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Record of the interview with the candidate for the position. Job interview: methodology and main questions

I. Shutov

Most Russian companies the main method for selecting candidates is interview. Based on the results of such meetings with candidates, decisions are made on their recruitment.

In a number of companies, to speed up the procedure for evaluating candidates without losing the effectiveness of the evaluation, it is customary to conduct commission interviews. The results of these meetings, as a rule, are discussed by the participants orally and there are no traces of the work done over time. “I remember that at the interview he seemed to be a very competent and qualified worker,” - this is how the recollections of the appraisers look like 1-2 months after the meeting.

In our company, we tried to solve this problem of "forgetting", losing information about interviews conducted by introducing the so-called candidate assessment protocol. The essence of this document boils down to fixing the key points regarding the choice of a particular candidate (as a rule, for the position of specialist managers). In particular, standard personal data (full name, contacts, age, place of residence, etc.) are recorded in the candidate's assessment protocol. In addition, information on work experience and education is copied into this document from the candidate's resume. On the basis of the available data and the results of the commission interview, the interview participants (evaluators) formulate their estimates.

The interview is always attended by a representative of the line of business (function) that needs additional human resources (sales, purchases, production, etc.). As a rule, such a representative is the “potential” leader of the candidate. All commission interviews are always attended by the head of the HR department or his deputy. In addition, a director of a particular line of business or an expert may be invited to participate in this procedure to assess specialized knowledge (for example, the level of knowledge of a software product).

The comments of all interview participants are recorded in the appropriate fields (columns) of the assessment protocol. At the end of the document, each of the appraisers puts his signature, approving the hiring of this candidate. After that, the signed assessment protocol is sent for review. to CEO... After reviewing the assessment protocol, he usually makes a positive decision about the hiring.

This procedure practically excludes the subjectivity of appraisers, since, firstly, this is a group assessment, which means it is objective. Secondly, each signer of this document takes personal responsibility for his comment, his opinion, therefore the level of responsibility for the decision is increased, and all evaluators have to weigh the pros and cons before signing the document. Thirdly, this form of the document practically excludes attempts to transfer responsibility for the decision made to anyone else.

Fourthly, all information about the interview and the assessment of the candidate remains on the printed medium and is filed in the employee's file. Based on the assessment carried out in this way, a decision is subsequently made on the formulation of the assignment for probation for the adopted employee. The basis for such a decision is the assessment of the professional knowledge and skills of the employee, carried out by the representative of the business line, and the assessment business qualities, behavior models, characteristic features personality, carried out by the head of the OK. In addition, the very structure of the interview, based on a set of business cases and projective questions, helps to form the maximum reliable idea of the candidate's competence, his prospects in the company and adaptability to corporate rules, the style of work in the organization.

Editor: S. Pimanova

Posted On 31.05.2018

Personnel Management \ Technologies of search, selection and adaptation of personnel in the company

6.1. Preparing for the interview

Interviewing is the most crucial stage in personnel selection, playing a key role in making the final decision, even when other assessment methods are used along with it. Therefore, serious and thorough preparation for the interview is required.
The interviewer must have a clear idea of the vacant position that will be discussed during the conversation: duties, tasks, methods and means of solving them, scope of work, responsibility, rights, service relationships, conditions and place of work.
In addition, the specialist who will talk with the future employee must have the following information:
1. Information about the company (name, form of ownership, history, size, profile, products and indicators of its volume, place on the market, corporate culture).
2. Information about the department in which the employee is selected, about his leader and group norms of behavior in the team.
3. Professional and personal requirements for candidates, desirable previous experience; data on the work of the employee who held this position before.
4. Compensation package ( wage and the procedure for its accrual, premiums, insurance, provision of a car, reimbursement of costs for the use of personal transport, meals, etc.).
5. Opportunities for advanced training, professional and job growth.
It is necessary to schedule an interview, prepare a suitable room, a questionnaire that the candidate will fill out before the conversation, study his resume and outline key questions. The interviewer should be aware of the procedure, procedures and timing for evaluating the submitted applicants, as well as the personal characteristics of those people who will make the hiring decision.

6.2. Interview strategy and tactics

Job interviews are designed to solve the following tasks:

assessment of the candidate's abilities for a certain type of activity;
comparative analysis of the competence of job seekers for the position;
providing the candidate with information about the organization in order to help him make a decision about employment.

Considering the uniqueness of the interview as a method for assessing and selecting candidates, it is necessary to achieve its maximum efficiency, which depends on the technology of its conduct, the professionalism of the interviewer.
Structuring both the hiring decision-making process and the interview technique will help to avoid possible serious mistakes.

