Hrm 4081 Job Application Paper
Job Description/Application Paper
HRMN 408 6381 Employment Law for Business
8/31/2014
Recruitment is one of the major objections when trying to diversify a company. One of the most important decisions for recruiting will be establishing what types of applicants a company or organization is seeking, specifically, what type of work experience and skills a company is looking for. Most employers focus on pre-hire outcomes, such as whether open positions were filled in a timely manner, but increasingly some also give attention to post-hire outcomes, such as the initial job performance of new hires and their retention rate. Thus, in posting the vacancy, share the external job description, the number of vacancies, pay grade with …show more content…
minimum and maximum values, work schedule, union status, and the deadline that all applications must be turned in by. Once the posted job vacancy becomes available, then there is a job application filled out by a possible candidate. This candidate will be asked several questions regarding their background elements, and at times can include specific questions regarding the job and its essential job duties. Once completed and reviewed, the candidate goes through an additional series of tests to prove that he or she belongs in a company, or in this case in the City of Williams Fire Department. Finally, throughout the world there are diverse amounts of culture and to attract that diversity is what an organization needs to accustom itself to the culture or it operates in.
Job Description
As defined by US Legal, “A job description is the official written account of an employment position. It is a structured and factual statement of a job 's functions and objectives, and should give the boundaries of the position holder 's authority. This account usually lists the typical tasks to be performed by the position holder, the training, education, and experience required to do the work, and it includes a description of the essential functions to be performed.” Therefore, a company should view the job description as a tool used to allow incumbents to be aware and understand the requirements that would be expected for them to accomplish while on-the-job, as well as the rewards. In an attempt to ensure the company has an informed applicant, when posting an open position an external job description with a list of essential elements of the job can be used to describe the vacant position. The essential elements of a job description would include the following: (1) Summary; (2) Duties and Responsibilities; (3) Knowledge, Skills, and Abilities; (4) Minimum Qualifications; (5) Experience Required; (6) Physical Requirements, and (7) Authority. Below is an example of a job description for a Firefighter Recruit.
Job Description – Firefighter Recruit
(1) Summary
The primary function of a Firefighter within the City of Williams is to protect the community from disastrous situations, including house and building fires, and promote an environment of public safety within the City of Williams Fire Department’s response area. This position also participates in fire prevention and inspection activities, equipment and quarter’s maintenance, and training dealing with all phases of fire suppression, prevention, inspection, rescue and emergency operation. An employee in this classification performs the duties of other employees in the Fire Department, in their absence or as assigned.
(2) Duties and Responsibilities
Essential:
1. Responds to fire alarms and extinguishes fire.
2. Responds to calls for emergency medical services, and renders first aid.
3. Performs salvage operations such as throwing salvage covers, sweeping water and removing debris.
4. Responds to and renders assistance in emergency cases.
5. Cleans and inspects equipment and apparatus after returning from a fire.
6. Inspects equipment and apparatus and notifies superior officer of any defects.
7. Makes minor repairs to equipment and apparatus, performs routine preventative maintenance tasks, and keeps records of such action.
8. Keeps fire station, equipment and grounds in a clean and orderly condition;
9. Participates in training activities and instruction sessions.
10. Enters inspection, training and (on occasion) fire and emergency medical service calls into the records management systems.
11. Performs all work duties and activities in accordance with City policies and procedures.
12. Follows City-wide safety policy and practices and adheres to responsibilities concerning safety prevention, reporting and monitoring as outlined in the City’s Safety Handbook.
Non- essential:
1. May respond to emergency calls for specialized service such as hazardous materials, confined spaces rescue, extrication and technical rescues that include high angle, below grade, swift water, trench and collapse rescues.
2. May respond to non-emergency calls for infant car seat installations, various complaints, fire prevention demos, etc.
3. Deals with social service related areas of emergency response by assisting victims and relatives of victims of traumatic events.
4. Responsible for all other duties as assigned.
(3) Knowledge, Skills, and Abilities
Knowledge of:
1. The geography of the City of Williams and surrounding areas, or the ability to quickly learn this information, including the streets system, hydrant locations, the layout and location of public utilities and potentially hazardous materials or substances.
2. Specialized fire fighting vehicles and equipment.
3. Current strategies for all types of fire such as commercial, residential, airport, flammable and combustible liquids, vehicle, etc.
4. Emergency Medical Technician (EMT) techniques and related medical equipment.
5. Basic mathematical and science skills.
6. Uniform fire code for inspection purposes.
7. Emergency response records systems, communications equipment and use, fire computer applications and incident reporting procedures.
