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Characteristics based on the interview results. Sample interview protocol

In Soviet times, the guarantor's recommendation was replaced by a written reference. Today, characteristics have again begun to be called letters of recommendation. If the time has come to go to work, or take an important position. It is one thing to receive characteristics, another to compile them. In modern realities, the capitalist concept as a letter of recommendation has entered our everyday life. Almost everyone had to connect with the concept as a characteristic. As a rule, characterization was necessary. Here is an example that will leave the time to produce the correct document.

Candidate Evaluation Form

This candidate assessment form will be useful if you followed the recommended interview pattern. 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: ________________________________________________________________

Job title: _____________________________________________________________________

Date of interview: “_________ »____________200__

Set interview start time _____________________________________________

Actual time of arrival of the candidate (if late, indicate the reason for the delay)_______________________________________________________________________

№ ______________________________________________________________________

Characteristics of the “Ideal” candidate (the desired qualities are entered in this column in advance after the examination of the vacancy) __________________________________________________________

Relevant data of the candidate (the actual qualities of the candidate are entered in this column) __ ______________________________________________________________________________ _

Grade

Floor _____________________________________________________________________________
Age __________________________________________ ____________________________
Family status ___________________________________________________________
Names of educational institutions where the candidate could obtain the knowledge necessary to successfully perform his functional duties. His desired specialization and additional education ________________________________________________________________________________
Names of possible positions held by the candidate._______
Profile and names of companies where the candidate could obtain and master the skills necessary for the vacancy.
Minimum work experience.
A list of job responsibilities that the candidate was required to perform.
Proficiency in office equipment (PC, copier, fax, etc.), knowledge of software products.
Degree of foreign language proficiency_______________
Professional knowledge and skills required by the candidate.
Availability of a car, driver's license indicating the category, driving experience.
Availability of housing, desired place to live.
Psychological qualities that will help you successfully cope with job responsibilities and master new skills.
Psychological qualities incompatible with work in this position
Psychological characteristics that allow achieving compatibility with employees directly related to the future employee and corresponding to the corporate culture of the organization.
Psychological qualities incompatible with working in this company
Additional requirements.

To fill out this form, circle the appropriate number (for your, if possible, objective opinion about the candidate) number in each line. Calculate the overall score, the maximum score is 60, the minimum is 12. The optimal score will be obtained if the candidate scores no more than three Cs, provided that the remaining marks are 4 and 5.

When assessing, do not confuse appearance with the cost of clothing and the candidate’s personal taste, in the column externalview This means neat hairstyles, adequate makeup and manicure (if the person in front of you is a woman), clean, tidy clothing appropriate for the occasion, and unobtrusive accessories. In addition to the timbre of the voice, you need to pay attention to the pace of speech, possible defects in sound pronunciation, vocabulary, and the use of slang words.

In the column physical condition Evaluate women and older people especially carefully. It is also necessary to distinguish the qualities required when entering a job from those that can be quickly acquired during the process of adaptation in the workplace (criticality of conditions).

APPEARANCE

Untidy
Carelessness in clothing
Neat
Pays special attention to his appearance
Irreproachable

Harsh, annoying
Unintelligible
Nice
Clear, understandable
Expressive, energetic

PHYSICAL STATE

Unpleasant, unhealthy appearance
Low energy, apathetic
Good physical shape, good appearance
Cheerful, energetic
Very energetic, in great shape

BEHAVIOR

Nervous
Shy
Mannered
Tense
Embarrassed
Calm
Adequate
Extraordinarily seasoned

CONFIDENCE

Shy
Arrogant
Consistent, evidence-based
Quite self-confident
Straightforward
Shows confidence
Unusually self-confident

THE WAY OF THINKING

Illogical
Uncertain
Unclear
Scattered over trifles
Expresses clearly, words are adequate to their meanings
Convincing
Logical
Extraordinary ability in the logic of thought

FLEXIBILITY OF MIND

slow-witted, slow-thinking
Receives what is said with indifference
Attentive and expresses his thoughts clearly
Smart, asks relevant questions
Unusual mental acuity, perceives complex ideas

MOTIVATIONS AND AMBITIONS

Lethargic, unambitious
Lack of interest in self-development
Demonstrates a desire for self-development
Determines future goals, wants to succeed
High ambitions, self-development

WORK EXPERIENCE, EDUCATION

Not suitable for the position
Not relevant, but useful
Compliant
Higher than required
Particularly suitable
Continues to study and level up

CANDIDATE'S PERSONALITY

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

Vividly negative
Shows dissatisfaction
Avoids direct questions
Expresses a positive attitude
Demonstrates positivity, 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 a calm demeanor and continues dialogue
Reacts adequately, looks for ways to continue the conversation

Decision made: “Accept” (), “Refuse” ()

Tasks and goals

To ensure that the best candidate fills a vacant position, the HR department carries out a selection process that includes several stages.

In identifying the degree of compliance of applicants with the stated requirements, they are assessed according to the following parameters:

level and profile of education;
skills and abilities;
experience in this field;
personal qualities.

HR specialists have at their disposal a wide variety of personnel assessment methods that study applicants from all angles.

Some are used everywhere, others - due to labor intensity and high cost - only when selecting top managers.

Criteria

The methods used to select candidates have a serious drawback - they are carried out by people. There is always a possibility that the final result will be influenced by the subjective opinion of a company employee.

The manager may not like the appearance or manner of speaking of the applicant, and, other things being equal, he will make a choice in favor of another candidate who is more attractive to him.

The main task of the employer is to minimize the influence of the human factor on the selection and assessment process.