Internal Effects Making Interview Difficult

First impressions. Interviewers often draw conclusions about a candidate's personality in a few minutes at the very beginning of a conversation. The rest of the time, they gather information to support the first impression. This is the case when a person “hears only what he wants to hear” and makes an unreasonable choice.
Stereotypes. Some interviewers believe that certain groups people have special characteristics (for example, bearded men do not inspire confidence, and women with glasses are smart).
Edge effect (primacy - recency). More attention is paid to the information that sounded at the beginning of the conversation than to the following. This can be explained by the properties of memory or the strength of the first impression.
Contrast effect. An interviewer's opinion of a candidate depends on his or her judgment of previous applicants. On the one hand, this means that the best of them will be chosen, on the other hand, they are compared with each other, evaluated in relation to each other, and not to the requirements of the work.
The same as me. Interviewers are more supportive of people who are similar to themselves in upbringing, education, and work experience. There is even evidence that they prefer applicants with non-verbal behaviors similar to their own (eye movements, posture, etc.).
Negative information. Negative information makes a stronger impression on interviewers than positive information. This is especially noticeable if negative information appears at the beginning of the interview, after which they automatically start looking for additional confirmation of the negative.
Personal sympathy. A higher score is given to those candidates who evoke sympathy, regardless of other factors related to the job. This is a natural reaction of a person, but, perhaps, it does not guarantee the choice of the best applicant for the position.
Copying. Personality preference interviewers select the people they match, regardless of their other characteristics. This interferes with the conversation and may result in the person selected being unsuitable for the job.
Foreign or local accent. Job seekers with a foreign or local accent often fall into less profitable terms compared to those who do not have the peculiarities of reprimand. but this effect appears less often when it comes to "not too prestigious" positions, and people with some local accent are even preferred for working with clients.
Real time effect. Interviewers assume that the candidate behaves during the meeting in the same way as in life. This is a serious mistake because people tend to get nervous during interviews. And vice versa: some applicants know how to "show off" and throughout the conversation demonstrate qualities that they do not have in reality.
Gender preferences. Women candidates are often rated much more pickily than men, especially if men are favored for the job. Although there is information that this tendency is more characteristic of female interviewers, who consider the representatives of the strong half of humanity to be more competent, while for the latter it seems that gender does not matter.

6.3. Interview technique

Build your communication with the candidate in such a way that he can speak with you openly and you can get the information you need. To do this, encourage, support, show initiative and at the same time be tough where necessary.

Remember that 80-90% of the time in the first stage of the interview, the applicant should speak.

In order to properly use the results of the conversation, you need to record the data received. Write down key points and phrases, as well as your comments about the characteristics of the person's behavior.

For each competency, it is necessary to collect at least 2-3 facts from the candidate's experience. It is desirable that this be both positive and negative information.

Evaluate the applicant only after the end of the interview.

Don't suggest answers. Your interlocutor should not get the impression that there are right and wrong answers.

Interview structure diagram

Stage 1. Introduction, establishing contact

1. Introduce yourself.
2. Outline the purpose and procedure of the interview.
3. Tell the candidate that you will be taking notes.
4. Ask a general introductory question (for example, "Where have you worked before?").

Stage 2. The main part of the interview

1. Explore the competencies assessed.
2. Invite the candidate to add information about himself at his discretion.
3. Provide an opportunity to ask questions to you.
The more you learn about the applicant before the interview, the less time you will have to spend on clarifying this information during it. Preparation includes:
Review of documents. Collect all available documents of the candidate - resume, questionnaires, recorded results telephone conversations- and select from their content information about the work experience that is most important for this position.
Experience. Review the information that matches the job seeker's work experience you are interested in. Make a note of what is unclear to you, about which you would like more information.
Gaps in labor activity... Mark for yourself the gaps in the labor or learning activities candidate. During the interview, you will be able to discuss this with him in order to establish their cause and draw conclusions about the candidate's track record.
The main purpose of the experience review is to obtain only general information, while spending no more than 5-8 minutes. If the other person begins to delve into details, politely remind him that at this stage this information is not important to you yet.
After completing the overview, move on to the prepared behavioral questions. Tell the candidate that the further conversation will be more dynamic, and it is desirable that he replies in as much detail as possible.

Important

Do not try to form a final impression of the applicant at this stage. Write down the main findings so that you can come back to them later.

Pay more attention to recent work and study experiences that are most relevant and relevant to the position in question. Don't ask too many questions about past events.

If a candidate talks about what they liked or disliked in their previous job, this will help you gauge their motivation.

Don't tell yourself that your job gap is a bad sign. It is necessary to find out their reasons.

Stage 3. Completion of the interview

1. Provide the candidate with information about the vacancy.
2. Tell us about the next steps and selection procedures. To end the interview, you must:

review your notes to determine if you need more information or any clarification (if necessary, ask questions immediately);
test (if required);
tell about the position and company, answer the candidate's questions;
end the interview: explain the further procedure and thank the interviewee.