8. Computers and related software.
Ability to:
1. Make determinations as to the best course of action for fighting fires or responding to other related emergency situations;
2. Work under extremely stressful situations, day and night, which result from a fire and other emergencies, including the responsibility for remaining calm and carrying out all duties with the recognition of the threat to life and property;
3. Successfully meet the City of Williams Fire Department’s requirements and pass entry exams;
4. Work within a command structure requiring strict adherence to the following of orders;
5. Learn and correctly apply routine division and department policies and procedures;
6. Perform a wide variety of duties and responsibilities with accuracy and speed under the pressure of time-sensitive deadlines;
7. Operate a personal computer using program applications appropriate to assigned duties;
8. Communicate effectively both orally and in writing, with the public and other employees.
(4) Minimum Qualifications
High school diploma or GED equivalency; and
Must be at least 18 years of age at the time of application;
Preferred Qualifications: Paramedic’s Certification.
(5) Experience Required
Emergency Medical Technician’s Certification; or
Any equivalent combination of experience and training which provides the knowledge and abilities necessary to perform the work.
(6) Physical Requirements
Pass a Physical Fitness Test
(7) Authority
1. Supervision Received: The work is performed under the direct supervision of a Fire Captain.
2. Supervision Exercised: None
Job Application
There are many items to consider when doing a job application. Designing applications to specifically fit a job can be done through following the job description and the essential duties and responsibilities of the job. Thus, finding the requirements through the use of the job description, then turning them into mandatory questions on the job application to assist in the hiring process. It also provides the recruit a realistic idea of what will be expected of him or her if they do get the position. Thus, when determining which questions to ask, you need to ask yourself “is this necessary to the job or not?” Job Application – Firefighter Recruit
Contact Information
Name
Street Address City State Zip Phone Number
Primary
Alternate E-mail Address
Personal Information Do you have a valid Driver 's License?
☐ Yes
☐ No
Driver 's License Number Class Date of Birth
(mm/dd/yyyy)
____/____/_______
Do you have proof of your legal right to work in the U.S.?
☐ Yes
☐ No
Preferences
Minimum Compensation Requirements?
$
per hour
$
per year
When are you available to work? ☐ Day
☐ Rotating
☐ Evening
☐ Weekends
☐ Night
☐ On-Call
Are you willing to relocate? (Optional)
☐ Yes
☐ No
What type of work are you looking for? (Optional) ☐ Regular
☐ Internship
☐ Seasonal
☐ Voluntary
☐ Temporary
What type of work will you accept? (Optional) ☐ Full-Time
☐ Part-Time
☐ Per Diem
Objective: (Optional)
Work Experience
Additional Information
Certificates & Licenses
Skills Languages Supplemental Information
References
1.
2. 3.
Questions
Have you ever been convicted of, plead guilty to, or no contest to, received probation, deferred adjudication or been placed on any form of diversion for any criminal offense (misdemeanors and/or felony), in adult court? This does not apply to simple traffic tickets. A criminal record does not constitute an automatic bar to employment and will be considered only as it relates to the job in question. ☐ Yes
☐ No
If you answered "Yes" to the above question, please provide the type of offense(s), the date(s) and the location(s) of each offense. If this question does not apply to you, type "NA" as your response. Have you incurred any traffic violations within the last three (3) years? (Do not include parking tickets.) ☐ Yes
☐ No
If you have incurred traffic violations, please provide charge and date. Do you have any relatives who are currently employed by the City of Williams? ☐ Yes
☐ No
If you answered "Yes", please give details. If you answered "No", type "NA" as your response. Have you ever been involuntarily terminated, discharged, forced or asked to resign from any job? ☐ Yes
☐ No
If you answered "Yes", please give details. If you answered "No", type "NA" as your response. Are you currently employed? ☐ Yes
☐ No
If currently employed, may we contact you at work? ☐ Yes
☐ No
Have you ever filed an application with the City of Williams? ☐ Yes
☐ No
If you have filed an application, please list positions applied for and approximate date. Have you ever worked for the City of Williams? ☐ Yes
☐ No
If so, please give dates and title.
