The potential candidate has a dysfunctional social history (short-term divorce) and a case that resulted in the impounding of a vehicle.
There is a possibility that the candidate is not entirely responsible in their life and has behavioral assessment problems. There are three options for this person. The first option is to deny the potential candidate a job with the company. The second is to conduct additional interviews and negotiations to identify potentially threatening characteristics of the organization. The third option is to ignore the candidate’s experience and consider him just like other potential employees.
In terms of relevance and objectivity of consideration of the candidate, the second option would be the most appropriate and correct. The second option is the best because it preserves the candidate’s right to get the job and, at the same time, allows the employer to evaluate the candidate based on experience. A complete job rejection without additional evaluations is biased and wrong because it closes off all options for the candidate. The third option can lead to negative consequences for the company. Often, social experience affects the professional sphere, and the confiscation of the car is the reason for violating the law. Individuals who do not comply with the law can negatively affect the company’s status.
When interviewing this candidate, the HR specialist pays attention to professional qualities and carefully analyzes the legal and social history. The specialist may clarify the marital status and inquire how the candidate feels about their experience (Järlström et al., 2018). In addition, HR can find out if there are any other offenses that the candidate did not mention on the questionnaire or during the first interview. It may be worth paying attention to assessing a person’s behavior and finding out if they are willing to take responsibility for their actions.
Based on the results of the interview, HR will assess the professional abilities of the candidate, based on which it determines how suitable they are for the company. At the same time, an assessment of social experience will decide if the candidate understands the consequences of such actions and whether they will affect the job. However, family status does not play the same role as the legal relationship: if there are many violations, such a candidate is not suitable for the company.
Järlström, M., Saru, E., & Vanhala, S. (2018). Sustainable human resource management with salience of stakeholders: A top management perspective. Journal of Business Ethics, 152(3), 703–724. Web.