人力資源管理第七章課件

Chapter7InterviewingCandidatesChapter7InterviewingCandidatOutlineofChapter7BasicfeaturesofinterviewsTypesofinterviewsStructuredversusunstructuredinterviewsInterviewcontent(typesofquestions)AdministeringtheinterviewPanelinterviewsPhoneandvideointerviewsComputerizedinterviewsAreinterviewsuseful?OutlineofChapter7BasicfeatOutlineofChapter7DesigningandconductingtheeffectiveinterviewThestructuredsituationalinterview（reference）Step1:JobanalysisStep2:Ratethejob’sdutiesStep3:CreateinterviewquestionsStep4:CreatebenchmarkanswersStep5:AppointtheinterviewpanelandconducttheinterviewsOutlineofChapter7DesigningOutlineofChapter7Howtoconductaninterview(emphasis)StructureyourinterviewPreparefortheinterviewEstablishrapportAskquestionsClosetheinterviewReviewtheinterviewOutlineofChapter7HowtoconWhatYouShouldBeAbletoDo1、Listthemaintypesofselectioninterviews3、Explainandillustrateeachguidelineforbeingamoreeffectiveinterviewer4、EffectivelyinterviewajobcandidateWhatYouShouldBeAbletoDo1InterviewAninterviewisaproceduredesignedtoobtaininformationfromapersonthroughoralresponsestooralinquiriesAselectioninterviewisaselectionproceduredesignedtopredictfuturejobperformanceonthebasisofapplicants’oralresponsestooralinquiriesDefinitionInterviewAninterviewisaproBasicTypesofInterviewsSelection

interview’sthreeclassificationsaretobediscussedfullyinthischapterAppraisalinterviewsaregivenfollowingperformanceappraisalsandwillbediscussedlaterExitinterviewsareperformedwhenemployeesleavethecompanyandwillbediscussedinlaterchaptersBasicTypesofInterviewsSelecSelectionInterviewsHowit’sstructuredHowit’sadministeredThecontentSelectionInterviewsHHowInterviewsAreStructuredDirective

NondirectiveHowInterviewsAreStructuredDFIGURE7–1

OfficerProgramsApplicantInterviewFormSource:Adaptedfrom/jobs/dc/DCPrograms/OProgramForms/PDFS/DCA/Interview%20CG-5527.pdf.AccessedMay9,2007.FIGURE7–1

OfficerProgramsApContentInterviewcontentSituationalBehavioralJobrelated

StressContentInterviewcontentBehaviSupplement:DesignSkillofSituationalInterview必須有一定的情景或背景資料。沒(méi)有統(tǒng)一答案，給每一個(gè)應(yīng)聘者留有充分的回答問(wèn)題的空間。每一種答案都能表現(xiàn)應(yīng)聘者某一方面的能力或特征。應(yīng)聘者無(wú)須事先準(zhǔn)備，均可從過(guò)去的知識(shí)和經(jīng)驗(yàn)中去獲得自己的答案。應(yīng)能留給面試考官繼續(xù)提問(wèn)的線索。Supplement:DesignSkillofSiSamplesofsituationalinterviewCaseI:在一個(gè)風(fēng)雨交加的黑夜里，一位汽車(chē)司機(jī)因自己所駕駛的汽車(chē)的一個(gè)輪胎爆裂而不得不用汽車(chē)的備用輪胎更換，此時(shí)，因風(fēng)大雨大，司機(jī)不小心把固定輪胎的螺帽滾落到下水道里，頓時(shí)這位司機(jī)就束手無(wú)策了。正當(dāng)司機(jī)一籌莫展之時(shí)，有一位智者走過(guò)來(lái)，在沒(méi)有求助任何機(jī)構(gòu)的情況下，他告訴了司機(jī)一個(gè)方法：把其他三個(gè)輪胎各卸下一個(gè)螺帽來(lái)固定備用輪胎。司機(jī)因此能夠把汽車(chē)安全開(kāi)到目的地。SamplesofsituationalinterviQuestions：1．如果您是某公司的領(lǐng)導(dǎo)，你從這個(gè)故事中獲得了何種有益的啟示？2．如果您是某公司的領(lǐng)導(dǎo)，你從這個(gè)故事中獲得了何種重要的教訓(xùn)？3．請(qǐng)談一些人力資源管理方面的心得。Questions：Analysis：1、本面試題的背景是風(fēng)雨交加的夜晚，司機(jī)遇到了困難。2、本面試考官無(wú)須考生回答如何處理這個(gè)困難，面試題本身告訴你處理困難的方法。3、考生可以獲得的啟示是多方面的，有人力資源管理方面的啟示，如A、B角，輪崗問(wèn)題等；有管理方面的啟示，如工作之前的準(zhǔn)備，檢查必須的資料、材料和零件等。4、考官可根據(jù)考生的回答，與考生隨機(jī)地展開(kāi)討論。5、考官可從考生的回答中了解考生的工作經(jīng)驗(yàn)和臨場(chǎng)應(yīng)變能力等。Analysis：CaseII