6.4. Development of an interview structure in accordance with the specifics of the vacancy

One of the main factors in the success of an interview is its well-thought-out structure. In order to form a list of questions to identify the necessary competencies of the candidate, it is proposed to use the following table.

Formulate questions based on the assessment of the tasks corresponding to the position, the method of solving them and the required competencies.

Top Ten Interview Questions

1. Introduce yourself using only adjectives.
2. What is your biggest success and biggest mistake in your career?
3. What has been the most serious criticism ever addressed to you?
4. Please describe the best of your supervisors or subordinates with whom you have worked.
5. What would your last boss try to improve in you?
6. If the last ten years of your career were repeated, what would you do differently?
7. Describe the most difficult decision you have ever made. In retrospect, was your solution the best possible solution? Why yes or why no?
8. If I spoke to your supervisor (current or former), what are your strengths and weaknesses would he note?
9. Suppose you already worked for our company three to six months ago, but things are not going well. What do you think may not work out and for what reasons?
10. What can make your working day really good? If in the evening you are upset, what could lead you to this state?

Ten most "uncomfortable" interview questions

1. What management beliefs have you developed?
2. What is more important to you - truth or comfort?
3. What did you learn more from: your successes or mistakes?
5. How condescending was your attitude to the mistakes of your subordinates revealed during the year?
6. What do you think is the main strength of your organization? Why?
7. Under what circumstances could you cheat?
8. Is the client always right?
9. If you could organize the world according to one of three principles - no flaws and shortages, no problems, no rules - how would you arrange it?
10. Do you think everyone can business relationship be absolutely clear, in particular, on the timing of the fulfillment of obligations?

6.5. Technique for evaluating information during the interview

In order to correctly assess the incoming information, use as many interview methods as possible.
1. Questions to the candidate (open, closed, alternative, repeated, clarifying, successively clarifying - chains in which each new question follows from the answer to the previous one).
2. Please provide examples from personal experience.
3. Specific situations for analysis.
4. Role-playing games.
5. Tests and tasks built into the interview.
6. Written assignments.
7. Provocations.
8. Invite the candidate to ask questions.

6.6. Analysis of the effectiveness of the interview

The effectiveness of the interview directly depends on its results, that is, the amount of information received and the time spent on it. Possible interview results:
1. Conclusion on the candidate for presentation to the position in question.
2. Recorded conclusions about the applicant for an invitation to possible positions in the future.
3. Obtaining useful business information from the candidate.
4. Establishing contact with the applicant as a potential partner.
5. Access through it to new interesting contacts.
6. Conclusion on the fundamental inexpediency of further work with
given person. Conclusions:
1. An interview is not useless if you get at least one of the possible results.
2. The quantity and quality of the results of the conversation are determined:

the skill of the interviewer;
the duration of the conversation;
the value of the candidate.

3. Ideally, the structure of the interview should include specific questions to obtain all possible data.
4. The limited time of the interview should be used primarily to achieve the result, which is his main goal.
The main results of the interview should be recorded in writing and saved for future work. If this is not done, then data is lost, and the effectiveness of such activities decreases.

6.7. Technique for preparing interview reports

It will take you some time to prepare your interview materials.
1. In order not to miss the details, during the interview you should take your notes on the interview sheets. If other persons are involved in the interview (direct supervisor, mentor), record their questions and answers to them. You can assign a secretary or colleague to take the minutes of the interview.
2. Analyze the information received.
3. Immediately after the interview, discuss the results with all interviewees.
4. Evaluate the information.
5. Summarize, record in the protocol.
6. Try to schedule interviews in the morning in order to draw up a report on the interview in the second and coordinate it with all interview participants.
7. After agreeing on the report with the interview participants, file all the materials collected for the candidate into a folder. To make a final decision on the candidate, the manager will need to analyze all the data collected.