The reliability of the data obtained can only be discussed if a number of criteria are met:

an integrated approach (not only the candidate’s compliance with the requirements of the position is assessed, but also the company’s ability to satisfy the specialist’s needs in terms of development and career growth);
objectivity (no one’s private opinions are taken into account);
reliability (the result is not affected by external factors, be it the weather, mood or well-being of any of the participants in the process, and repeated diagnostics are guaranteed to give the same results);
predictability (the candidate’s potential is analyzed - what kind of work and at what level he is capable and ready to perform);
clarity of wording (selection criteria must be clear to all participants in the process);
reliability (the real level of skills and abilities is assessed).

Stages of the selection process

On the way to the coveted vacancy, applicants undergo several tests.

Stage number	Name	The essence
1	Preliminary	It is carried out by the personnel service, the line manager or, in small organizations, by the director himself. Aimed at personal acquaintance with the candidate, clarifying his education and previous experience. May take the form of a telephone interview if there are too many applicants for the position.
2		The questionnaire helps to obtain more complete information about applicants. It contains, among other things, questions about the functionality at the previous place of work, personal achievements, and the reason for dismissal.
3		Tests can be used both to identify professional competencies, abilities and potential of a person, and to reveal certain personality traits.
4	Interviewing	The interview can be structured and free. In the first case, questions are asked one after another according to a pre-planned plan. In the second, only the range of topics is defined, and the communication between the HR employee and the applicant is similar to a casual conversation.
5	Checking references	At this stage, a company representative contacts the people listed in the candidate’s resume as recommenders and clarifies information about the applicant’s work experience, achievements and successes in his previous position, and also collects feedback about him as a person.
6	Medical checkup ()	As a rule, candidates applying for a position with increased health requirements undergo a medical examination.
7	Decision-making	The director compares the test results of candidates who have reached the last level and selects the one who is most suitable for this position.

The path from submission to decision is not always that long. In most cases, the verdict is announced after the interview.

Going through all stages, as a rule, is provided only when recruiting personnel for management positions in large companies.

Methods for assessing candidates when hiring

The assessment of candidates for employment is based on a set of the most popular methods.

Their use makes it possible to obtain the most accurate and objective information about applicants.

Tests

The method is popular, but controversial.

HR staff outline the most important personal and professional qualities of an employee for a particular position.

Based on them, several tests are selected that reveal these qualities.

Conventionally, tests are divided into several categories:

for professional suitability;
intellectual;
personal.

Depending on what goals the HR specialist pursues, they are applied separately or in combination.

Aptitude test

Determines the candidate’s compliance with the requirements of the position and his ability to perform a particular activity.

The subject is asked to answer a series of questions regarding future work.

They help establish the level of knowledge, mastery of terminology, and understanding of production processes.

Ability Assessment

This testing is aimed at analyzing the overall level of development of the applicant, as well as the characteristics of his memory, attention and intelligence.

In particular, the method reveals a person’s ability to learn, master new skills and knowledge.

Personality tests

This diagnosis evaluates non-intellectual manifestations of personality: will, motivation, emotions. Predicts possible behavior in different situations and features of interpersonal relationships.

The difficulty of the tests is to correctly carry out the procedure and evaluate the results.

This should be done by a qualified diagnostic psychologist. Interpreting the data received, he focuses not only on the candidate’s answers, but also on his behavior during the testing process: how quickly he works, whether he asks for help, whether he easily adapts to new conditions.

Sometimes such observations provide much more information about a person than a hundred questions.

Biography Study

This method is based on an analysis of the candidate’s life path.

Sources of information can be a resume and a questionnaire, as well as former colleagues. During the analysis, everything is taken into account: frequent job changes, large gaps between dismissal and employment in a new place, reasons for leaving the previous employer.

If fresh entries appear in the applicant’s work book every six months, it is obvious that he will not stay in this company for long.

In this case, management will give preference to a more permanent applicant.

Interview

A business assessment method that allows you to obtain maximum information about a person’s professional qualities and experience and draw a conclusion about his compliance with the requirements of the position.

The most popular subtype is the case interview. The candidate is offered several real situations regarding the upcoming work and is asked to tell what he would do in this or that case.

Example:

An angry customer calls because the goods were not delivered to him at the agreed time. The delivery date was coordinated by another employee who is not on site at the moment. Your actions?

For another similar example of this assessment option, see the video:

Analysis of the answers provides a lot of information about a person’s business qualities and demonstrates the likely model of his behavior in a non-standard situation, for example:

ability to react quickly;
stress resistance;
ability to resolve conflict;
responsibility (is he ready to solve the problem himself or will he shift the blame to an absent colleague).

Also, during selection, a stress interview is often used, designed to assess the endurance and composure of applicants.

Other techniques

Some employers include non-standard methods in the selection procedure, such as:

physiognomy;
handwriting analysis;
astrology;
palmistry;
lie detector.

The reliability of these assessment methods is questionable, but they are also used quite rarely.

Possible problems

As soon as the door slams behind the candidate, without putting it on the back burner until the fresh impressions evaporate, evaluate him. After the form below has been filled out (and pre-printed according to the sample), place it in the candidate’s personal file.
This candidate evaluation form will be useful if you followed the recommended interview pattern. 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: ________________________________________________ ________________
Job title: _____________________________________________________ ________________
Date of interview: “_________ »____________200__
Set interview start time ___________________________________ ________________
Actual time of arrival of the candidate (if late, indicate the reason for the delay)_________________________________________________ ________________
№ _____________________________________________________________ _________
Characteristics of the “Ideal” candidate (the desired qualities are entered in this column in advance after the examination of the vacancy) __________________________________________________________
Relevant data of the candidate (the actual qualities of the candidate are entered in this column) __ _______________________________________________________________ _____________ _
Grade

Floor _____________________________________________________________ ________________
Age __________________________________________ _______________ _____________
Family status ______________________________________________ _____________
Names of educational institutions where the candidate could obtain the knowledge necessary to successfully perform his functional duties. His wish
specialization and additional education _________________________________ _______________________________________________________
Names of possible positions held by the candidate._______
Profile and names of companies where the candidate could obtain and master the skills necessary for the vacancy.
Minimum work experience.
List of job responsibilities that the candidate was required to perform.
Proficiency in office equipment (PC, copier, fax, etc.), knowledge of software products.

