hiring managers look for candidates who demonstrate passion.

Triggering competence may protect multiple minority members from hiring discrimination

Hiring managers may consider hundreds of applicants for one position, leading to rapid decisions based on minimal information which may discriminate against certain individuals. However, past research shows that individuals belonging to multiple minority groups may, in fact, benefit from their intersectional status in certain contexts. First, to identify possible types of prejudice, the Attitudes Toward Gay Men (ATG) and Attitudes Toward Brazilian Men (ATB) explicit measures were created and paired with implicit association tests (IATs). Whereas participants did not show signs of explicit negative attitudes toward outgroup members, they did exhibit implicit preferences toward ingroup members. Using another sample from the same sociocultural context, potential discrimination faced by straight or gay Brazilian applicants in Portugal was examined in high or low competence scenarios, drawing inspiration from the stereotype content model. Results indicated, compared to ingroup applicants, straight and gay outgroup members were perceived alike in competence and were offered statistically similar salaries when competence was triggered; in contrast, only straight outgroup members were perceived as less competent and were offered statistically lower salaries when competence was not triggered. Findings suggest that multiple minority status may protect certain individuals from hiring discrimination, particularly in contexts where competence is not assumed.

The Impact of a Perioperative Elective on Practice Workforce Development: Content Analysis

Developing strategies to educate, employ, and retain newly graduated nurses in perioperative (periop) settings is paramount to addressing a succession crisis with unprecedented vacancy rates. The purpose of this study was to explore the impact of a prelicensure periop elective on the decision of participants to seek and accept a periop position upon graduation and to describe their transition to practice experience. This study used qualitative descriptive methodology. Virtual semistructured interviews were conducted in 2021 with 20 recent graduates of an accelerated prelicensure nursing program who completed a periop elective course. Questions focused on if they did or did not seek and accept a periop position upon graduation and, for those who accepted, explored their transition to practice experience. Data were coded using conventional and directed content analyses. Three themes emerged via conventional content analysis: the impact of a prelicensure periop elective, the periop environment, and recommendations for faculty and hiring managers. Concerning directed content analyses, participants used the coping factors of situation, self, support, and strategies to navigate career transitions. A periop elective course delivered through academic-practice partnerships appears to be a successful strategy to address the succession crisis. Graduates were prepared to make informed decisions about entering the periop specialty.

Entrepreneurial leadership: Putting the “U” in team

Entrepreneurial firms, due to their size and limited resources, are at a significant disadvantage when it comes to attracting, hiring, and retaining top talent. These challenges place the firm’s survival and success in jeopardy, as they waste resources on talent management and operate amid talent shortfalls. Simply put, in the scale-up phase, managing talent could be the most important activity entrepreneurs pursue. While entrepreneurs cannot eliminate their strategic shortcomings (e.g., prestige, the ability to pay top salaries), they can take advantage of their unique strengths (e.g., a more intimate environment, job flexibility, and greater opportunities for growth, advancement, and leadership) to make themselves more competitive among candidates not necesarily destined for large corporations. In this article, drawing upon the lessons of best practice and theory, we make three recommendations for entrepreneurial hiring managers: (1) treat all prospective employees as transformative organizational members, (2) recognize and embrace the contributions of all, and (3) make new and established employees consistently feel valued. While these lessons allow all managers to display their organizational strengths, they provide the best return on investment for those with the greatest hiring challenges: entrepreneurs.

Relationship of business practices and characteristics to supervisors’ perceived effectiveness of disability recruitment