SAMPLES OF DOCUMENTS

Interview REPORT

"____" ___________ 200

Interview with the candidate Ivanov I.I.
on the vacant post Sales Manager
The professional experience is extensive and is quite consistent with the proposed position (seven years of work in sales, of which five - in management positions).
The candidate was actively pursuing his promotion opportunities. The need for career growth and success is expressed. Ambitious. Capable of taking reasonable risks.
Intelligence is high and corresponds to education. Creative thinking, capable of a non-standard approach to problem solving. Speaking and writing are highly developed. The vocabulary is extensive. Critical to information. Adequately evaluates his intellectual abilities, seeks to use them in business.
The mood is even, the level of self-control is high. Restrained. Low anxiety. Sometimes quick-tempered, but quick-witted. Comes across as an emotionally mature person.
Sociable, knows how to establish and maintain interpersonal contacts. Prefers group activities... Active in communication. He quickly adapts to the team and strives to take on the role of a leader. Sometimes he is intractable, does not yield to group pressure, but he is quite tolerant of the opinions and shortcomings of other people. He willingly accepts responsibility for joint actions.
Self-esteem is adequate. The level of claims is high. Understands the ulterior motives of others. Shows an active interest in people.
The current place of work does not satisfy his ambitious plans, but he respects the management with respect. Purposeful, persistent, initiative. Capable of clear strategic planning... Quickly grasps the essence of the matter, we teach. Understands and can apply in practice the mechanisms of his business. Fully accepts responsibility for their actions. Knows how to work in a team. As a manager, she is equally focused on personnel and on a task. In tense conditions, he adheres to an authoritarian style of leadership, in more calm conditions - a democratic one. Knows how to delegate authority and distribute responsibility between subordinates.
The appearance is neat. The style of dress is appropriate for the situation. The manner of being open, on an equal footing. The pose is mostly open. The answer is expanded. Has a presentable appearance.

The interview was conducted by the HR manager _________________

Attended by ___________________________________________

Head of Procurement Department ________________

Marketing director________________

POSSIBLE MISTAKES

Typical mistakes of specialists when conducting an unstructured interview:

ambiguity and heterogeneity of the grounds for making a decision on hiring;
intuitive choice;
overestimation of the importance of some factors to the detriment of others;
preference for candidates who are similar to themselves and rejection of dissimilar ones;
"hanging" on the applicant of certain characteristics that are considered typical in connection with his age, social or gender identity, as well as based on the subjective opinion of the interviewer, based on various psychological positions;
attributing to the applicant skills that are considered typical of people with similar work experience;
comparison of candidates with each other, and not relative to the criteria for success in this work.

CONTROL QUESTIONS AND TASKS

Test № 1

Choose from the list of five questions that can be used to assess the candidate's ability to effectively perform the required job.
1. What are you particularly good at? Why do you think so?
2. Please describe the best of your supervisors or subordinates with whom you have worked.
3. Please name your three main functions or responsibilities for last place works for the performance of which the success of your activity was assessed.
4. Is honesty always the best policy?
5. What knowledge do you lack or lacked in your previous job?
6. Please provide an example of a well-prepared document.
7. How many times a day do you walk your dog?
8. How did you feel after your last layoff?
9. Please describe your working day. For example, yesterday's.
10. What is it about your former colleagues that made you jealous?

Test task number 2

Choose from the list of five questions with which you can assess the real interest of the candidate in the work in question.
1. Why do you always work with female bosses?
2. What job would suit you the most?
3. What kind of training do you intend to undergo in the near future?
4. Where do you see yourself in five years?
5. How and by what criteria are you going to make a decision on employment in a new place?
6. Describe a situation where you made the wrong decision.
7. What could keep you from changing your job?
8. What benefits can employees receive by assuming additional authority?
9. How did you identify the reasons for the poor performance of a subordinate?
10. In what case would you refuse our offer?

Test task number 3

Choose from the list below five expressions related to manageability and compatibility that can be assessed by the candidate.
1. Factors that tie a person to the company.
2. Attitude towards negative statements addressed to you.
3. Self-criticism of a person and adequacy in his opinion about himself.
4. The way of making a decision on the choice new job.
5. Health of the applicant.
6. Habits and expectations of behavior in the group.
7. Personal circumstances and factors (marital status, place of residence, etc.) that affect the ability to perform the required duties.
8. Education and level of theoretical preparedness.
9. Experience of forming relationships with others.
10. Motives for moving to another job.
11. The applicant's talkativeness.
12. Formation of a generalized assessment of the controllability and compatibility of the applicant.

ANSWERS TO TEST PROBLEMS

Test task number 1
Answers: 1, 3, 5, 6, 9
Test task number 2
Replies: 2, 4, 5, 7, 10
Test task number 3
Replies: 2, 3, 6, 9, 12

Technologies used uCoz

personnel selection and screening interview

Staff Selection and Screening Interview 2.2 Post-Interview Candidate Evaluation This form of candidate evaluation will be convenient if you follow the recommended interview pattern.

Job interview protocol

it will allow you to compare the qualities, skills and capabilities of the candidate required by the vacancy with his objective qualities, skills and capabilities, that is, to compare the desired and the actual.