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

Availability of a car, driver's license indicating category, driving experience.
Availability of housing, desired place to live.
Psychological qualities that will help you successfully cope with job responsibilities and master new skills.
Psychological qualities incompatible with work in this position
Psychological characteristics that allow achieving compatibility with employees directly related to the future employee and corresponding to the corporate culture of the organization.
Psychological qualities incompatible with working in this company
Additional requirements.

Brief information and the opinion of the official who conducted the initial interview (i.e., your informal assessment of the candidate) is also very important. Below is a form on which you can evaluate the applicant. To fill out this form, circle the appropriate number (your, if possible, objective opinion about the candidate) number on each line. Calculate the overall score, the maximum score is 60, the minimum is 12. The optimal score will be obtained if the candidate scores no more than three Cs, provided that the remaining marks are 4 and 5.
When assessing, do not confuse appearance with the cost of clothing and the candidate’s personal taste, in the column externalview This means neat hairstyles, adequate makeup and manicure (if the person in front of you is a woman), clean, tidy clothing appropriate for the occasion, and unobtrusive accessories. In addition to the timbre of the voice, you need to pay attention to the pace of speech, possible defects in sound pronunciation, vocabulary, and the use of slang words. In the column physical condition Evaluate women and older people especially carefully. It is also necessary to distinguish between the qualities required when entering a job and those that can be quickly acquired during the process of adaptation to the workplace (criticality of conditions).
APPEARANCE

Untidy
Carelessness in clothing
Neat
Pays special attention to his appearance

Harsh, annoying
Unintelligible
Nice

Clear, understandable
Expressive, energetic

PHYSICAL STATE

Unpleasant, unhealthy appearance
Low energy, apathetic
Good physical shape, good appearance
Cheerful, energetic
Very energetic, in great shape

Nervous
Shy
Mannered
Tense
Embarrassed
Calm
Adequate
Extraordinarily seasoned

CONFIDENCE

Shy
Arrogant
Consistent, evidence-based
Quite self-confident
Straightforward
Shows confidence
Unusually self-confident

Illogical
Uncertain
Unclear
Scattered over trifles
Expresses clearly, words are adequate to their meanings
Convincing
Logical
Extraordinary ability in the logic of thought

FLEXIBILITY

slow-witted, slow-thinking
Receives what is said with indifference
Attentive and expresses his thoughts clearly
Smart, asks relevant questions
Unusual mental acuity, perceives complex ideas

MOTIVATIONS AND AMBITIONS

Lethargic, unambitious
Lack of interest in self-development
Demonstrates a desire for self-development
Determines future goals, wants to succeed
High ambitions, self-development

WORK EXPERIENCE, EDUCATION

Not suitable for the position
Not relevant, but useful
Compliant
Higher than required
Particularly suitable
Continues to study and level up

CANDIDATE'S PERSONALITY

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

ATTITUDE TO YOUR PREVIOUS PLACE OF WORK

Vividly negative
Shows dissatisfaction
Avoids direct questions
Expresses a positive attitude
Demonstrates positivity, 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 a calm demeanor and continues dialogue
Reacts adequately, looks for ways to continue the conversation

Decision made: “Accept” (), “Refuse” ()

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1. The essence of the interview as a whole

1.1 The concept of an interview, its goals and objectives

In its essence, an interview is a means of two-way communication. Its main purpose is to ensure the exchange of information in such a way as to develop an appropriate course of action for the future. An interview differs from a simple message (which it can unfortunately turn into) in the two-way flow of information. The prefix "inter" in the word interview (interview) means "between". An interview is possible not only when applying for a job; an interview is often used as a form of examination, including a qualifying examination during certification. An assessment interview is the identification of individuals with the necessary abilities and goals who could become good employees of the organization. Most interviews have specific objectives. Personnel evaluation interviews may include issues such as establishing and improving rapport between a manager and his subordinate, or changing the subordinate's attitude towards a particular problem or aspect of his work. In a personnel selection interview, the task may be to select (the organization) the candidate with the most appropriate level of ability and motivation to perform the job according to the requirements and select (the candidate) the organization as a suitable place to apply his abilities. The general goal of any interview is to identify the facts, and on this basis - to formulate appropriate decisions and develop action plans that both parties accept for execution. The concept of two-way commitment is central to achieving interview goals. An interview succeeds or fails according to the action it entails, and where there is no commitment, that action either does not occur or is not satisfactory. This theory may seem unrealistic or meaningless to those who view the interview as an opportunity to exercise power, or as an occasion where the interviewee can be forced to walk a verbal rope before the interviewer delivers his unquestioned (and perhaps predetermined) verdict. During a personnel selection interview, a meeting takes place with a potential employer or his representative. The purpose of such an interview is to get to know each other personally, understand how well the employer and the applicant fit each other, and also discuss the details of cooperation. During the interview, the employer asks questions regarding the applicant’s education, experience, acquired skills and knowledge. Questions of a personal nature are also possible: goals, aspirations in life, what the applicant wants to achieve, what plans he has. The job interview is critical in the recruitment process. It involves selecting the right person for the job based on objective criteria that are applied to the candidate in a balanced and fair manner.

The interview has two main goals:

1) help the organization evaluate candidates for suitability for the position;

2) help candidates evaluate the organization as a future place of work.

Interview is one of the most common methods of personnel selection and assessment. Despite the apparent simplicity of application, it is one of the most labor-intensive processes, requiring mandatory training of the employee conducting it.