BACKGROUND: Employers are increasingly interested in the inclusion of employees with disabilities in the workplace. To be inclusive, employers need effective strategies for recruiting people with disabilities (PWD) that supervisors can endorse, as they are ultimately accountable for the success of all employees that they supervise, including people with disabilities. To date, little research has focused on effective practices for recruiting people with disabilities or the supervisors’ perspectives on successful disability recruitment practices. OBJECTIVE: This study presents results from the 2017 Kessler Foundation National Employment and Disability Survey-Supervisor Perspectives (KFNEDS-SP) that utilized a novel approach to investigating employer organizational characteristics and practices related to the recruitment of PWD. METHODS: The KFNEDS-SP is a web-based survey that used standard, replicable survey methods to collect data from a Qualtrics business-to-business panel of supervisors at U.S. organizations. Respondents included 6,530 supervisors ages 18 and older from private, nonprofit, and governmental organizations across industries. RESULTS: The results show that several organizational characteristics and practices are significantly associated with supervisor perceived effectiveness of disability recruitment processes. The degree of effort put forth to recruit people with disabilities, commitment from upper management in hiring and accommodating employees with disabilities, training hiring managers in accessible recruitment and interview practices for people with disabilities were all positively related to supervisors’ perceived effectiveness of their organizations’ disability recruitment processes. However, organizations that put a lot of effort into recruiting for diversity or had diversity hiring goals were less likely to be perceived by supervisors to have effective disability recruitment processes. CONCLUSION: Supervisors are at the center of an organization’s effort to include people with disabilities in the workplace and, as such, are good barometers of what works and does not work to support the recruitment, hiring and onboarding of people with disabilities. The results of this study point to several organizational characteristics and practices that individually and together are likely to support efforts to include people with disabilities in the workplace. Disability workforce intermediaries can use these findings to assist businesses successfully include people with disabilities in their workforce.

Marijuana Use and Perceptions of Employment Suitability

Abstract: The present study extends research on marijuana social acceptance and employment suitability in the United States by examining how hiring managers view substance use-related content in social networking profiles. Specifically, this research focused on the weight hiring managers placed on social networking posts containing recreational marijuana content, medicinal marijuana content, and alcohol content when assessing potential candidates. With a sample of 405 hiring managers who evaluated experimentally manipulated social networking profiles, the results demonstrated a modest negative hiring bias against recreational marijuana content, with stronger negative effects for alcohol content. At the same time, social networking content related to medicinal marijuana content did not have a significant effect on perceptions of employment suitability. These findings highlight the nuanced nature of substance use stigma in today’s evolving society.

The Applicability of Artificial Intelligence in Candidate Interviews in the Recruitment Process

This research paper examines the applicability of artificial intelligence (AI) in the recruitment and selection process, with a specific focus on the Interview phase. The study conducted qualitative interviews with 17 recruitment professionals, including hiring managers, recruiters, and HR executives, to gather their perspectives on AI adoption. The Unified Theory of Acceptance and Use of Technology (UTAUT) framework was utilized as the theoretical model to guide the research. The findings indicate that the recruitment professionals were generally receptive to using AI in various recruitment phases. However, when it came to the interview phase, there was a distinct lack of enthusiasm for AI adoption among the professionals. They expressed concerns about providing a better candidate experience and perceived AI-based interviews as a lack of commitment to candidates. As a result, regardless of the hiring volume or job group, the professionals were hesitant to integrate AI into the interview phase. The research underscores the importance of carefully selecting the appropriate recruitment stage for integrating AI and addressing the concerns raised by recruitment and selection professionals. It highlights the need to consider the candidate's experience and maintain a sense of commitment throughout the recruitment process.

When Potential Allies and Targets Do (and Do Not) Confront Anti-Asian Prejudice: Reactions to Blatant and Subtle Prejudice During the COVID-19 Pandemic.

Anti-Asian xenophobia has exploded during the COVID-19 pandemic, after U.S. political leaders promoted anti-Asian rhetoric from its start. Confronting prejudice interrupts future perpetration of such prejudice, but confronting prejudice can only occur to the extent actions are first attributed to prejudice. Bystanders may attribute less prejudice to speech about the "Chinese Virus" than to more blatant stereotype expression, for example, and therefore be less vehement in their confrontations. Across two studies, we examined the impact of anti-Asian prejudice type (blatant, subtle, or no prejudice) and bystander race/ethnicity (White or Asian American/Pacific Islander [AAPI]), on prejudice attribution, willingness to confront, actual confrontation, and confrontation vehemence. In the context of a hiring manager justifying rejection of a Chinese applicant, we predicted that blatant prejudice would be detected and confronted most willingly, and subtle prejudice more willingly than no prejudice, and that prejudice detection would mediate the relationship between prejudice type and willingness to confront. Further, we expected AAPI bystanders to detect anti-Asian prejudice more readily than White bystanders, but to confront at lower rates, with actual confrontations being more vehement following blatant (relative to subtle or no) prejudice. Analyses were conducted using SPSS 27 and the PROCESS v4.1 macro, controlling for potential confounds such as political orientation and individual-level prejudice (expressed or perceived). Results of both studies (n = 142 [Study 1], n = 274 [Study 2]) supported hypotheses, except in Study 1 bystanders exposed to subtle prejudice were no more willing to confront than no-prejudice controls. Results of exploratory analyses indicated that attribution to prejudice was the primary obstacle to confrontation following subtle prejudice, whereas action taking was the primary obstacle following blatant prejudice. This research underscores the need for interventions to increase detection of all forms of anti-Asian prejudice and to provide would-be confronters with effective confrontation tools.