Please select the source of referral to the City of Hoover. ☐ Current City of Williams Employee
☐ Job Fair
☐ State Employment Agency
☐ Private Employment Agency
☐ Campus Recruiter
☐ National Publication
☐ Newspaper Employment Ad
☐ City of Williams Website
☐ College/University Website
☐ Personal Inquiry
☐ Other
List any periods of unemployment and the reason. Give the beginning and ending date. 1) Example: July 1999 to March 2000 - Seeking Employment. 2) September 2002 to February 2003 - Care of dependent relative. If you have never had any periods of unemployment, type "NA" as your response. Are you capable of performing the essential functions of the job for which you are applying, with or without a reasonable accommodation? (A "No" answer will automatically disqualify you from further consideration.) ☐ Yes
☐ No
It is very important that you read and understand the job description. By checking the box below, you are verifying that you have read and understand the requirements of the job. ☐ Yes, I have read and understand the requirements listed on the job description and if selected can fulfill the duties as assigned.
Employment related notifications are frequently distributed via e-mail. Please check your e-mail regularly to stay abreast of notifications we may send. It is your responsibility to contact us if your e-mail address or other contact information changes. ☐ Yes, I have read the above statement and understand I should check my email regularly and update my contact information as necessary.
Applicants Name (Printed): ___________________________________ Date: ______________
Applicants Signature: ___________________________________
Required Tests/Documents
The necessary documents and tests that are usually required of all applicants to complete, include: (1) Interviews; (2) Medical Exams; (3) Psychological evaluations; (4) Drug Test; (5) Background Check; (6) Entry-level written test; and (7) Candidate Physical Ability Test (CPAT). The first required test would be an interview process. Many of the questions that are asked during the interview put the candidate in a situation where there is no right answer. The questions are designed to see how the individual can think on his or her feet. Following the interviews, if selected to go further, the applicant would go through a medical exam. It would be conducted by a physician from the City of Williams Fire Department. There are a number of conditions that the physician would be looking for during the examination. A Fire Department should have no knowledge of any medical issue until after giving the applicant a conditional job offer. After the applicant accepts the job, then the applicant can disclose any medical condition with the company or organization, however, the company organization cannot disqualify the applicant for it unless it inhibits their ability to perform the “essential functions of the job.” After passing the medical exam, psychological evaluations are administered and interpreted by Psychologists as part of the overall recruitment process would be utilized to help the Fire Department determine whether candidates are mentally prepared to cope with the stressful nature of the job. Once an applicant has passed their psychological evaluations, a test for use of illegal drugs should be administered before a conditional offer of employment. Due to firefighters having to be in tiptop physical shape, as well as in a position of public trust, the Fire Department requires their staff to be drug-free. In addition to the drug test, the background check should be administered. However, this is usually considered the most invasive experience most people have in their entire lives. Fire Departments hold their firefighter candidates to the same high standards expected of a police officer. These standards include criminal history, drug usage, credit history, employment record, encounters with the law and a candidate’s overall persona. Therefore, everything about the applicant will be checked out to include character, finances, driving record and criminal records. If the applicant passes the previous five requirements, he/she would be selected to take a written test, which measures reading comprehension and mathematics, such as addition, subtraction, multiplication, division, ratios, square roots, and the use and conversion of decimals, fractions, and percentages. (4) However, if the applicant is unable to pass the written test the first time, the department could allow candidates who fail the written test to apply to take the written test again one year and a day from their last written test date, as many other Fire Departments allow candidates to do. The final test for the candidate to take is the Candidate Physical Ability Test (CPAT), which consists of eight separate events. The CPAT is a sequence of events requiring the candidate to progress along a predetermined path from event-to-event in a continuous manner. This test was developed to allow Fire Departments a means for obtaining pools of trainable candidates who are physically able to perform essential job tasks at fire scenes. (3)
Action to Increase Minorities
In order for any company or organization to encompass all applicants in the surrounding areas, limiting yourself to one medium of advertisement will not diversify the organization. To begin with, a company or organization should study the mediums that are currently being used to attract potential candidates and expand from there. The advertisements used to attract potential candidates cannot be posted in limited areas, as it should be spread throughout the city to ensure all potential applicants have the ability to see the vacant position. There is some evidence that blacks are more attracted to employers that portray blacks in supervisory roles in photos, but whites in the same study were not affected by the roles of employees in photos. In Chapter 4 Recruitment, Table 4-1, refers to external recruitment methods including, “Professional or trade associations, print and electronic media advertisement, employee referral, public employment service, private employment agencies, executive search firms, special events, campus recruitment, vocational guidance counselors, self-initiated walk-ins and write-ins, and computer databases.” Using all of the resources listed in the chapter may not be needed, therefore, it should be assessed which methods are the most successful in attracting the target applicants. According to a study conducted by SHRM, “If your organization does not directly address the people you want to target, it runs the risk of missing the very individuals who would make the most desirable employees, including so-called passive job seekers—those not currently looking for new positions. Researchers have used the supply chain concept to discuss how recruitment decisions relate to a possible job candidate’s view of the whole process. Questions that will be addressed are: Will this person feel the organization is interested in him or her? Does the recruitment message directly address why a person should apply? Is the recruitment message believable? (2)
Attracting the attention of the people you want to recruit is vital to the success of a recruitment campaign, but attracting attention can be difficult. You may not know how to reach some of the people that you want to contact and even if you do reach the individuals you are seeking, they may not pay attention to the recruitment message. You may need to follow the lead of organizations that have shown considerable creativity in bringing job openings to the attention of those targeted for recruitment, such as placing ads on billboards, in subways and other public spaces. There are two key variables that can influence a prospective recruit’s interest in a job opening. The first is position attractiveness, such variables as job duties, prospective co-workers, advancement opportunity, compensation, benefits and geographic location are related to position attractiveness. The relative impact of any of these variables in generating interest in a job opening depends upon the type of individual being recruited. The second variable that will affect a job candidate’s interest in a job opening is his or her expectation of receiving a job offer.