The main purpose of the interview is to obtain information that will allow:

1) assess how suitable a given candidate is for the proposed position (that is, assess the professional suitability of the applicant (his professional knowledge and skills, business, individual psychological and psychophysiological qualities);

2) determine how much this candidate stands out from all those who have applied for the vacant position, what qualities and skills prevail. And which ones, on the contrary, need further development; how important these qualities are for the vacant position; is it possible to hire an employee with the condition of further growth; whether the vacant position will be a “step forward” for the applicant or whether he has long “outgrown” the proposed position;

3) determine whether the information provided by the candidate is reliable (this refers only to the initial assessment of the reliability of the information). Recently, more and more attention has been paid not only to determining whether a candidate meets the required qualifications, but also to determining how well a new person will “fit” into the corporate culture of the organization and whether he will be able to accept the principles and norms of behavior that apply in the organization.

1.2 Interview rules

To conduct a successful interview, the interviewer must have: - a checklist of candidates with criteria and space for notes; - model (professiogram) of a workplace or position, or brief requirements for a candidate for a position; - job descriptions; -interview plan; - questions prepared in advance for the interview - a set of forms for recording applicants’ answers; - allocated time of at least 30 minutes for each candidate; - prepared room (separate room, chairs in the corridor for those waiting, etc.). It is necessary to make the room as comfortable as possible; do not conduct interviews sitting at a desk. Some HR managers consider this manner quite appropriate, but research has shown that a physical barrier inevitably creates a psychological barrier. This is especially important if the interviewer is conducting the interview with assistants. Experienced interviewers ask applicants to sit on a chair (armchair, sofa) standing on the side of the table and are often located next to the candidate. According to psychologists, this demonstrates to the applicant friendliness and respect on the part of the interlocutor. This arrangement allows the interviewer to clearly see the eyes and gestures of the applicant and creates in the latter a feeling of his own importance, freedom and natural behavior, and stimulates openness and sincerity when answering questions. Psychologists have found that no matter how long the conversation lasts, the interviewer usually develops a positive or negative opinion about the candidate within the first 3-4 minutes of the conversation. After this, the interviewer asks questions depending on the prevailing opinion: if positive, they allow the person to reveal his best side, if negative, “for filling in.” That is, the interviewer consciously or unconsciously creates the conditions for his initial opinion to be supported by subsequent facts. Being aware of this psychological trap, the interviewer should avoid it at all costs. It is better to use the first minutes of the interview not to obtain any information from the candidate, but to create a calm and comfortable atmosphere (for both parties), psychological liberation of the candidate, and the establishment of positive and constructive relationships of mutual understanding in which productive work can be carried out. In the first minutes it is also advisable to make a clear and concise introduction; The objectives of the interview should be clearly communicated to the candidate along with brief information about the form of the interview, its duration, etc. A coherent agenda can go a long way toward establishing psychological rapport during an interview. The interviewer should avoid giving a long introductory lecture about the organization or the job itself, as this may elicit flattering or particular-oriented responses. It is better to postpone this topic until the end of the interview in order to inform the applicant about the specifics of the job only after the candidate answers questions about his abilities, past achievements and experience. It is best to provide specific information about the company at the end of the interview, answering the candidate’s questions. In general, it is very important to give the candidate the opportunity to ask their questions. This provides valuable information about which factors are prioritized for a particular person. The interview schedule should include at least a 30-minute break before starting a conversation with the next candidate. This is necessary to neutralize the psychological effects of perception, when the impression of the previous candidate is projected onto the next one. Thus, against the backdrop of a frankly weak candidate, a very mediocre specialist may seem “quite suitable” to the interviewer and vice versa. It is also necessary to provide time for recording and evaluating the candidate's answers, as well as a break for the interviewer to rest. Effective interviewing tends to take a lot of effort, so it's important to maintain your ability to think clearly. The number of interviews that an interviewer can effectively conduct during a working day is no more than five.

2. Interview techniques

2.1 Types and types of interviews

There are several types of interviews with candidates, the choice of which depends on the traditions of the organization, the characteristics of the candidate, the vacant position, and the individual preferences of the interviewer. The results of the interview must be documented. Most organizations use special candidate assessment forms; if such forms do not exist, you can use a portrait of an ideal employee as a kind of evaluation sheet. The interview results must contain an assessment of the candidate and a proposal to continue or stop working with him. The conclusion of the interviewer is transferred to the head of the department with the vacancy, who makes a decision on further actions in relation to this candidate. In order to better assess the professional and personal qualities of a candidate, organizations can seek information from people and organizations who know him through study, work, sports, etc. The human resources department might ask the candidate to name people who would describe him and then interview those people. In both cases - oral or written recommendations, there is a problem of obtaining objective information, since the people chosen by the candidate usually emphasize only his positive aspects. You can also obtain information about the candidate by contacting directly the organizations in which he previously worked or studied (their names are indicated in his curriculum vitae or resume). However, the human resources department must be extremely careful when assessing the characteristics of the candidate obtained as a result of such contacts - the employees providing information may be biased, do not know the candidate well, etc. Interview with the line manager. If the head of the department is satisfied with the results of the interview conducted by the employee of the human resources department, he makes an appointment with the candidate. Unlike an interview with human resource specialists, this interview should allow one to assess, first of all, the candidate’s professional qualities and his ability to perform production functions. At the same time, the manager assesses the degree of his personal professional compatibility with the candidate and the likelihood of the latter’s successful integration into the department. In addition, the manager provides the candidate with detailed information about his department, the vacant position, and the functions that the candidate will have to perform if hired. The results of the interview are recorded by the manager using a standard form.

The most common type of interview is the one-on-one interview, during which one representative from the organization meets with one candidate. However, other types of interviews are also used today, during which one representative of an organization meets with several candidates, several representatives of an organization interview one candidate, and several representatives of an organization interview several candidates.

