人力资源管理第七章.课件.ppt

1、7-1Chapter 7Interviewing Candidates7-2Outline of Chapter 7w Basic features of interviewsnTypes of interviewsnStructured versus unstructured interviewslInterview content(types of questions)nAdministering the interviewlPanel interviewslPhone and video interviewslComputerized interviewsnAre interviews

2、useful?7-3Outline of Chapter 7nDesigning and conducting the effective interviewlThe structured situational interview（reference）wStep 1: Job analysiswStep 2: Rate the jobs dutieswStep 3: Create interview questionswStep 4: Create benchmark answerswStep 5: Appoint the interview panel and conduct the in

3、terviews7-4Outline of Chapter 7lHow to conduct an interview (emphasis)wStructure your interviewwPrepare for the interviewwEstablish rapportwAsk questionswClose the interviewwReview the interview7-5What You Should Be Able to Do1 、List the main types of selection interviews3、Explain and illustrate eac

4、h guideline for being a more effective interviewer4、Effectively interview a job candidate7-6Intervieww An interview is a procedure designed to obtain information from a person through oral responses to oral inquiriesw A selection interview is a selection procedure designed to predict future job perf

5、ormance on the basis of applicants oral responses to oral inquiries7-7Basic Types of Interviewsw Selection interviews three classifications are to be discussed fully in this chapterw Appraisal interviews are given following performance appraisals and will be discussed laterw Exit interviews are perf

6、ormed when employees leave the company and will be discussed in later chapters7-8Selection InterviewsHow its structuredHow its administeredThe content7-9How Interviews Are StructurednDirective Nondirective7-10FIGURE 71Officer Programs Applicant Interview FormSource: Adapted from http:/www.uscg.mil/j

7、obs/dc/DCPrograms/OProgramForms/PDFS/DCA/Interview%20CG-5527.pdf. Accessed May 9, 2007.7-11ContentInterview contentSituationalBehavioralJob related Stress7-12Supplement: Design Skill of Situational Interview 必须有一定的情景或背景资料。必须有一定的情景或背景资料。 没有统一答案，给每一个应聘者留有充分的回答没有统一答案，给每一个应聘者留有充分的回答问题的空间。问题的空间。 每一种答案都能表

8、现应聘者某一方面的能力或特每一种答案都能表现应聘者某一方面的能力或特征。征。 应聘者无须事先准备，均可从过去的知识和经验应聘者无须事先准备，均可从过去的知识和经验中去获得自己的答案。中去获得自己的答案。 应能留给面试考官继续提问的线索。应能留给面试考官继续提问的线索。7-13Samples of situational interview w Case I:在一个风雨交加的黑夜里，一位汽车司机因自己所驾驶的汽车的一个轮胎爆裂而不得不用汽车的备用轮胎更换，此时，因风大雨大，司机不小心把固定轮胎的螺帽滚落到下水道里，顿时这位司机就束手无策了。正当司机一筹莫展之时，有一位智者走过来，在没有求助任何机

9、构的情况下，他告诉了司机一个方法：把其他三个轮胎各卸下一个螺帽来固定备用轮胎。司机因此能够把汽车安全开到目的地。 7-14w Questions：1如果您是某公司的领导，你从这个故事中获得了何种有益的启示？2如果您是某公司的领导，你从这个故事中获得了何种重要的教训？3请谈一些人力资源管理方面的心得。7-15w Analysis：1、本面试题的背景是风雨交加的夜晚，司机遇到了困难。2、本面试考官无须考生回答如何处理这个困难，面试题本身告诉你处理困难的方法。3、考生可以获得的启示是多方面的，有人力资源管理方面的启示，如A、B角，轮岗问题等；有管理方面的启示，如工作之前的准备，检查必须的资料、材料和

10、零件等。4、考官可根据考生的回答，与考生随机地展开讨论。5、考官可从考生的回答中了解考生的工作经验和临场应变能力等。7-16w Case II 某公司总经理出国考察出了车祸，必须较长期住在国外治疗，在总经理出国期间负责行使总经理职权的周某，恰在此时向领导递交了辞呈，决定辞去副总经理的职务，离开公司另谋他就。w Questions：1、请你分析一下主持公司的副总辞职的原因。2、如果你是这个公司的第三把手，你会采取什么态度。3、如果你是该公司董事会的董事长，面对这种情况你会采用何种决策？请把你的工作思路和工作流程表达出来。Samples of situational interview(Cont.