In planning a recruitment process for diversity in a company, the most important question is, of course, whom should you recruit? The way to answer this question is: 1) How will your organization publicizes a position; 2) What recruitment message you are communicating; and 3) Who is doing your recruiting? You do not want the wrong people out there recruiting the wrong people for the job when you are trying to diversify your company. (1) If an organization does not directly address the people they want to target, it runs the risk of missing the very individuals who would make the most desirable employees. Obviously, certain information in any recruitment message is essential including details about duties, location and benefits. However, if you are targeting certain types of people, you should be sensitive to their unique information needs. Many seniors apply only for part-time positions. Similarly, parents with young children may be interested in the possibility of working from home.
Though there are many items that an applicant must go through to obtain employment, there are many things an organization or company must do to adhere to the rules and regulations. These businesses need to ensure the right information is asked and obtained. Businesses need to ensure that applicants have the proper training, testing, qualifications, and the fortitude to be part of the organization. Throughout the world we see many different cultures and applicants fighting for that one job, but in the end it is the goal of an organization to use all the tools available to them to find out who that qualified applicant is.
References
Breaugh, J. (n.d.). Recruiting and Attracting Talent. Recruiting and Attracting Talent. Retrieved August 25, 2014, from http://www.shrm.org/about/foundation/products/Documents/1109 Recruiting EPG- Final.pdf
Candidate Physical Ability Test | Austin Fire Department | AustinTexas.gov - The Official Website of the City of Austin. (n.d.). Candidate Physical Ability Test | Austin Fire Department | AustinTexas.gov - The Official Website of the City of Austin. Retrieved August 31, 2014, from http://www.austintexas.gov/department/candidate-physical-ability-test
Chapter 4 Recruitment. (n.d.). Chapter 4 Recruitment. Retrieved August 31, 2014, from http://jpk.tjtc.edu.cn/08/jiudian/3_Lect/d04.htm
Firefighter Written Test Information. (n.d.). Firefighter Written Test Information. Retrieved August 25, 2014, from http://per.lacity.org/psb/ff_sample_test.pdf
Job Description Law & Legal Definition. (n.d.). Job Description Law & Legal Definition. Retrieved August 31, 2014, from http://definitions.uslegal.com/j/job-description/
Footnotes
(1)In planning a recruitment process, the most important question is, of course, whom should you recruit?
How you answer this question will affect: How your organization publicizes a position. (If you are looking to hire seniors, you should recognize that they may be less likely to use job boards.) What recruitment message you are communicating. (When recruiting your former employees, you do not need to provide much information about the organization.) Who your recruiters are. (When targeting college seniors, you should remember that they will want to meet recent hires who attended their university.)
(2) Researchers use the supply chain concept to discuss how individual recruitment decisions relate to a prospective job candidate’s view of the whole process. Among the questions they address are: Will a person feel the organization is interested in him or her? Does the recruitment message directly address why a person should apply? Is the recruitment message believable?
(3) The Candidate Physical Ability Test consists of eight separate events. The CPAT is a sequence of events requiring the candidate to progress along a predetermined path from event to event in a continuous manner. This test was developed to allow fire departments a means for obtaining pools of trainable candidates who are physically able to perform essential job tasks at fire
scenes.
(4) The test measures reading comprehension and mathematics such as addition, subtraction, multiplication, division, ratios, square roots, and the use and conversion of decimals, fractions, and percentages.