In the first case, the interviewer is given the opportunity to simultaneously (rather than in absentia) evaluate several candidates and observe them in a stressful situation (the presence of several applicants for the same position), although it is much more difficult to interview several candidates at the same time. The participation of several representatives of the organization increases the objectivity of the assessment and the quality of the interview itself, but can create additional stress for the candidate and increases the costs of the organization. The presence of multiple people on both sides greatly increases the complexity of the interview process and requires careful preparation and consistent behavior among interviewers.

The ability to conduct interviews professionally and competently is the key to success not only for HR managers and recruiters of recruitment agencies, but also for business owners and employees in management positions.

Every day, the toolkit of personnel selection specialists is replenished with new developments in the field of assessing the professional and personal qualities of applicants, as well as analyzing previous work experience. However, today there are several main types of interviews that are used every day by millions of employers around the world.

By functionality:

screening interview;

· selection interview;

· final interview.

According to the structure of the event:

· free interview;

· situational interview (situational interview);

· stress interview (stress interview);

· interview on competencies (interview on competencies);

· mixed interview.

By format:

· telephone/video interview;

· individual interview;

· mass interview.

Screening interviews are usually conducted by telephone. The main goal of this event is indicated in its very name - to weed out random candidates who clearly do not meet the stated criteria and expectations of the employer. A screening interview is the next stage of interaction between a recruiter and candidates who have passed the screening filter. During this type of interview, the bulk of information about applicants for a vacant position is assessed: work experience, personal qualities, main motives, salary expectations, readiness to go to work, etc. Depending on the number of applicants admitted to the selection interview and the number of persons making decisions about further interaction with applicants, the number of meetings with each specific person is determined. Thus, at this stage, one candidate may be assigned from one to several meetings with representatives of the employer’s company. The overall result of the selection interview is the selection of several specialists for the final (final) stage of personnel selection.

Final interview. Here we can highlight two more options for the functionality of this type of interview: making a final decision on the approval of one most suitable candidate to fill an open vacancy from several finalists and, if there is only one finalist, a formal procedure for introducing a new employee to the position. Free interview. One of the most common types of interviews. This type of interview can be used for one of two reasons: the specialist responsible for selection lacks personnel assessment skills or there is no need for a detailed study of the candidate’s business biography, since the selection criteria are minimal. One way or another, in terms of content, a free interview is more reminiscent of the process of introducing one person to another, with the only exception that most of the time one person (the applicant) speaks. Here, the main task of a company employee is to determine whether he wants to work with the candidate, whether the candidate will be able to get used to the team, etc. In other words, during a free interview, informal selection criteria are checked. Situational interview. The technique is based on the study of human behavior in certain situations (real situations at previous places of work, simulated situations). The information received from the candidate makes it possible to predict his behavior in the company, and, therefore, determine how successful the assessed specialist may be in the position in question. Stressful interview. One of the most difficult interview methods. To use it correctly, you need to be a highly qualified specialist in the field of personnel selection and motivation. The essence of the technique is to create a stressful situation for the candidate and evaluate his behavior and actions under conditions of emotional irritation. The difficulty of conducting such an interview lies in the ability of the recruiter to subtly use stimuli, and not, succumbing to excitement, ruin the mood for himself and his interlocutor, depriving himself of the opportunity to further interact with the applicant. Due to the inept use of this tool by employers, it has a bad reputation among candidates. Competency interview. One of the most common interview methods. Its main task is to compare the level of professional skills and knowledge (competencies) of the applicant with the declared data necessary for the successful performance of their functions in the position for which the applicant is applying. In the process of conducting this interview, information from previous places of work is used: results, achievements, problems, useful lessons learned from one’s mistakes with a detailed description of situations and arguments for one’s actions. Various professional questionnaires, tests, assignments, cases, etc. are also used here. Most often, immediate managers of divisions, departments, services, etc. are invited to conduct this kind of interviews. for substantive discussion of specific skills and knowledge. Mixed interview. This approach to constructing assessment activities is based on a comprehensive study of the professional and personal data of an applicant for a vacant position and may include any (or even all) of the above methods. The disadvantages of this type of interview include high time-consuming resources: a large amount of time is required to communicate with each candidate, time to process the information received during communication and interpret the results. Telephone/video interview (preview). The first step towards interaction between the employer and the applicant. At this stage, the level of general interest of the applicant in considering the proposed vacant position is determined, and candidates that are not formally suitable are eliminated. Sometimes, such an interview is separated into an independent personnel selection tool and is called personnel screening. Meanwhile, a video interview can also be a form of communication between the applicant and employers at the stage of selecting applicants if we are talking about remote (regional selection). Individual interview. An interview that is conducted with one specific candidate. Here we can distinguish two options for organizing this event: an interview with a precisely designated time (for example: 02/11/2012, Monday, 11:00) and an interview with a conventionally designated time (for example: 02/11/2012, Monday, from 11 :00 to 18:00). Mass interview. An interview conducted by an employee or employees of a company with several applicants at the same time. Most often used in mass recruitment for low-level positions (lowly qualified personnel) to reduce the time for preliminary contacts with candidates and increase coverage.

2.2 Interview techniques

During the interview, the following are assessed: the individual characteristics of the candidate; communication skills; speaking skills; oratorical skills; analytical thinking; the ability to make an impression. Different interview methods may assess other candidate qualities. But it should be borne in mind that during the interview the candidate’s written speech, practical skills and abilities are not assessed. During an interview, it is impossible to adequately assess the qualification level of the applicant, since when talking with the candidate, the person conducting the interview cannot devote enough time to studying the documents submitted for the candidate, confirming his level of training and work experience. In this regard, the authors strongly do not recommend drawing conclusions immediately based on the results of the interview.

It is best to use the interview, along with other techniques, as part of the candidate assessment process.

