The usual scenario, however, dictates that experienced applicants fit the job description on a middle-level management better over fresh-graduate contenders.
Work-experienced individuals may have some advantage in terms of work orientation and awareness on obligations, however, several points can also be given to fresh graduates. The recruitment company does not close the door to fresh graduates because we recognize potential talents in young business-educated generations. In fact, we prefer them over experienced applicants because they are still idealistic with regard to business and management. Most are optimistic in their outlook, as majority of students are influenced by theorists and philosophers who possess principled beliefs in handling business. Older employees tend to be overconfident in the workplace because of their familiarity in the venture while newly graduates are still eager to prove their worth, hence, they work harder.
In choosing the finest bet for the managerial position, whether a seasoned worker or a new graduate candidate, some pre-employment assessment tools can be helpful. Traditional assessment tools usually include “resumes, interviews, and background checks” (“Employee selection and hiring,” 2005). Consequently, modifications can be employed to determine the capabilities of inexperienced applicants. In this case, behavioral interview and some benchmarking techniques can assist in the process. A behavioral interview does not only assess “job-related experiences, behaviors, knowledge and skills” but it also integrates identification of the “ability to think critically and behave in team activities, willingness to travel and learn, and self-confidence and professionalism” (“Behavioral interview,” 2004). Moreover, with benchmarking, more objectivity can be achieved. It includes key accountabilities (accountability of the position in relation to success of the venture), which serve as