HRMN 408 6381 Employment Law for Business
8/31/2014
Recruitment is one of the major objections when trying to diversify a company. One of the most important decisions for recruiting will be establishing what types of applicants a company or organization is seeking, specifically, what type of work experience and skills a company is looking for. Most employers focus on pre-hire outcomes, such as whether open positions were filled in a timely manner, but increasingly some also give attention to post-hire outcomes, such as the initial job performance of new hires and their retention rate. Thus, in posting the vacancy, share the external job description, the number of vacancies, pay grade with …show more content…
minimum and maximum values, work schedule, union status, and the deadline that all applications must be turned in by. Once the posted job vacancy becomes available, then there is a job application filled out by a possible candidate. This candidate will be asked several questions regarding their background elements, and at times can include specific questions regarding the job and its essential job duties. Once completed and reviewed, the candidate goes through an additional series of tests to prove that he or she belongs in a company, or in this case in the City of Williams Fire Department. Finally, throughout the world there are diverse amounts of culture and to attract that diversity is what an organization needs to accustom itself to the culture or it operates in.
Job Description
As defined by US Legal, “A job description is the official written account of an employment position. It is a structured and factual statement of a job 's functions and objectives, and should give the boundaries of the position holder 's authority. This account usually lists the typical tasks to be performed by the position holder, the training, education, and experience required to do the work, and it includes a description of the essential functions to be performed.” Therefore, a company should view the job description as a tool used to allow incumbents to be aware and understand the requirements that would be expected for them to accomplish while on-the-job, as well as the rewards. In an attempt to ensure the company has an informed applicant, when posting an open position an external job description with a list of essential elements of the job can be used to describe the vacant position. The essential elements of a job description would include the following: (1) Summary; (2) Duties and Responsibilities; (3) Knowledge, Skills, and Abilities; (4) Minimum Qualifications; (5) Experience Required; (6) Physical Requirements, and (7) Authority. Below is an example of a job description for a Firefighter Recruit.
Job Description – Firefighter Recruit
(1) Summary
The primary function of a Firefighter within the City of Williams is to protect the community from disastrous situations, including house and building fires, and promote an environment of public safety within the City of Williams Fire Department’s response area. This position also participates in fire prevention and inspection activities, equipment and quarter’s maintenance, and training dealing with all phases of fire suppression, prevention, inspection, rescue and emergency operation. An employee in this classification performs the duties of other employees in the Fire Department, in their absence or as assigned.
(2) Duties and Responsibilities
Essential:
1. Responds to fire alarms and extinguishes fire.
2. Responds to calls for emergency medical services, and renders first aid.
3. Performs salvage operations such as throwing salvage covers, sweeping water and removing debris.
4. Responds to and renders assistance in emergency cases.
5. Cleans and inspects equipment and apparatus after returning from a fire.
6. Inspects equipment and apparatus and notifies superior officer of any defects.
7. Makes minor repairs to equipment and apparatus, performs routine preventative maintenance tasks, and keeps records of such action.
8. Keeps fire station, equipment and grounds in a clean and orderly condition;
9. Participates in training activities and instruction sessions.
10. Enters inspection, training and (on occasion) fire and emergency medical service calls into the records management systems.
11. Performs all work duties and activities in accordance with City policies and procedures.
12. Follows City-wide safety policy and practices and adheres to responsibilities concerning safety prevention, reporting and monitoring as outlined in the City’s Safety Handbook.
Non- essential:
1. May respond to emergency calls for specialized service such as hazardous materials, confined spaces rescue, extrication and technical rescues that include high angle, below grade, swift water, trench and collapse rescues.
2. May respond to non-emergency calls for infant car seat installations, various complaints, fire prevention demos, etc.
3. Deals with social service related areas of emergency response by assisting victims and relatives of victims of traumatic events.
4. Responsible for all other duties as assigned.
(3) Knowledge, Skills, and Abilities
Knowledge of:
1. The geography of the City of Williams and surrounding areas, or the ability to quickly learn this information, including the streets system, hydrant locations, the layout and location of public utilities and potentially hazardous materials or substances.
2. Specialized fire fighting vehicles and equipment.
3. Current strategies for all types of fire such as commercial, residential, airport, flammable and combustible liquids, vehicle, etc.
4. Emergency Medical Technician (EMT) techniques and related medical equipment.
5. Basic mathematical and science skills.
6. Uniform fire code for inspection purposes.
7. Emergency response records systems, communications equipment and use, fire computer applications and incident reporting procedures.