Historically, the following interview techniques have developed:

1. The British interview method is based on a personal conversation with the candidate by members of the personnel committee. Interviewers are interested in his biography, family traditions and the place where he received his education: “Are you a relative of the Duke of Somerset? Who in your family served in the Royal Navy? Where did you study - not at Oxford? If the candidate successfully answers the questions asked, he is quickly accepted.

2. The German method is based on the preliminary preparation by candidates of a significant number of documents with mandatory written recommendations from famous experts, scientists, managers, and politicians. An expert commission of competent persons analyzes the submitted documents and ensures their correctness. Candidates for vacant positions undergo a number of mandatory strict procedures prior to the actual interview.

3. The American interview method boils down to testing intellectual and creative abilities, psychological testing using computers, and observing candidates in an informal setting. To do this, the candidate is invited, for example, to a weekend, presentation, lunch. At the same time, much attention is paid to the potential of a person and the shortcomings of his personality, which does not always confirm the possibility of a manager selected in this way working in a team. However, this method makes it possible to identify hidden personality flaws that may be unacceptable for working in a particular company. 4. The Chinese method is based on preliminary written examinations and has a long historical tradition. Candidates write a series of essays, proving knowledge of the classics, literacy, and knowledge of history. Those who successfully pass all the exams, and there are only a few percent of those participating in the competition, write a final essay on the topic of their future work. Those who pass this exam are admitted to a direct interview. When hired, their career status often depends on their test scores.

One of the interview techniques was developed by Sergei Iosifovich Faibushevich, Candidate of Economic Sciences, Associate Professor, St. Petersburg State University of Economics and Finance.

Key points:

1. The candidate must receive information in advance (in writing or by telephone) about the date and time of the interview with clear directions on how to get there.

2. The secretary must be notified of the name of the visitor and the time of the visit in order to meet him and, if necessary, order a pass.

3. Take the time to read the candidate's bio before the interview. This will help save time.

4. Identify the questions you expect to ask. If you don't do this, the candidate may start interviewing you himself.

5. Try to be in the appropriate mood. If you are tired or irritated, you will not be able to evaluate the candidate.

6. Plan the conversation so that nothing distracts your attention (phone calls, visits from strangers, etc.).

7. Don't show bias. The first impression is often dictated by prejudice and may turn out to be completely unfounded.

8. Make sure the candidate knows who you are - your name and title.

9. Immediately call the candidate by name and patronymic and do this more often.

10. Smile! Be friendly: a frightened candidate will not be able to demonstrate his strengths to you.

11. Treat the candidate the way you would want to be treated if your roles were reversed.

12. Provide the candidate with information regarding the position, both its attractive aspects and its unpleasant ones. This includes requirements for the employee, length of the working day, working conditions, opportunities for promotion, etc.

13. Speak slowly and clearly, giving the candidate enough time to process what is being said. In a situation where the candidate is experiencing a lot of nervous tension, it may be difficult for him to perceive you.

14. Do not praise your company or the proposed position as if in a bazaar. Don't make promises you can't keep. Don't exaggerate your promotion opportunities. If such opportunities are not available, a frustrated employee may become resentful of you, which will affect his or her performance. Galina Nemchenko, a partner at the recruiting company SuccessLink, talks about another method for conducting a successful interview. First, let's decide what goals you have in front of you. Usually they look like this: assess how suitable a given candidate is for the proposed position (that is, assess his professional knowledge and skills, business, individual psychological and psychophysiological qualities); determine how this candidate differs from all others who have declared their candidacies. That is, which character qualities and skills predominate, and which, on the contrary, need further development. It is necessary to consider how important these qualities are for the vacant position; find out what motivates the applicant at work, whether he is really satisfied with the conditions offered by the employer; “sell” the vacancy to the candidate, clarify why the company is interesting, what the prospects are and why the candidate should want to spend his life on this job. Prepare questions in advance.

Start the interview with simple questions about the candidate's background, his studies, his hometown, etc. This will remove tension and allow the applicant to be more open and relaxed when talking with you. During an interview, let the person do the talking while you listen carefully. Ask open-ended questions. The question “Did you dislike your previous job?” will not provide much information. It is more preferable to ask: “What did you not like about your previous job?”

Be friendly, open, and attentive to your interlocutor. Examples of interview questions. Tell us about yourself (give the person, without interrupting, a couple of minutes to say what he considers necessary). Note to yourself what he emphasizes when answering this question. Where were you born? What job do you like best? Why did you decide to leave your previous job? What did you like about your previous job? What were your responsibilities in your previous position? Were you easily let go from your previous job? Were you appreciated? For what? What was the team like? What are your special achievements in recent years? What difficulties and problems did you encounter in your work and how did you solve them? What was your worst (or worst) mistake? What attracts you to the work in question? Why did you choose our vacancy? Do you have any ideas for this work? Where would you start your work if we chose you? Have you done this kind of work before? Why do you think you are suitable for this job? What salary are you expecting? What is most important to you when choosing a job? Where do you see your job in 5 years? How do you imagine your professional future? What is your ideal career (what do you strive for in your career)? How was your relationship with your manager? What do you value most in a leader? What traits and characteristics of a leader would be unacceptable to you? Name your three main business qualities that make you a valuable employee for this vacancy. What difficulties may arise in interaction with you? What would you like to change about yourself? Under what conditions do you work most effectively? Your strengths (what do you value yourself for as a specialist?) If you could start all over again, what would you do? What are you interested in outside of work? How do you spend your vacation? What are your main values in life? After asking the questions you are interested in, give the applicant the opportunity to ask his own. If during an interview you see that a person is not suitable for your vacancy, in my opinion, it is better to openly tell him about it (especially for recruiters). Give your recommendations for further interviews, what you need to pay attention to. At the end of the interview, make it clear that the meeting is over. Thank the person for their visit and time, and let them know how you will notify them of the results/next steps. Walk your interlocutor to the door. Smile when you say goodbye. Immediately write down your impressions of the applicant. Your notes will be invaluable when you have to make a decision about choosing a single person from among several applicants who have been interviewed.

