DB5.5

CH.13

After reading Chapter 13:

And Answered the Discussion Question that:

Develop a brief procedure or protocol ( a simple list of points to be covered) for

reviewing an employment application or resume for possible inaccuracies or

embellishments.

Respond to three other discussion(I’ll uploaded letter after you done the Discussion ). (Your

response must be of significance, more than just yes or no)

You will need to post your comment as respond to the comments by no more than 2-3 Complete

Sentences. I Looking on the depth, not the length of your comments

Comment to: (Please no more than 2-3 Complete Sentences.)

M. C.

When one starts to write a resume, they may hear from people that it is okay to write

some white lies. Even if you do not know the information now, you can always learn it after

receiving the job. Fallon and McConnell (2014) have found that around 40% of resumes

usually include exaggerations or outright lies. About 75% of applicants include some fluff to

make certain information on the resume pop out more. Fallon and McConnell (2014) gave us

some examples, such as the length of time they may have worked at a particular job or

exaggerate their job responsibilities. By exaggerating these things, applicants think it will

make them look better in front of the interviewer since they can accomplish so much in a

short time. Or they can do a variety of things, showing how they can be an asset for the

company.

When trying to figure out a routine or procedure to find these inaccuracies, a few

things come to mind. It is worth noting that Fallon and McConnell (2014) found that trying to

verify everything after the interview or uncovering everything during the interview can be

time-consuming. Besides the standard of calling references and seeing what they have to say

about the applicant. Fallon and McConnell (2014) had mentioned some questions we can ask

the interviewee to see if there are any exaggerations or lies within the resume. Some of these

examples include asking questions regarding their education or gaps within their resume.

As Fallon and McConnell (2014) found, it is not harmful to have a gap or two within a

resume. Since as the saying goes, life happens. This can also relate to asking about their time

at the college and things they learned, enjoyed, or did not enjoy while attending this

university. However, asking these questions can result in the applicant stumbling on their

words or just running with it, you could say. This may result in them “forgetting” about some

of the more specific details they may have written. The final point I would like to mention is

that one should always be conscious of nonverbal clues (Fallon and McConnell, 2014 pg.

262). These things can include the applicant avoiding the eyes, being overly nervous (outside

the normal nervousness one may have during an interview), and/or constant fidgeting (Fallon

and McConnell, 2021 pg. 262).

Overall, when trying to find a way to catch someone lying, this is not always easy.

Some people are great liars, while others, not so much. However, learning these methods to

help catch them in the act can help the organization we are working at and HR. Having a great

applicant who is not lying and knows what they are doing and saying can help bring the

company's morale up since we know have someone knowledgeable in this area and reliable.

References

Fallon, L. F., & McConnell, C. R. (2014). Human resource management in health care;

Principles and practice (2nd edition). Jones & Bartlett Learning.

A. A.

Job interviews are essential for applicants as well as for organizations. Therefore, the

interviewers must have obtained professional training or internship before entering a job

interview. Experts estimate that up to 40% of resumes contain outright exaggerations or lies

(Fallon & McConnell. 2014). The task of checking every fact in every line will be extremely

time-consuming and costly (Fallon & McConnell. 2014). The interviewers should be prepared

with a list of questions such as:

• Questions about specific dates, especially if there are overlapping dates or inconsistent details,

verify that the start dates are on or before the end dates. Questions such as when did you start

studying at this school and when did you graduate from it?

• Questions to validate academic degrees by asking which prestigious school the applicant

attended or the city in which the applicant claims to have worked.

• Questions to verify work experience from previous jobs and why the applicant left a particular

position.

• Questions about specific details test the credibility Test or whether the candidate's answers are

reserved or trained on these answers.

• Request the applicant's permission to verify specific information by HR representatives.

The interviewer should also use behavioral cues to determine the reliability of the applicant's

answers. Schneider et al. (2015) found that applicants' nonverbal behavior during interviews

was to influence the interview's performance.

References

Fallon L., & McConnell C. (2014). Human resource management in health care. (2nd ed).

Jones & Bartlett Publishers. Sudbury, MA. ISBN: 978-1-449-68883-7.

Schneider, L., Powell, D. M., & Roukin, N. (2015). Cues to deception in the employment

interview. International Journal of Selection and Assessment, 23, 182–190.

doi:10.1111/ijsa.12106.

J. S.

This is a list of possible inaccuracies or embellishments to keep an eye out for

when reviewing an employment application or resume.

• By being alert at the gaps in the resume, the reviewer could evaluate the

application by giving it a more focused look.

• The inconsistent and overlapping dates could be a sign of fraud or any attempt

to hide something important

• when a candidate fumbles while describing any prestigious thing he had been

a part then this shows an untruth from his side.

• Everything should chronology should be in order. (i.e., work experience) If it

is not, then this calls for more focused attention

• the references given by the candidate should be from their previous employer

and/or educational institute. If the referees are their relatives and family

members, then the candidate couldn't have goodwill in the previous

employments.

If a manager follows this list of points, he/she should be able to narrow down

the selection pool for the position they are looking to fill.

References

Fleming L., & McConnell, C. (2014). Human Resource Management in

Health Care: Principles and Practice. (2nd ed). Jones & Bartlett Publishers.

Sudbury, MA. ISBN: 978-1-449-68883-7.

A. R.

A brief procedure or protocol that should not be too complicated for reviewing employment

application applications can be simple procedures such as fact-checking resumes. A brief

procedure can involve checking the individual's resume if they are given the opportunity to

interview for the job. We should review the job description one more time before anything

and review the application or resume. One needs to check with employers, education, and

references, depending if they are a good fit for the position that they are applying to. A job

description should be reviewed for completeness and accuracy whenever a manager is

preparing to interview a candidate to fill an open position or best fit for that position (Fallon

& McConnell, 2014).

It is important to make sure that everything checks out and if it is impossible to reach

the applicant's past employers then it is important to make note of it. After noting it, it would

be best to ask the applicant about the discrepancies. The application should be thoroughly

reviewed before and after the interview (Fallon, McConnell, 2014). One needs to be able to

look for gaps in the screening process. Once an interview is given to the individual, one

should arrange an appropriate time and place for the interview to take place. The interview

should be conducted in a reasonable and comfortable environment with no interruptions. It

can be a place where there is not too much noise or anything that can interfere with the

interview. Open-ended questions are important to engage the individual in order to make them

feel less nervous along with giving them a sense of comfort.

A simple procedure list that can be followed is:

Always revise and review the job description

• Can help with determining which applicants are more suitable for the position.

Review the application or resume from the individual

• Look for gaps

• Any red flags

• Any information that might not look right

Arrange an appropriate time and place if an interview granted

• Make sure to have open-ended questions to engage

• Make sure to ask about any gaps or red flags you have a question about

• Make sure to conduct in a place where it is quiet and comfortable without interruptions.

Reference

Fleming L., & McConnell, C. (2014). Human Resource Management in Health Care:

Principles and Practice. (2nd ed). Jones & Bartlett Publishers. Sudbury, MA. ISBN:

978-1-449-68883-7.