8. Computers and related software.
Ability to:
1. Make determinations as to the best course of action for fighting fires or responding to other related emergency situations;
2. Work under extremely stressful situations, day and night, which result from a fire and other emergencies, including the responsibility for remaining calm and carrying out all duties with the recognition of the threat to life and property;
3. Successfully meet the City of Williams Fire Department’s requirements and pass entry exams;
4. Work within a command structure requiring strict adherence to the following of orders;
5. Learn and correctly apply routine division and department policies and procedures;
6. Perform a wide variety of duties and responsibilities with accuracy and speed under the pressure of time-sensitive deadlines;
7. Operate a personal computer using program applications appropriate to assigned duties;
8. Communicate effectively both orally and in writing, with the public and other employees.
(4) Minimum Qualifications
High school diploma or GED equivalency; and
Must be at least 18 years of age at the time of application;
Preferred Qualifications: Paramedic’s Certification.
(5) Experience Required
Emergency Medical Technician’s Certification; or
Any equivalent combination of experience and training which provides the knowledge and abilities necessary to perform the work.
(6) Physical Requirements
Pass a Physical Fitness Test
(7) Authority
1. Supervision Received: The work is performed under the direct supervision of a Fire Captain.
2. Supervision Exercised: None
Job Application
There are many items to consider when doing a job application. Designing applications to specifically fit a job can be done through following the job description and the essential duties and responsibilities of the job. Thus, finding the requirements through the use of the job description, then turning them into mandatory questions on the job application to assist in the hiring process. It also provides the recruit a realistic idea of what will be expected of him or her if they do get the position. Thus, when determining which questions to ask, you need to ask yourself “is this necessary to the job or not?” Job Application – Firefighter Recruit
Contact Information
Name
Street Address City State Zip Phone Number
Primary
Alternate E-mail Address
Personal Information Do you have a valid Driver 's License?
☐ Yes
☐ No
Driver 's License Number Class Date of Birth
(mm/dd/yyyy)
____/____/_______
Do you have proof of your legal right to work in the U.S.?
☐ Yes
☐ No
Preferences
Minimum Compensation Requirements?
$
per hour
$
per year
When are you available to work? ☐ Day
☐ Rotating
☐ Evening
☐ Weekends
☐ Night
☐ On-Call
Are you willing to relocate? (Optional)
☐ Yes
☐ No
What type of work are you looking for? (Optional) ☐ Regular
☐ Internship
☐ Seasonal
☐ Voluntary
☐ Temporary
What type of work will you accept? (Optional) ☐ Full-Time
☐ Part-Time
☐ Per Diem
Objective: (Optional)
Work Experience
Additional Information
Certificates & Licenses
Skills Languages Supplemental Information
References
1.
2. 3.
Questions
Have you ever been convicted of, plead guilty to, or no contest to, received probation, deferred adjudication or been placed on any form of diversion for any criminal offense (misdemeanors and/or felony), in adult court? This does not apply to simple traffic tickets. A criminal record does not constitute an automatic bar to employment and will be considered only as it relates to the job in question. ☐ Yes
☐ No
If you answered "Yes" to the above question, please provide the type of offense(s), the date(s) and the location(s) of each offense. If this question does not apply to you, type "NA" as your response. Have you incurred any traffic violations within the last three (3) years? (Do not include parking tickets.) ☐ Yes
☐ No
If you have incurred traffic violations, please provide charge and date. Do you have any relatives who are currently employed by the City of Williams? ☐ Yes
☐ No
If you answered "Yes", please give details. If you answered "No", type "NA" as your response. Have you ever been involuntarily terminated, discharged, forced or asked to resign from any job? ☐ Yes
☐ No
If you answered "Yes", please give details. If you answered "No", type "NA" as your response. Are you currently employed? ☐ Yes
☐ No
If currently employed, may we contact you at work? ☐ Yes
☐ No
Have you ever filed an application with the City of Williams? ☐ Yes
☐ No
If you have filed an application, please list positions applied for and approximate date. Have you ever worked for the City of Williams? ☐ Yes
☐ No
If so, please give dates and title.