4 main criteria by which to evaluate a person at an interview

how not to fall under the charm beautiful girls who came for an interview
why ask a person about the same thing several times
four correct criteria for evaluating applicants

directors and hr-managers, when evaluating applicants, as a rule, put in the first place personal qualities the applicant, the amount of his knowledge and skills.

how to assess and test the moral values or purposefulness of an employee during an interview: how does a sample protocol help?

how to assess and test the moral values or purposefulness of an employee during an interview: how does a sample protocol help? identifying the personal characteristics of a candidate for a vacant position is one of the most important goals of a recruiter. do not forget about the complexity of this task, since most applicants hide their shortcomings and embellish their advantages.

it is sometimes difficult to decide on the choice of a candidate and conduct a proper analysis, therefore there are methods for evaluating a candidate at an interview that will lead the applicant to clean water.

employee scorecard form

form of the employee scorecard manager (name, position) job responsibilities for the past period agreement with the list of responsibilities activities for reporting period:  achievements (balance of responsibilities and achieved results);  assessed qualities (3033);  areas for possible improvement;  need for special training;  need for mentoring; final grade on a 5-point scale, the comments of the HR manager can be formulated as follows: does not have the necessary professional knowledge and does not strive for it does not have sufficient professional knowledge has minimal professional knowledge has sufficient professional knowledge has good professional knowledge has great professional knowledge and on a number of issues can give advice
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Candidate Job Interview Evaluation Sheet

Evaluation sheet for the interview of a candidate for the position Conformity assessment is put on a 5 - point scale for each parameter: X * (arithmetic mean) is found according to the formula: X * = (conformity assessment / for the number of parameters).

The candidate secured a personal interview with the employer. Recommendations: an approximate list of questions is offered that can most often be asked during an interview (it is necessary to answer the questions briefly, easily and naturally).

Practice of conducting appraisal interviews

The practice of conducting appraisal interviews Conducting appraisal interviews (conversations) with working employees is now just beginning to enter HR - the life of many of our domestic enterprises... In this regard, each company tries by trial and error to develop its own unique approach to this direction staff assessment.

And everything seems to be fine, if not for one "but".

Final score sheet at the interview

Final score sheet at the interview of the candidate passing (Job title, department) Professional skill level 1 - no prof. skill; 3 - good knowledge and skills; 4 - highly professional knowledge; Ability to think independently and solve complex problems 2 - a consultant is constantly required;

Coursework - Human Resources System

course work The system of work with personnel The basis of the concept of personnel management of the organization.

Personnel selection process for a vacant position.

The rules for drawing up the candidate's scorecard and job description... Determination of the number of basic workers and the annual average wages.

By clicking on the "Download archive" button, you will download the file you need for free.

How to properly interview a candidate when applying for a job

How to properly interview a candidate when applying for a job Often in large companies to carry out the search for applicants and the selection of personnel, they hire certain people - specialist recruiters, who carry out all such actions.

Staff recruitment

Post-interview candidate evaluation form

As soon as the door slams behind the candidate, without putting it on the back burner, until fresh impressions have evaporated, evaluate him. After the form below is completed (and pre-printed according to the sample), put it in the personal file of the candidate.
This candidate assessment form will be useful if you have followed the recommended interview design. It will allow you to compare the qualities, skills and capabilities of the candidate required by the vacancy with his objective qualities, skills and capabilities, that is, to compare the desired and the actual.
Candidate evaluation form
FULL NAME. candidate: _______________________________________________ ________________
Position: _____________________________________________________ ________________
Date of interview: "_________" ____________ 200__
The set start time of the interview _____________________________ ________________
Actual time of arrival of the candidate (if late, indicate the reason for the delay) ______________________________________________________ ________________
№ _____________________________________________________________ _________
Characteristic "Ideal" candidate (in this column, the desired qualities are entered in advance after the examination of the vacancy) __________________________________________________________
The relevant data of the candidate (the actual qualities of the candidate are entered in this column) __ ________________________________________________________________ _____________ _
Grade

Floor _____________________________________________________________ ________________
Age __________________________________________ _______________ _____________
Family status ______________________________________________ _____________
Names educational institutions where the candidate could receive the necessary for the successful fulfillment of their functional responsibilities knowledge. Its desirable
specialization and additional education ________________________ ______________________________________________________
Names of possible positions held by the candidate ._______
Profile and names of companies where the candidate could acquire and master the skills necessary for the vacancy.
Minimum work experience.
List of job duties that the candidate had to fulfill.
The degree of possession of office equipment (PC, copier, fax, etc.), knowledge of software products.

10. Degree of proficiency foreign language _______________
11. Professional knowledge and skills required by the candidate.

The presence of a car, a driver's license with an indication of the category, driving experience.
Housing availability, desirable place of residence.
Psychological qualities that will help to successfully cope with job responsibilities and learn new skills.
Psychological qualities incompatible with work in this position
Psychological characteristics that make it possible to achieve compatibility with employees directly related to the future employee and appropriate corporate culture organizations.
Psychological qualities incompatible with work in this company
Additional requirements.