2.3 Evaluation and final decision making

The final decision stage is the final outcome that you have worked towards during the selection procedure; Of the candidates who apply, are interviewed, tested and screened, which, if any, will be accepted? The result is important for the organization - its investment in a newcomer will increase sharply from the moment he is hired. It is also important for other applicants: they will all probably be upset if they receive a refusal, no matter how pleasant it may be. Your decision has a better chance of being a good decision if it is a well-informed one. So now is the time to look back at all the information you received during the assessment phase.

This involves the following steps:

a) Develop the candidate's scorecard, ensuring that the results of all stages of selection are covered.

b) Ensure that there is sufficient information about each candidate to evaluate him fairly on the score sheet.

c) Evaluate the available information, taking into account earlier comments about bias and limitations in tests and recommendations.

d) Complete the assessment sheets, one for each candidate, ensuring that the criteria used are the personality specification as well as the decisions that have been made about what will constitute effective behavior at work.

e) Recall, as far as possible, the applicant's reactions and assess the likelihood that the job and organization are of interest to him. This is important if you want to avoid the hassle of offering a job to one candidate only to find that they reject it outright or quit a few weeks later. (If a collaborative problem solving approach has been adopted during the interview, this part of the process should be fairly straightforward.)

f) When all doubts have been resolved, the final result should be communicated to the candidates, both successful and unlucky. (If no one actually fits the Company's defined personality specification, it would be better to reject all applicants, rethink the job or your hiring methods or both, and start again. Only if the difference between what the candidates are now and the requirements specifications are very small, it would make sense to consider someone who does not meet them exactly.Additional training may make up for some lack of knowledge and experience, but is unlikely to transform someone's personality overnight.

Example of a final score sheet.

2. Position (vacant).

A. General appearance (behavior, manner of speaking, state of health, energy).

B. Characteristic traits (stability, hard work, perseverance, loyalty, tolerance, self-confidence, ability to lead)

B. Intelligence, abilities.

D. Relevant experience and/or knowledge.

D. The ability to express.

E. Education.

G. Inclinations, interests.

3. Readiness to immediately perform duties.

4. Overall acceptability (taking into account the future needs of the organization).

5. Overall rating.

Date/signature. Against each rating you should put your own rating in points on a five-point system. Summarize your rating in column "5".

Sometimes an assessment of a candidate can be carried out not in the form of a form, but in the form of a kind of report - a verbal portrait of a person sent upstairs to make a final decision. Below I have listed the main points that an employer may need when writing this report: Work Experience Education Education Records, in addition to directly responding to the job requirements, provide information about the candidate's persistence, motivation and interests. Character traits.

Both successful and unsuccessful applicants must be notified of the employer's decision at the earliest opportunity. As a general rule, it would be impolite to keep candidates waiting for more than a week before notifying them of the final outcome, so any preliminary negotiations with the most likely candidate should be carried out at a pace

Conclusion

interview personnel management

The job interview is critical in the recruitment process. It involves selecting the right person for the job based on objective criteria that are applied to the candidate in a balanced and fair manner. The interview has two main goals:

Help the organization evaluate candidates for suitability for the position;

Help candidates evaluate the organization as a future place of work.

Putting a person in the wrong place has never been considered a good HR practice and it will lead to adverse consequences in the organization if the practice is repeated. However, what is a person properly appointed to a position? This is a person who is able and willing to work, who has a sense of team and management, a professional who corresponds to the image of the organization and who is compatible with the place it occupies on the evolutionary scale of development. And, of course, an emotionally mature personality capable of correct and rational judgment will be a necessity in your organization.

Since there is never a perfect choice, compromises must be made and careful evaluation must be made. When sifting through the candidates from the list, it is necessary to identify several top contenders. Why? Because the assessment interview process is a two-way street, and your first choice may not be attractive to both you and the candidate. Since an interview usually touches on the past, present and future, it is in this aspect that the interviewer’s questions should be framed. It should always be remembered that the person asking the questions controls the process and seriously determines his future.

A personnel interview (interview) is, apparently, the most universal way of assessing personnel, and can be the basis for both its selection and subsequent certification. The environment in which the personnel interview is conducted must match the environment in which the person will work to ensure compatibility not with the interviewer, but with future colleagues.

Few people will decide to both offer and accept a job behind the scenes, so the interview is a vitally important process for both parties, during which the missing information is exchanged. In addition, almost everyone considers an interview to be the fairest selection method, especially if there are several interviewers.

Interviews can take place one-on-one or with a group of applicants; an applicant or a group can be interviewed by several people at the same time (a line manager who has undergone special training in the selection of applicants and interview methods; a psychologist, who is now on the staff of any medium-sized, and even more so a large Western company; a personnel manager; a team representative). A group interview provides a more objective and fair assessment of candidates, although it creates psychologically difficult situations.

A face-to-face conversation is psychologically more comfortable and relaxed, since the situation is better controlled here, it is easier to organize, but the results may turn out to be subjective, and the assessment may be erroneous. For example, external attractiveness significantly influences the positive opinion of interviewees (the stereotype of “beautifulness”, which equally belongs to both men and women). People with attractive appearance are often considered more socially desirable. In 70% of cases, hiring is carried out precisely on the basis of personal sympathy.

Other pitfalls in interviews include making inappropriate demands and being influenced by irrational factors such as mood.

It is believed that during the preparation of the preliminary interview it is necessary to clarify the following basic questions:

1. What personal qualities of the candidate (knowledge, experience, attitudes) are required to perform this or that job.

2. With the help of what questions, asked to all candidates without exception, can one extract the necessary information and narrow the circle of the latter to the limit.