Please select the source of referral to the City of Hoover. ☐ Current City of Williams Employee
☐ Job Fair
☐ State Employment Agency
☐ Private Employment Agency
☐ Campus Recruiter
☐ National Publication
☐ Newspaper Employment Ad
☐ City of Williams Website
☐ College/University Website
☐ Personal Inquiry
☐ Other
List any periods of unemployment and the reason. Give the beginning and ending date. 1) Example: July 1999 to March 2000 - Seeking Employment. 2) September 2002 to February 2003 - Care of dependent relative. If you have never had any periods of unemployment, type "NA" as your response. Are you capable of performing the essential functions of the job for which you are applying, with or without a reasonable accommodation? (A "No" answer will automatically disqualify you from further consideration.) ☐ Yes
☐ No
It is very important that you read and understand the job description. By checking the box below, you are verifying that you have read and understand the requirements of the job. ☐ Yes, I have read and understand the requirements listed on the job description and if selected can fulfill the duties as assigned.
Employment related notifications are frequently distributed via e-mail. Please check your e-mail regularly to stay abreast of notifications we may send. It is your responsibility to contact us if your e-mail address or other contact information changes. ☐ Yes, I have read the above statement and understand I should check my email regularly and update my contact information as necessary.
Applicants Name (Printed): ___________________________________ Date: ______________
Applicants Signature: ___________________________________
Required Tests/Documents
The necessary documents and tests that are usually required of all applicants to complete, include: (1) Interviews; (2) Medical Exams; (3) Psychological evaluations; (4) Drug Test; (5) Background Check; (6) Entry-level written test; and (7) Candidate Physical Ability Test (CPAT). The first required test would be an interview process. Many of the questions that are asked during the interview put the candidate in a situation where there is no right answer. The questions are designed to see how the individual can think on his or her feet. Following the interviews, if selected to go further, the applicant would go through a medical exam. It would be conducted by a physician from the City of Williams Fire Department. There are a number of conditions that the physician would be looking for during the examination. A Fire Department should have no knowledge of any medical issue until after giving the applicant a conditional job offer. After the applicant accepts the job, then the applicant can disclose any medical condition with the company or organization, however, the company organization cannot disqualify the applicant for it unless it inhibits their ability to perform the “essential functions of the job.” After passing the medical exam, psychological evaluations are administered and interpreted by Psychologists as part of the overall recruitment process would be utilized to help the Fire Department determine whether candidates are mentally prepared to cope with the stressful nature of the job. Once an applicant has passed their psychological evaluations, a test for use of illegal drugs should be administered before a conditional offer of employment. Due to firefighters having to be in tiptop physical shape, as well as in a position of public trust, the Fire Department requires their staff to be drug-free. In addition to the drug test, the background check should be administered. However, this is usually considered the most invasive experience most people have in their entire lives. Fire Departments hold their firefighter candidates to the same high standards expected of a police officer. These standards include criminal history, drug usage, credit history, employment record, encounters with the law and a candidate’s overall persona. Therefore, everything about the applicant will be checked out to include character, finances, driving record and criminal records. If the applicant passes the previous five requirements, he/she would be selected to take a written test, which measures reading comprehension and mathematics, such as addition, subtraction, multiplication, division, ratios, square roots, and the use and conversion of decimals, fractions, and percentages. (4) However, if the applicant is unable to pass the written test the first time, the department could allow candidates who fail the written test to apply to take the written test again one year and a day from their last written test date, as many other Fire Departments allow candidates to do. The final test for the candidate to take is the Candidate Physical Ability Test (CPAT), which consists of eight separate events. The CPAT is a sequence of events requiring the candidate to progress along a predetermined path from event-to-event in a continuous manner. This test was developed to allow Fire Departments a means for obtaining pools of trainable candidates who are physically able to perform essential job tasks at fire scenes. (3)
Action to Increase Minorities
In order for any company or organization to encompass all applicants in the surrounding areas, limiting yourself to one medium of advertisement will not diversify the organization. To begin with, a company or organization should study the mediums that are currently being used to attract potential candidates and expand from there. The advertisements used to attract potential candidates cannot be posted in limited areas, as it should be spread throughout the city to ensure all potential applicants have the ability to see the vacant position. There is some evidence that blacks are more attracted to employers that portray blacks in supervisory roles in photos, but whites in the same study were not affected by the roles of employees in photos. In Chapter 4 Recruitment, Table 4-1, refers to external recruitment methods including, “Professional or trade associations, print and electronic media advertisement, employee referral, public employment service, private employment agencies, executive search firms, special events, campus recruitment, vocational guidance counselors, self-initiated walk-ins and write-ins, and computer databases.” Using all of the resources listed in the chapter may not be needed, therefore, it should be assessed which methods are the most successful in attracting the target applicants. According to a study conducted by SHRM, “If your organization does not directly address the people you want to target, it runs the risk of missing the very individuals who would make the most desirable employees, including so-called passive job seekers—those not currently looking for new positions. Researchers have used the supply chain concept to discuss how recruitment decisions relate to a possible job candidate’s view of the whole process. Questions that will be addressed are: Will this person feel the organization is interested in him or her? Does the recruitment message directly address why a person should apply? Is the recruitment message believable? (2)
Attracting the attention of the people you want to recruit is vital to the success of a recruitment campaign, but attracting attention can be difficult. You may not know how to reach some of the people that you want to contact and even if you do reach the individuals you are seeking, they may not pay attention to the recruitment message. You may need to follow the lead of organizations that have shown considerable creativity in bringing job openings to the attention of those targeted for recruitment, such as placing ads on billboards, in subways and other public spaces. There are two key variables that can influence a prospective recruit’s interest in a job opening. The first is position attractiveness, such variables as job duties, prospective co-workers, advancement opportunity, compensation, benefits and geographic location are related to position attractiveness. The relative impact of any of these variables in generating interest in a job opening depends upon the type of individual being recruited. The second variable that will affect a job candidate’s interest in a job opening is his or her expectation of receiving a job offer.