某公司總經(jīng)理出國(guó)考察出了車(chē)禍，必須較長(zhǎng)期住在國(guó)外治療，在總經(jīng)理出國(guó)期間負(fù)責(zé)行使總經(jīng)理職權(quán)的周某，恰在此時(shí)向領(lǐng)導(dǎo)遞交了辭呈，決定辭去副總經(jīng)理的職務(wù)，離開(kāi)公司另謀他就。Questions：1、請(qǐng)你分析一下主持公司的副總辭職的原因。2、如果你是這個(gè)公司的第三把手，你會(huì)采取什么態(tài)度。3、如果你是該公司董事會(huì)的董事長(zhǎng)，面對(duì)這種情況你會(huì)采用何種決策？請(qǐng)把你的工作思路和工作流程表達(dá)出來(lái)。Samplesofsituationalinterview

(Cont.)CaseII某公司總經(jīng)理出國(guó)考察出了車(chē)禍，必須較長(zhǎng)期住Analysis：1、副總經(jīng)理辭職的原因可能有很多種，任何一種的回答都可以被認(rèn)為是有根據(jù)的。2、本面試題能相當(dāng)好地考察應(yīng)聘者的工作經(jīng)驗(yàn)和人際關(guān)系的經(jīng)驗(yàn)。3、應(yīng)聘者在該面試題中必須面臨三個(gè)角色的扮演。Analysis：PuzzleQuestions

“MikeandToddhave$21betweenthem.Mikehas$20morethanTodd.Howmuchmoneyhasmike,andhowmuchmoneyhasTodd?”$0.50$20.50PuzzleQuestions$0.50$20.50InterviewAdministrationHowit’sadministeredPersonalUnstructuredsequentialStructuredsequentialPanelMass

ComputerizedInterviewAdministrationHowitComputerizedInterviewsComputers,notpeopleSpecificquestionsMultiple-choiceformatRapid-fire(急速的)sequenceRequiresconcentrationHelpsrejectunacceptablecandidatesSavestimeComputerizedInterviewsComputeAreInterviewsUseful?InterviewsareagoodpredictorofperformancenowInterviewsshouldbestructuredandsituationalBecarefulwhattypesoftraitsyoutrytoassessCheckoutrecruiterchatatthispageAreInterviewsUseful?Intervie5StepsinInterviewDesignJobAnalysisRatetheJobDutiesCreateInterviewQuestionsCreateBenchmarkAnswersAppointPanel&ConductInterviews5StepsinInterviewDesignJob工作表現(xiàn)維度最差表現(xiàn)

1分較差表現(xiàn)2分中級(jí)表現(xiàn)

3分較好表現(xiàn)4分頂級(jí)表現(xiàn)

5分1.按照公司規(guī)定辦事2.能迅速及有效地解答來(lái)電問(wèn)題，而非因語(yǔ)言若其他原因延誤了解來(lái)電的轉(zhuǎn)達(dá)3.熱情地接待訪客，及明白其來(lái)訪目的，而不會(huì)讓不速之客騷擾同事4.有禮貌及清楚地使來(lái)訪及來(lái)電者明白事情的進(jìn)展情情況，而非半途而廢，及冷漠地拖延工作5.主動(dòng)地工作，及令客人感到滿意，而非在工作上犯錯(cuò)及拖延工作進(jìn)度工作崗位：接待員工作表現(xiàn)維度最差表現(xiàn)1分較差表現(xiàn)2分中級(jí)表現(xiàn)3分較好表現(xiàn)HowtoStructureandConductYourInterviewBasequestionsonactualjobdutiesUseknowledge,situationalquestionsandobjectivecriteriatoevaluateTraininterviewersUsesamequestionsHowtoStructureandConductYHowtoStructureandConductYourInterviewRatingscalestorateanswersUsepanelinterviewsUseastructuredinterviewformControltheinterviewHowtoStructureandConductYPrepareforthe