Brief information and opinion official who conducted the initial interview (i.e.

Interview protocol sample

your informal assessment of the candidate) is also very important. Below is the form by which you can rate the applicant. To fill out this form, circle the appropriate (your, if possible, objective opinion of the candidate) number in each line. Count up overall assessment, the maximum score is 60, the minimum is 12. The optimal score will be obtained if the candidate scored no more than three triples, provided that the remaining marks are 4 and 5.
When evaluating, do not confuse appearance with the cost of clothes and the personal taste of the candidate, in the column the appearance means the neatness of the hairstyle, adequate makeup and manicure (if you have a woman in front of you), clean, tidy clothes suitable for the occasion, unobtrusiveness of accessories. In addition to the timbre of the voice, you need to pay attention to the rate of speech, possible defects in sound pronunciation, vocabulary, the use of slang words.

In the box for physical condition, be especially careful about women and the elderly. It is also necessary to distinguish the qualities necessary when applying for a job, from those that can be quickly acquired in the process of adaptation in the workplace (criticality of conditions).
APPEARANCE

Untidy
Negligence in clothing
Neat
Pays special attention to his appearance

Harsh, annoying
Indistinct
Nice

Clear, understandable
Expressive, energetic

THE PHYSICAL STATE

Unpleasant, unhealthy appearance
Unnerved, apathetic
Good physical shape, good looks
Cheerful, energetic
Very energetic, in great shape

BEHAVIOR

Nervous
Shy
Mannered
Tense
Embarrassed
Calm
Adequate
Unusually seasoned

CONFIDENCE

Shy
Arrogant
Consistent, evidence-based
Confident enough
Straightforward
Demonstrates Confidence
Unusually self-confident

THE WAY OF THINKING

Illogical
Uncertain
Unclear
Sprayed on trifles
Expressed clearly, words are adequate to meanings
Convincing
Logical
Extraordinary ability in the logic of thought

FLEXIBILITY

Slow-thinking, slow-thinking
Indifferently perceives what is said
Attentive, expresses his thoughts clearly
Smart, asks adequate questions
Unusual acuity of mind, perceives a complex of ideas

MOTIVATION AND AMBITION

Lethargic, not ambitious
Lack of interest in self-development
Demonstrates a desire for self-development
Defines future goals, wants to succeed
High ambitions, self-development

WORK EXPERIENCE, EDUCATION

Doesn't match the position
Not relevant, but useful
Compliant
Above required
Particularly suitable
Continues to learn, level up

PERSONALITY OF THE CANDIDATE

Immature, impulsive
Stubborn
Reasonable, mature
Cooperative
Responsible
Mature, self-sufficient

ATTITUDE TO THE PAST WORK

Vividly negative
Shows dissatisfaction
Shies away from direct questions
Expresses a positive attitude
Demonstrates positive, objectively evaluates "+" and "-"

BEHAVIOR IN EXTREME CIRCUMSTANCES

Expresses extreme embarrassment or aggression
Visibly nervous
Does not express discomfort, does not seek to continue the conversation
Demonstrates calm demeanor, continues dialogue
Reacts appropriately, looking for ways to continue the conversation

Decision made: "Accept" (), "Refuse" ()

Where to start your interview? Of course, to every employer I want to know as much information about the applicant as possible... To this end, in Lately all kinds have become especially popular, both of a working nature and psychological. But are they legal? How is a job interview conducted?

English: conversation.
Deutsch: thorough examination of the applicant's documentation, request for former place work.
Chinese; testing, questioning.
American: mixed method, which includes both a personal conversation, passing testing, and testing the applicant's stress resistance in a formal and informal setting.

The latter option is perhaps the most effective..

But, if everything is more or less clear with testing, questioning and studying the documentation, then it is worth dwelling on how to conduct a conversation in more detail, because a lot depends on this point.

Rules for constructing a conversation with an applicant

How to Interview a Candidate for a Job?

ATTENTION: It is better to draw up a conversation plan in advance and keep it on a piece of paper in front of your eyes, because one of the most important points can simply fly out of your head, and from that you will receive incomplete information about the applicant.

Let us present you a rough interview plan (step-by-step algorithm):

Friendly greeting... Asking the applicant to briefly tell about himself: name, age, education, experience and work experience.
"Tell us what you did in your last place of work and what was the reason for your dismissal?"
"What prospects do you see at the new place of work in our organization?"
"What salary are you striving for?"
“What are you striving for? What life priorities and attitudes are dominant for you? Do you have a dream, interests, hobbies? "
"What are five reasons why you should be hired for this position?"

You can diversify this list of questions with others that are important to you.

REFERENCE: remember, that the conversation should be structured in a respectful, benevolent tone.