In planning a recruitment process for diversity in a company, the most important question is, of course, whom should you recruit? The way to answer this question is: 1) How will your organization publicizes a position; 2) What recruitment message you are communicating; and 3) Who is doing your recruiting? You do not want the wrong people out there recruiting the wrong people for the job when you are trying to diversify your company. (1) If an organization does not directly address the people they want to target, it runs the risk of missing the very individuals who would make the most desirable employees. Obviously, certain information in any recruitment message is essential including details about duties, location and benefits. However, if you are targeting certain types of people, you should be sensitive to their unique information needs. Many seniors apply only for part-time positions. Similarly, parents with young children may be interested in the possibility of working from home.
Though there are many items that an applicant must go through to obtain employment, there are many things an organization or company must do to adhere to the rules and regulations. These businesses need to ensure the right information is asked and obtained. Businesses need to ensure that applicants have the proper training, testing, qualifications, and the fortitude to be part of the organization. Throughout the world we see many different cultures and applicants fighting for that one job, but in the end it is the goal of an organization to use all the tools available to them to find out who that qualified applicant is.
References
Breaugh, J. (n.d.). Recruiting and Attracting Talent. Recruiting and Attracting Talent. Retrieved August 25, 2014, from http://www.shrm.org/about/foundation/products/Documents/1109 Recruiting EPG- Final.pdf
Candidate Physical Ability Test | Austin Fire Department | AustinTexas.gov - The Official Website of the City of Austin. (n.d.). Candidate Physical Ability Test | Austin Fire Department | AustinTexas.gov - The Official Website of the City of Austin. Retrieved August 31, 2014, from http://www.austintexas.gov/department/candidate-physical-ability-test
Chapter 4 Recruitment. (n.d.). Chapter 4 Recruitment. Retrieved August 31, 2014, from http://jpk.tjtc.edu.cn/08/jiudian/3_Lect/d04.htm
Firefighter Written Test Information. (n.d.). Firefighter Written Test Information. Retrieved August 25, 2014, from http://per.lacity.org/psb/ff_sample_test.pdf
Job Description Law & Legal Definition. (n.d.). Job Description Law & Legal Definition. Retrieved August 31, 2014, from http://definitions.uslegal.com/j/job-description/
Footnotes
(1)In planning a recruitment process, the most important question is, of course, whom should you recruit?
How you answer this question will affect: How your organization publicizes a position. (If you are looking to hire seniors, you should recognize that they may be less likely to use job boards.) What recruitment message you are communicating. (When recruiting your former employees, you do not need to provide much information about the organization.) Who your recruiters are. (When targeting college seniors, you should remember that they will want to meet recent hires who attended their university.)
(2) Researchers use the supply chain concept to discuss how individual recruitment decisions relate to a prospective job candidate’s view of the whole process. Among the questions they address are: Will a person feel the organization is interested in him or her? Does the recruitment message directly address why a person should apply? Is the recruitment message believable?
(3) The Candidate Physical Ability Test consists of eight separate events. The CPAT is a sequence of events requiring the candidate to progress along a predetermined path from event to event in a continuous manner. This test was developed to allow fire departments a means for obtaining pools of trainable candidates who are physically able to perform essential job tasks at fire
scenes.
(4) The test measures reading comprehension and mathematics such as addition, subtraction, multiplication, division, ratios, square roots, and the use and conversion of decimals, fractions, and percentages.