11、) 7-17w Analysis：1、副总经理辞职的原因可能有很多种，任何一种的回答都可以被认为是有根据的。2、本面试题能相当好地考察应聘者的工作经验和人际关系的经验。3、应聘者在该面试题中必须面临三个角色的扮演。7-18Puzzle Questions “Mike and Todd have $21 between them. Mike has $20 more than Todd. How much money has mike, and how much money has Todd?”$0.50$20.507-19Interview Administrationw How its ad

12、ministerednPersonallUnstructured sequentiallStructured sequentialnPanelnMassw Computerized7-20Computerized Interviewsw Computers, not peoplew Specific questionsw Multiple-choice formatw Rapid-fire(急速的) sequencew Requires concentrationw Helps reject unacceptable candidatesw Saves time7-21Are Intervie

13、ws Useful?w Interviews are a good predictor of performance noww Interviews should be structured and situationalw Be careful what types of traits you try to assessCheck out recruiterchat at this page7-225 Steps in Interview DesignJob AnalysisRate the Job DutiesCreate Interview QuestionsCreate Benchma

14、rkAnswersAppoint Panel & Conduct Interviews7-23工作表现维度工作表现维度最差表现最差表现 1分分较差表现较差表现2分分中级表现中级表现 3分分较好表现较好表现4分分顶级表现顶级表现 5分分1.按照公司规定办事2.能迅速及有效地解答来电问题，而非因语言若其他原因延误了解来电的转达3.热情地接待访客，及明白其来访目的，而不会让不速之客骚扰同事4.有礼貌及清楚地使来访及来电者明白事情的进展情情况，而非半途而废，及冷漠地拖延工作5.主动地工作，及令客人感到满意，而非在工作上犯错及拖延工作进度工作岗位：接待员7-24How to Structure and

15、Conduct Your Intervieww Base questions on actual job dutiesw Use knowledge, situational questions and objective criteria to evaluatew Train interviewersw Use same questions7-25How to Structure and Conduct Your Intervieww Rating scales to rate answersw Use panel interviewsw Use a structured interview

16、 formw Control the interview7-26Prepare for the Intervieww Do interview in a quiet room with no interruptionsw Review resume and make notesw Know the duties of the jobw Focus questions on skills that are a mustw Dont make snap judgments7-27Establish Rapport& Ask Questionsw Put the interviewee at eas

17、ew Begin interview with an ice breakerw Be aware of the applicants statusw Follow your list of questionsw Ask for examplesw Mention you will contact references7-28Close and Review7-29 How to Be a Good Interviewee+ Be prepared by learning about the company, the job and the recruiters+ Uncover the int

18、erviewers real needs and relate to those needs+ Pause, think, then speak+ Nonverbal behavior important + Make a good 1st impression, be enthusiastic7-30w 首先，各小组列出自己小组所要招聘职位的在职者应具备的基本素质和主要能力，并按照重要程度排列。（15分钟以内）w 然后，各小组根据该职位在职者应具备的基本素质和主要能力写出招聘面试题目及其评分表格。（20分钟以内）w 再后，各小组派出2名成员作为应聘者，应聘其他小组的职位，其余成员组成招聘专家

19、组，进行本组职位的招聘活动。（5分钟以内）w 接着，每个小组开始面试，并按照相应的面试评价量表打分。（20分钟/面试者）w 最后，每个招聘专家组给出每位应聘者的面试得分，并说明判断的依据，作出录用决策，将结果交给老师。（10分钟以内）In-Class Mock Interview ： How to conduct interview7-31X一、面试前的准备阶段一、面试前的准备阶段X至少要至少要1515分钟准备、分钟准备、5 5分钟浏览简历分钟浏览简历 X二、面试的开始阶段二、面试的开始阶段X 努力创造和谐的面谈气氛努力创造和谐的面谈气氛 X三、正式面试阶段三、正式面试阶段X多问开放式多问开放

20、式/ /引导式的问题（引导式的问题（STARSTAR行为表现面试法）行为表现面试法）X注意倾听注意倾听、不要忽略非语言行为不要忽略非语言行为 X面试的速度面试的速度X注意求职动机注意求职动机、离职原因等离职原因等X四、面试的结束阶段四、面试的结束阶段 X留十几分钟给他提问题留十几分钟给他提问题、整理笔记整理笔记X表示感谢、维护候选人自尊表示感谢、维护候选人自尊 面试的程序7-324.Why do you think situational interviews yield a higher mean validity than do job related or behavioral interviews, which in turn yield a higher mean validity than do psychological interviews? 6.Briefly discuss and give examples of at least five common interviewing mistakes. What recommendations would you give for avoiding these interviewing mistakes? Homework: P275