If the employer initially allows himself a brazen tone or shows excessive curiosity about questions that have nothing to do with the workers, then such an employer can be given a fat minus.

There is no doubt that his company will not last long, because the key to the company's success is a close-knit, friendly team, while the wild, tense atmosphere kills the initiative and comes to disastrous results. What do they pay attention to during the interview?

During the conversation, carefully (but not intrusively) monitor the reaction of the applicant. First of all it is worth paying attention to the statement of speech, to the turns of speech, to the train of thought, confidence or uncertainty of the answer.

If you are looking for a job seeker on position of manager, PR manager, head and so on, that is, on position that requires the employee to be sociable, energetic, then the applicant cannot show constraint during the conversation.

Creative worker is determined by completely different criteria - the ability to create, immersion in the work process, the desire to develop, learn.

It is also important to pay attention to the applicant's appearance: clothes, hairstyle, makeup.

Vulgarity is a serious minus for the applicant, while a sense of proportion allows us to define him as a reasonable person, who understands where and why he came.

How do I end the interview? For example, you can end the conversation in simple words: "We will familiarize ourselves with your resume in more detail, and if it suits us, you will call you back."

Interview report

The final stage of the interview by the HR manager is drawing up a report (on the interview) to the manager. Here you need to provide the most complete information obtained during the study of the resume, other documents, testing, questionnaires and interviews.

The following points should be noted in the reports:

The amount of knowledge, skills of the candidate... Do they meet the stated requirements?
Advantages and disadvantages candidate.
Is education, work experience consistent, age from necessary for the company parameters?
Is introduction of the candidate into the course of affairs required, or does he have the proper experience in the specifics of the work?
Can the candidate be suitable for other positions being vacant?
Classification of the candidate in terms of behavior, work experience, recommendations from the last place of work. Is the applicant a "flyer" or is he a responsible and serious person?

Useful video

In this video, you will learn what questions you must ask at an interview and how to assess the experience and potential of a candidate:

And two words in conclusion

Yes. The interview is a complex, multifaceted, multi-stage process that requires maximum attention and caution from the HR officer.

Now, knowing all the nuances and rules of the interview, you can build an interview in a competent context. Well, and we, we wish you good luck at work and good for every day!

Before conducting an interview, it is necessary to find a competent person who is suitable for the role of the interviewer. He must be aware of the specifics of the work of the enterprise and the vacancy itself, which the candidates are targeting, have the skills of targeting the conversation and be able to draw a correct and impartial conclusion.

The interviewer should be aware of the specifics of the enterprise and the vacancy.

In small enterprises, the hiring procedure is usually carried out by the managers themselves.

A rough outline of an interview for a job looks like this:

A brief outline of the purpose of the conversation.
Dialogue on the general topic of the company.
Switching attention to the position for which the person is applying.
Questions about qualifications, experience.
Answers to the candidate's questions.

Follow this interview procedure, and the interview will take place successfully. If in the course of the conversation it was decided to refuse the candidate, you can correctly inform him about this, indicating the reasons.

Requirements for an effective interview

There are rules for organizing an interview. Let's start with what the interviewer must have:

List of all candidates and minutes for notes.
Job profile (requirements for a potential employee).
Job descriptions.
Indicative interview plan.
List of questions.
Forms for recording the candidates' answers.
Place organized for interviews.

A room in which nothing and no one distracts from the conversation will help to effectively conduct an interview. If candidates have to wait in line, comfortable chairs and water should be prepared. Remember that not only the employer chooses the employee, but also the employee chooses the employer. It will be a shame to miss a good candidate because of a trifle.

A room in which nothing and no one distracts from the conversation will help to effectively conduct an interview.

According to psychologists, the interview will be more productive if the interviewer does not sit at the desk, but, for example, on the couch. This will create an atmosphere of easy communication, evaluate the candidate's appearance, gestures, facial expressions.

When describing the company, present it in a favorable light, but avoid unmotivated "golden mountains" if you are counting on long-term cooperation. Short breaks (5-7 minutes) between interviews with the next candidate help to sort out thoughts on the shelves, tune in to work with a new person and write down data about a potential employee in the protocol, analyzing his answers and behavior.

If the interview is not conducted by an LPM (decision-maker), the protocol should be completed in as much detail as possible. Its format is not regulated: it can be prepared in advance or compiled at the discretion of the interviewer. The document must include the personal data of the candidate, his past professional experience. However, the main purpose of the protocol is to make an assessment of the potential employee. Therefore, the interviewer should record notes in it and important points interviews that will help form the final opinion and make a decision: to hire or refuse.

If you are looking for an employee for a managerial position, do not conduct more than 5 interviews in one day. Better to split the process over several days. Otherwise, by the evening the candidates will start to seem "on the same face".