CHARACTERISTICS OF A LEADERSHIP DEVELOPMENT PROGRAM PILOT RESEARCH AT A HUNGARIAN SME OPERATING IN THE ICT SECTOR

The current research reports on a pilot study that was conducted to test the feasibility of a larger study exploring a leadership development program at a small and medium-sized enterprise (SME) in the ICT (Infocommunications) sector in Hungary. The study employed a mixed-methods approach to data collection, which included literature review, document analysis, and structured interviews with various participants involved in the leadership development program. The literature review focused on the history, current state, existing gaps and limitations, and theoretical frameworks and concepts related to the research topic. The document analysis aimed to gain an in-depth understanding of the research topic and complement the findings from the literature review. The structured interviews were designed to be consistent and standardized, with a pre-determined set of questions asked to each participant. The interviews were conducted with a diverse group of participants, including the CEO, People Development Manager, Hiring managers, Domain Engineering Leads, the Human Resources team, and participants of the leadership development program. The current research is a smaller-scale version of a full-scale study (also called a “feasibility” study), as well as the pre-testing of a particular research instrument, in our case, document analysis and interview schedule. Pilot researches are a crucial element of a good study design, as it does not guarantee success in the main study, but it does increase the likelihood of success. (Polit et al., 2001, Teijlingen et al., 2001) The paper also discusses the importance of leadership in the ICT sector, citing a survey of Society for Information Management members that identified leadership as the most important soft skill for employees in the sector. The article notes that understanding the preferences of different generations at the workplace is essential to create an effective leadership development program. Out of the total number of employees, 52 currently work in the company’s software development division, and the preferences and motivations of these employees will be a critical factor in designing a successful program. The paper concludes by stressing the importance of pilot studies in research and how they increase the likelihood of success in the main study. The study’s authors hope that the results of this pilot study will provide insight into the characteristics of a leadership development program and assist in developing a more extensive study on the topic.

Exploring the Transition of Newly Qualified Chartered Accountants From Practice to Industry

Career transitions are increasingly common and can be challenging. This study seeks to understand how chartered accountants (CAs) experience transitioning from accounting firm-based roles to industry-based ones and develop the required skills and competencies. The underlying theoretical perspectives are transition cycle theory and the fit theories of person–culture fit and person–job fit. A multi-stakeholder approach using qualitative interviews was adopted. The findings present: refinement to the theoretical stages of transition; a proposed combination of fit theories; the identification of a skills gap; and the nature of supports for CAs experiencing this transition. The study indicates that CAs need to have a better understanding of transitions; hiring managers (HMs) should rethink supports in place; and profession-related educators should better prepare accounting students for career transitioning.

Challenges and considerations for building executive presence in North American female professionals of Asian descent

PurposeThis study aims to identify the specific challenges that North American female professionals of Asian descent face in building executive presence and make recommendations for mitigating those challenges.Design/methodology/approachIn-depth interviews were conducted with 14 female executives of Asian descent in diverse U.S. and Canadian organizations. The goal was to explore their perceptions of Asian organizational stereotypes and identify how these perceptions, shaped by their cultural and gender identities, have created unique challenges relating to executive presence. Interviewees provided in-depth examples of their challenges and detailed recommendations for neutralizing them. Interview data were coded and analyzed using the Gioia methodology.FindingsResults revealed that deferential, reserved and hardworking are the top three perceptions attributed to female professionals of Asian descent working in North America. These perceptions are not commendatory or derogatory by themself. They can be associated with either positive or negative leadership qualities, depending on the specific behaviors exhibited and how those behaviors are interpreted. The authors’ analysis maps the relationship between these perceptions and behaviors associated with the executive presence literature. The respondents’ three key recommendations for neutralizing the negative connotations of these perceptions are discussed.Practical implicationsThe results of this study reinforce the need to develop influence, communication and relational skills (e.g. executive presence) in women of Asian ethnicity. The study respondents’ recommendations provide a foundational curriculum guide for doing so. The results also support the need to train hiring managers to become ever more aware of their cultural biases, focusing on how these biases impact their hiring, performance evaluation and promotion practices.Originality/valueThere is a dearth of research regarding the career experiences of Asian women working in North American corporations. This qualitative study provides insight into relationships between cultural identity, executive presence and career success and lays the groundwork for future quantitative studies that deepen a theoretical understanding of the relationship of executive presence to impression management and cross-cultural theories.