InterviewDointerviewinaquietroomwithnointerruptionsReviewresumeandmakenotesKnowthedutiesofthejobFocusquestionsonskillsthatareamustDon’tmakesnapjudgmentsPrepareforthe

InterviewDoiEstablishRapport

&AskQuestionsPuttheintervieweeateaseBegininterviewwithanicebreakerBeawareoftheapplicant’sstatusFollowyourlistofquestionsAskforexamplesMentionyouwillcontactreferencesEstablishRapport

&AskQuestiCloseand

ReviewLeavetimetoanswerquestionsEndonapositivenote(積極的調(diào)子結(jié)束面試)Informinwritingofadecisionifthat’syourpolicyReviewnotesandfillinstructuredformTimelyreviewreducessnapjudgmentsCloseand

ReviewLeavetimeto

HowtoBeaGoodInterviewee+Bepreparedbylearningaboutthecompany,thejobandtherecruiters+Uncovertheinterviewer’srealneedsandrelatetothoseneeds+Pause,think,thenspeak+Nonverbalbehaviorimportant

+Makeagood1stimpression,beenthusiasticHowtoBeaGoodIntervi首先，各小組列出自己小組所要招聘職位的在職者應(yīng)具備的基本素質(zhì)和主要能力，并按照重要程度排列。（15分鐘以?xún)?nèi)）然后，各小組根據(jù)該職位在職者應(yīng)具備的基本素質(zhì)和主要能力寫(xiě)出招聘面試題目及其評(píng)分表格。（20分鐘以?xún)?nèi)）再后，各小組派出2名成員作為應(yīng)聘者，應(yīng)聘其他小組的職位，其余成員組成招聘專(zhuān)家組，進(jìn)行本組職位的招聘活動(dòng)。（5分鐘以?xún)?nèi)）接著，每個(gè)小組開(kāi)始面試，并按照相應(yīng)的面試評(píng)價(jià)量表打分。（20分鐘/面試者）最后，每個(gè)招聘專(zhuān)家組給出每位應(yīng)聘者的面試得分，并說(shuō)明判斷的依據(jù)，作出錄用決策，將結(jié)果交給老師。（10分鐘以?xún)?nèi)）In-ClassMockInterview：

Howtoconductinterview首先，各小組列出自己小組所要招聘職位的在職者應(yīng)具備的基本素質(zhì)一、面試前的準(zhǔn)備階段至少要15分鐘準(zhǔn)備、5分鐘瀏覽簡(jiǎn)歷

二、面試的開(kāi)始階段

努力創(chuàng)造和諧的面談氣氛

三、正式面試階段多問(wèn)開(kāi)放式/引導(dǎo)式的問(wèn)題（STAR行為表現(xiàn)面試法）注意傾聽(tīng)、不要忽略非語(yǔ)言行為

面試的速度注意求職動(dòng)機(jī)、離職原因等四、面試的結(jié)束階段

留十幾分鐘給他提問(wèn)題、整理筆記表示感謝、維護(hù)候選人自尊面試的程序一、面試前的準(zhǔn)備階段面試的程序4.Whydoyouthink"situationalinterviewsyieldahighermeanvaliditythandojobrelatedorbehavioralinterviews,whichinturnyieldahighermeanvaliditythandopsychologicalinterviews?"6.Brieflydiscussandgiveexamplesofatleastfivecommoninterviewingmistakes.Whatrecommendationswouldyougiveforavoidingtheseinterviewingmistakes?Homework:P2754.Whydoyouthink"situationChapter7InterviewingCandidatesChapter7InterviewingCandidatOutlineofChapter7BasicfeaturesofinterviewsTypesofinterviewsStructuredversusunstructuredinterviewsInterviewcontent(typesofquestions)AdministeringtheinterviewPanelinterviewsPhoneandvideointerviewsComputerizedinterviewsAreinterviewsuseful?OutlineofChapter7BasicfeatOutlineofChapter7DesigningandconductingtheeffectiveinterviewThestructuredsituationalinterview（reference）Step1:JobanalysisStep2:Ratethejob’sdutiesStep3:CreateinterviewquestionsStep4:CreatebenchmarkanswersStep5:AppointtheinterviewpanelandconducttheinterviewsOutlineofChapter7DesigningOutlineofChapter7Howtoconductaninterview(emphasis)StructureyourinterviewPreparefortheinterviewEstablishrapportAskquestionsClosetheinterviewReviewtheinterviewOutlineofChapter7HowtoconWhatYouShouldBeAbletoDo1、Listthemaintypesofselectioninterviews3、Explainandillustrateeachguidelineforbeingamoreeffectiveinterviewer4、EffectivelyinterviewajobcandidateWhatYouShouldBeAbletoDo1InterviewAninterviewisaproceduredesignedtoobtaininformationfromapersonthroughoralresponsestooralinquiriesAselectioninterviewisaselectionproceduredesignedtopredictfuturejobperformanceonthebasisofapplicants’oralresponsestooralinquiriesDefinitionInterviewAninterviewisaproBasicTypesofInterviewsSelection