The list of interview questions depends on the specifics of the vacancy. They can affect both the personal sphere of a person's life and the professional one. In general, it directly depends on what type or technique of interviewing is optimal in your case. A little later, we will look at the topic of questions for each specific situation.

Interview methods

Exists different kinds interviews with potential candidates that can be used by the interviewer.

British. The decision on hiring is made on the basis of a personal conversation. Questions about professional activity and personal life. Suitable for a wide range of positions, but as an introductory conversation and to obtain generalized data.
Deutsch. The package has the advantage accompanying documents(personal files from previous places, letters of recommendation, certificates, diplomas). Pedantic Germans usually carefully check the accuracy of information and pay attention to professional skills (personal qualities are less significant). Ideal for "serious" positions: managers, medical professionals, teachers.
American. Priority of creative, mental and psychological abilities. Forms - passing testing, informal conversation, company presentation with questions about how a potential employee would act in a given situation. Thus are hired creative professions: creative manager, designer.
Chinese. Attention to written exams such as essays, tests. In China, erudite and intellectually advanced employees are preferred. The method is suitable for recruiting specialists for positions related to intellectual work: engineer, editor of a publishing house.

In modern HR practice, one interview technique is rarely used. In addition, HR professionals create their own methods based on the above.

In order to avoid bias towards the interviewee, in large companies there should be several interviewers (2-4 people) or a multi-stage selection is used (for example, a personnel officer - a potential immediate supervisor - a department head).

Interview techniques

Any of the techniques below can be used to recruit new employees. But this does not mean that you need to choose the first one you like. For hiring for a specific profession, some are suitable, while others are not.

For hiring for a specific profession, some techniques will work, while others will not.

Competency-based

It is considered one of the most objective and universal methods for identifying the suitability of a candidate for a specific position. The purpose of the interview is to understand how competent the candidate is in his field.

Questions are asked on professional topics, which should have a real basis. If they touch on the past experience of a candidate in a similar position, it can tell a lot.

Having questions about a candidate's past experience in a similar position can tell a lot.

For example, if the accountant of the settlement desk is hired, the following question may be asked: "How do you arrange the posting of the receipt of money from the current account to the cash desk of the enterprise?" If we are talking about the position of a mechanic, the questions should be from the category of specific technical topics: “Have you worked with BMW cars before? What is the specificity of their repair? "

It is undesirable to trust such interviews to HR managers. We need a person who understands the topic and will be able to assess the competence of the candidate.

Situational

The principle of the interview is revealed in the title itself. Suitable for admission to a position where you need to independently and quickly make a decision on the situation: leadership positions, rapid response staff.

Any situation according to the position is projected, and the candidate is asked a specific question, how he will act. The number of situations is from five to ten. Based on the results, the employee's compliance with the principles of the company is assessed.

Projective

Here a person is asked to evaluate the actions of other people or characters (films, literary works). The potential employee should analyze the situation and give it a personal or professional assessment... Used for recruiting for management positions with a relaxed work atmosphere.

The benefits of this interview:

Low probability of "correct answers" on the part of the respondent.
The applicant's expectations can be compared with the real state of the company.
The ability to accurately assess the creative and motivational potential of a person.

In contrast to the situational principle, some time may be given for reflection. It is permissible to offer several options and analyze to choose the best one. Answers should be as complete and detailed as possible. Professional and personal questions alternate to avoid “adjusting” to the situation.

Projective questions allow us to assess personal and intellectual potential. Use this technique if the position requires it.

Stressful

The interview is suitable for positions in which non-standard situations that require endurance constantly arise: salespeople, show business workers, sales managers, hotline operators, executives, journalists.

Organized in an extremely tense atmosphere. The following techniques are allowed:

The principle of "good and evil police officer".
Cross-sectional surveys.
Non-standard questions about the profession with clarification of details (sometimes an interview lasts several hours).
Psychological pressure: deliberate withdrawal from oneself, indelicate questions.

Stress interviews can be conducted with or without notification of their specific nature. In the second case, the "purity" of the experiment is higher, but there is a risk of non-standard situations (there are fights).

It is difficult to assess the objectivity of such an interview. Often passing a test is not the result of a stable psyche, but of shyness or low self-esteem.

Results of the interview

At the end of the interview, you should summarize the results, i.e. prepare a report containing the following information:

Name of the interviewee.
Position.
Information about the interviewer.
Date and time of the interview.
General conclusions (strengths / weaknesses of the person, impressions of the candidate, motivation, recommendations).

The choice of interview technique for each specific profession is unique, which means that there are no “ideal” methods. Approach this issue carefully, because the wrong choice of a candidate is a direct loss to the company (unearned money, decreased product quality, destabilization of the team) and extra time spent on finding and training an employee.