102 Mayo Clinic Rochester, MN Hub Placement Process for Clinical Research Coordinators

OBJECTIVES/GOALS: Mayo Clinic implemented a CRC Placement Hub to improve hiring experiences for candidates and hiring managers. Candidates apply to a centralized posting. A Placement Coordinator handles administrative and screening responsibilities, allowing hiring managers to focus on selecting best candidates. METHODS/STUDY POPULATION: The CRC Placement Hub was implemented in phases. Initially, first and second interviews were conducted using Zoom and hiring manager utilization of the Hub was voluntary. Positive candidate and hiring manager feedback shifted Hub utilization to the standard practice and hiring managers must request an exception to post separately for unique candidate requirements. The third phase progressed to utilizing the HireVue hiring platform. Qualified candidates are invited to complete an on-Demand interview at their convenience, which hiring managers utilize to select candidates to continue through the interview process. HireVue utilization has decreased time to fill metrics for CRC candidates. RESULTS/ANTICIPATED RESULTS: The intentions for the CRC Placement Hub are to offer a positive hiring experience for candidates and reduce administrative burden for the hiring managers, while maintaining autonomy of hiring decisions. Additional purposes for the Hub are to increase the candidate pool by developing recruitment pipelines and decrease overall timeline to fill an open position. Qualitative and quantitative metrics were established to monitor performance. Metrics depict positive experiences for candidates and hiring managers, and decreased timelines to fill open positions. Candidate pools continue to increase as the Hub Placement Coordinator holds off-campus and online recruitment events. DISCUSSION/SIGNIFICANCE: The CRC Placement Hub provides candidates a positive experience, allowing them to apply to one posting but considered for all open positions. The Hub decreases administrative burden for hiring managers, allowing them to focus on critical aspects of candidate selection and managing clinical research.

Importance of Effective Communication Skills during Campus Interview

Thousands of bright students leave college each year with the intention of finding employment to pursue their aspirations. Some people are fortunate enough to land a job through campus interviews, while others must look for work on their own. Do you count among them? Why should the hiring manager choose you over your friend or any other recent graduate from a different college for the open position? You can claim that you are the ideal candidate for the position or that your academic record qualifies you for the position. The interviewer will look for more than just your academic background, though, unless you are applying for academic positions. Any campus interview has a number of selection phases that vary depending on the university and degree. Your attitude, aptitude, academic knowledge, extracurricular activities, verbal, strategic, analytical, and other skills are frequently evaluated. When it comes to interactions between interviewers and interview candidates, these are the major fields which are being evaluated. Communication skill development is a self[1]improvement process, and as such, it has good consequences on personality, mood, and overall quality of life. Communication skill development is a self[1]improvement process, and as such, it has good consequences on personality, mood, and overall quality of life. Even the most basic “how to enhance communication skills” templates will have positive results in some cases. In this research paper, we have tried to focus on the importance of communication skills for campus interviews.

Implementing Virtual Interview Training for Transition-Age Youth: Practical Strategies for Educators.

This column shares strategies for implementing a technology-based intervention within secondary special education transition services. Virtual Interview Training for Transition-Age Youth is a web-based job interview training that uses educational content and virtual hiring managers (Rita and Travis) to help teach job interview skills. Eight strategies were assembled by research staff, teachers, and administrators during two research studies conducted across n=47 schools that delivered the program (commonly called "Rita and Travis") to n=561 students in secondary special education transition programs. Eight support strategies for implementing Rita and Travis are described. Strategies include: prepare for implementation, ensure administrative support, prioritize training and support, address logistical challenges, integrate the program into the curriculum, take advantage of the administrative center, individualize student support, and offer virtual delivery. The purpose of this column is to prepare others for successful implementation of Virtual Interview Training for Transition-Age Youth within special education transition programs.