interview’sthreeclassificationsaretobediscussedfullyinthischapterAppraisalinterviewsaregivenfollowingperformanceappraisalsandwillbediscussedlaterExitinterviewsareperformedwhenemployeesleavethecompanyandwillbediscussedinlaterchaptersBasicTypesofInterviewsSelecSelectionInterviewsHowit’sstructuredHowit’sadministeredThecontentSelectionInterviewsHHowInterviewsAreStructuredDirective

NondirectiveHowInterviewsAreStructuredDFIGURE7–1

OfficerProgramsApplicantInterviewFormSource:Adaptedfrom/jobs/dc/DCPrograms/OProgramForms/PDFS/DCA/Interview%20CG-5527.pdf.AccessedMay9,2007.FIGURE7–1

OfficerProgramsApContentInterviewcontentSituationalBehavioralJobrelated

StressContentInterviewcontentBehaviSupplement:DesignSkillofSituationalInterview必須有一定的情景或背景資料。沒(méi)有統(tǒng)一答案，給每一個(gè)應(yīng)聘者留有充分的回答問(wèn)題的空間。每一種答案都能表現(xiàn)應(yīng)聘者某一方面的能力或特征。應(yīng)聘者無(wú)須事先準(zhǔn)備，均可從過(guò)去的知識(shí)和經(jīng)驗(yàn)中去獲得自己的答案。應(yīng)能留給面試考官繼續(xù)提問(wèn)的線索。Supplement:DesignSkillofSiSamplesofsituationalinterviewCaseI:在一個(gè)風(fēng)雨交加的黑夜里，一位汽車(chē)司機(jī)因自己所駕駛的汽車(chē)的一個(gè)輪胎爆裂而不得不用汽車(chē)的備用輪胎更換，此時(shí)，因風(fēng)大雨大，司機(jī)不小心把固定輪胎的螺帽滾落到下水道里，頓時(shí)這位司機(jī)就束手無(wú)策了。正當(dāng)司機(jī)一籌莫展之時(shí)，有一位智者走過(guò)來(lái)，在沒(méi)有求助任何機(jī)構(gòu)的情況下，他告訴了司機(jī)一個(gè)方法：把其他三個(gè)輪胎各卸下一個(gè)螺帽來(lái)固定備用輪胎。司機(jī)因此能夠把汽車(chē)安全開(kāi)到目的地。SamplesofsituationalinterviQuestions：1．如果您是某公司的領(lǐng)導(dǎo)，你從這個(gè)故事中獲得了何種有益的啟示？2．如果您是某公司的領(lǐng)導(dǎo)，你從這個(gè)故事中獲得了何種重要的教訓(xùn)？3．請(qǐng)談一些人力資源管理方面的心得。Questions：Analysis：1、本面試題的背景是風(fēng)雨交加的夜晚，司機(jī)遇到了困難。2、本面試考官無(wú)須考生回答如何處理這個(gè)困難，面試題本身告訴你處理困難的方法。3、考生可以獲得的啟示是多方面的，有人力資源管理方面的啟示，如A、B角，輪崗問(wèn)題等；有管理方面的啟示，如工作之前的準(zhǔn)備，檢查必須的資料、材料和零件等。4、考官可根據(jù)考生的回答，與考生隨機(jī)地展開(kāi)討論。5、考官可從考生的回答中了解考生的工作經(jīng)驗(yàn)和臨場(chǎng)應(yīng)變能力等。Analysis：CaseII