3. Who should be involved as interviewers: one person or several in what form to conduct the interview. If a group interview is preferred, which is considered more reliable, the question of the chairman of the commission arises. He introduces experts to candidates, explains the interview procedure, removes psychological barriers and creates the necessary atmosphere, and makes the final decision in case of disagreement. In general, interviews allow you to evaluate intelligence, professionalism, erudition, intelligence, etc. And yet, for subjective reasons, they are not a very reliable way of selecting personnel, since, as already mentioned, most decisions are made on the basis of personal likes or dislikes, rather than objective criteria, because they are made, as a rule, not by those with whom a given candidate will have to work later.

Literature

1. Averchenko L.K., Zalesov G.M., Mokshantsev R.I., Nikolaenko V.M. Management psychology: Course of lectures. - Novosibirsk: NGAEiU; M.: INFRA-M, 2003.- 150 p.

2. Belyaev M.K. Personnel management in an enterprise: a textbook. - Volgograd: VolgGASA, 2005.

3. Bern E.V. Games People Play. Psychology of human relationships. Psychology of human destiny. - St. Petersburg: Lenizdat, 2002. - 296 p.

4. Bizyukova I.V. Management personnel: selection and assessment. - M., 2008.

5. Vesnin V.R. Practical personnel management. - M., 2006.

6. Vikhansky O.S. Management: person, strategy, process. - M., 2001.

7. Goncharov V.V. In search of management excellence. - M., 2003.

8. Dessler G. Personnel management. - M.: Binom Publishing House, 1997.- 432 p.

9. Organizational personnel management. Workshop: Textbook / Ed. AND I. Kibanova. - M.: INFRA-M, 2002. - 296 p.

10. Bazarov T.Yu. Personnel management. - M.: Masterstvo, 2002. - 224 p.

11. Kafidov V.V. Personnel management. - St. Petersburg: Peter, 2009. - 240s.

12. Korolevsky M.I. Search and selection of personnel. - M.: Business school "Intel-Sintez", 2008. - 254 p.

13. Egorshin A.P. Personnel Management. - Novgorod: NIMB, 2003.- 607 p.

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APPEARANCE

1. Untidy

2. Carelessness in clothing

3. Neat

4. Pays special attention to his appearance

1. Harsh, annoying

2. Unintelligible

3. Pleasant

4. Clear, understandable

5. Expressive, energetic

PHYSICAL STATE

1. Unpleasant, unhealthy appearance

2. Low energy, apathetic

3. Good physical shape, good appearance

4. Cheerful, energetic

5. Very energetic, in great shape

BEHAVIOR

1. Nervous

2. Shy

3. Mannered

5. Confused

6. Calm

8. Extraordinarily seasoned

CONFIDENCE

1. Shy

2. Arrogant

3. Consistent, evidence-based

4. Quite self-confident

5. Straightforward

6. Shows confidence

7. Unusually self-confident

THE WAY OF THINKING

1. Illogical

2. Uncertain

3. Unclear

4. Sprays over trifles

5. Expresses itself clearly, words are adequate to their meanings

6. Persuasive

7. Logical

8. Extraordinary ability in the logic of thought

FLEXIBILITY OF MIND

1. Slow-witted, slow to think

2. Receives what is said with indifference

3. Attentive and expresses his thoughts clearly

4. Smart, asks appropriate questions

5. Unusual mental acuity, perceives complex ideas

MOTIVATIONS AND AMBITIONS

1. Lethargic and unambitious

2. Lack of interest in self-development

3. Demonstrates a desire for self-development

4. Defines future goals, wants to succeed

5. High ambitions, self-development

WORK EXPERIENCE, EDUCATION

1. Not suitable for the position

2. Not relevant, but useful

3. Compliant

4. Higher than required

5. Particularly suitable

6. Continues to study, improve the level

CANDIDATE'S PERSONALITY

1. Immature, impulsive

2. Stubborn

3. Reasonable, mature

4. Cooperative

5. Responsible

6. Mature, self-sufficient

ATTITUDE TO YOUR PREVIOUS PLACE OF WORK

1. Strongly negative

2. Shows dissatisfaction

3. Avoids direct questions

4. Expresses a positive attitude

5. Demonstrates positivity, objectively evaluates “+” and “-”

BEHAVIOR IN EXTREME CIRCUMSTANCES

1. Expresses extreme embarrassment or aggression

2. Visibly nervous

3. Does not express discomfort, does not seek to continue the conversation

4. Demonstrates a calm demeanor and continues dialogue

5. Reacts adequately, looks for ways to continue the conversation

Decision made: “Accept” (), “Refuse” ()

Type

Characteristics based on the interview results. Sample interview protocol

Candidate Evaluation Form

Popular document samples and templates

Inheritance disputes

Ownership and right of use

Tasks and goals

Criteria

Stages of the selection process

Methods for assessing candidates when hiring

Tests

Aptitude test

Ability Assessment

Personality tests

Biography Study

Interview

Other techniques

Possible problems

Send your good work in the knowledge base is simple. Use the form below

Similar documents

APPEARANCE

PHYSICAL STATE

CONFIDENCE

FLEXIBILITY OF MIND

Characteristics based on the interview results. Sample interview protocol

Candidate Evaluation Form

Popular document samples and templates

Inheritance disputes

Ownership and right of use

Tasks and goals

Criteria

Stages of the selection process

Methods for assessing candidates when hiring

Tests

Aptitude test

Ability Assessment

Personality tests

Biography Study

Interview

Other techniques

Possible problems

Send your good work in the knowledge base is simple. Use the form below

Similar documents

APPEARANCE

PHYSICAL STATE

CONFIDENCE

FLEXIBILITY OF MIND

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