某公司總經(jīng)理出國(guó)考察出了車(chē)禍，必須較長(zhǎng)期住在國(guó)外治療，在總經(jīng)理出國(guó)期間負(fù)責(zé)行使總經(jīng)理職權(quán)的周某，恰在此時(shí)向領(lǐng)導(dǎo)遞交了辭呈，決定辭去副總經(jīng)理的職務(wù)，離開(kāi)公司另謀他就。Questions：1、請(qǐng)你分析一下主持公司的副總辭職的原因。2、如果你是這個(gè)公司的第三把手，你會(huì)采取什么態(tài)度。3、如果你是該公司董事會(huì)的董事長(zhǎng)，面對(duì)這種情況你會(huì)采用何種決策？請(qǐng)把你的工作思路和工作流程表達(dá)出來(lái)。Samplesofsituationalinterview

(Cont.)CaseII某公司總經(jīng)理出國(guó)考察出了車(chē)禍，必須較長(zhǎng)期住Analysis：1、副總經(jīng)理辭職的原因可能有很多種，任何一種的回答都可以被認(rèn)為是有根據(jù)的。2、本面試題能相當(dāng)好地考察應(yīng)聘者的工作經(jīng)驗(yàn)和人際關(guān)系的經(jīng)驗(yàn)。3、應(yīng)聘者在該面試題中必須面臨三個(gè)角色的扮演。Analysis：PuzzleQuestions

“MikeandToddhave$21betweenthem.Mikehas$20morethanTodd.Howmuchmoneyhasmike,andhowmuchmoneyhasTodd?”$0.50$20.50PuzzleQuestions$0.50$20.50InterviewAdministrationHowit’sadministeredPersonalUnstructuredsequentialStructuredsequentialPanelMass

ComputerizedInterviewAdministrationHowitComputerizedInterviewsComputers,notpeopleSpecificquestionsMultiple-choiceformatRapid-fire(急速的)sequenceRequiresconcentrationHelpsrejectunacceptablecandidatesSavestimeComputerizedInterviewsComputeAreInterviewsUseful?InterviewsareagoodpredictorofperformancenowInterviewsshouldbestructuredandsituationalBecarefulwhattypesoftraitsyoutrytoassessCheckoutrecruiterchatatthispageAreInterviewsUseful?Intervie5StepsinInterviewDesignJobAnalysisRatetheJobDutiesCreateInterviewQuestionsCreateBenchmarkAnswersAppointPanel&ConductInterviews5StepsinInterviewDesignJob工作表現(xiàn)維度最差表現(xiàn)

1分較差表現(xiàn)2分中級(jí)表現(xiàn)

3分較好表現(xiàn)4分頂級(jí)表現(xiàn)

5分1.按照公司規(guī)定辦事2.能迅速及有效地解答來(lái)電問(wèn)題，而非因語(yǔ)言若其他原因延誤了解來(lái)電的轉(zhuǎn)達(dá)3.熱情地接待訪客，及明白其來(lái)訪目的，而不會(huì)讓不速之客騷擾同事4.有禮貌及清楚地使來(lái)訪及來(lái)電者明白事情的進(jìn)展情情況，而非半途而廢，及冷漠地拖延工作5.主動(dòng)地工作，及令客人感到滿意，而非在工作上犯錯(cuò)及拖延工作進(jìn)度工作崗位：接待員工作表現(xiàn)維度最差表現(xiàn)1分較差表現(xiàn)2分中級(jí)表現(xiàn)3分較好表現(xiàn)HowtoStructureandConductYourInterviewBasequestionsonactualjobdutiesUseknowledge,situationalquestionsandobjectivecriteriatoevaluateTraininterviewersUsesamequestionsHowtoStructureandConductYHowtoStructureandConductYourInterviewRatingscalestorateanswersUsepanelinterviewsUseastructuredinterviewformControltheinterviewHowtoStructureandConductYPrepareforthe

InterviewDointerviewinaquietroomwithnointerruptionsReviewresumeandmakenotesKnowthedutiesofthejobFocusquestionsonskillsthatareamustDon’tmakesnapjudgmentsPrepareforthe

InterviewDoiEstablishRapport

&AskQuestionsPuttheintervieweeateaseBegininterviewwithanicebreakerBeawareoftheapplicant’sstatusFollowyourlistofquestionsAskforexamplesMentionyouwillcontactreferencesEstablishRapport

&AskQuestiCloseand

ReviewLeavetimetoanswerquestionsEndonapositivenote(積極的調(diào)子結(jié)束面試)Informinwritingofa