Interview assessment results form. How to assess and test the moral values or determination of an employee during an interview: how does a sample protocol help? Collective review and high standards

FULL NAME. ___________________________________________________________

Candidate for replacement _____________________________________________________

(job title)

The interview was conducted _________________________________________________

(Full name and employee position)

Date ___________________

Characteristic	Above average (3)	Medium (2)	Below average (1)
1. Experience
Comments:
2. Education
Comments:
3. Personal characteristics
3.1. Maturity
3.2. Leadership
3.3. Group work
3.4. Analytic skills
3.5. Self confidence
3.6. Focus on the interests of the client
3.7. Communication skills
Overall rating
Comments:

Consider as a candidate for another position

Refuse

Signature: ______________________

Professional development and staff training

Example: a Russian-American joint venture lost 100 thousand dollars (annual payroll) because it did not train staff on time to operate the new equipment, which delayed its commissioning by 2 months.

Inconsistency between personnel qualifications and company needs has a negative impact on operating results..

The role of vocational training increases every year: if a university graduate turns 30. The knowledge gained there was enough for 30-40 years; today a specialist must retrain every 5-7 years.

Leading companies today have taken it upon themselves to update the qualifications of their employees. The organization of professional training has become one of the main functions of personnel management, and its budget has become one of the main expense items. IBM, GM, Motorola annually spend more than a billion dollars each on professional development and training of employees in their own universities.

Professional training is important both for an employee of a transnational corporation and for an employee of a small company, since its ultimate goal is to increase the competitiveness of the company.

Professional Development – the process of preparing an employee to perform new production functions, occupy new positions, and solve new problems.

Organizations create special methods and systems for managing professional development - managing professional training, training a reserve of managers, and career development. Leading organizations spend from 2 to 10% of their salary fund on professional development. These costs are an organization's investment in the development of its employees, the return on which is increased productivity.

For example: after completing a 40-hour negotiation training program and a month-long internship, commercial agents from the Moscow branch of TNK increased their sales volume from $2 million to $2.7 million per month.

In addition to improving financial results, investing in professional development creates a favorable climate in the organization and increases motivation. Professional development has a positive effect on the employees themselves, since by improving their qualifications and acquiring new skills and knowledge, they become more competitive in the labor market and receive opportunities for professional growth within the organization.

Professional training contributes to the overall intellectual development of a person, expands erudition and social circle, and gives self-confidence.

The key to managing professional development is to identify the organization's needs in this area., that is, identifying the discrepancy between the professional knowledge and skills (competencies) that personnel must have to achieve the goals of the organization and the knowledge and skills that they actually possess.

Determining the training needs of an individual employee requires a joint effort between the human resources officer, the employee, and the employee's supervisor. Each side brings its own vision of the problem.

To determine professional development needs, it is necessary to understand what the organization’s needs for personnel development consist of:

Dynamics of the external environment(consumers, competitors, suppliers, government)

Development of engineering and technology leading to the emergence of new products, services, production methods

Changing the organization's development strategy

Mastering new types of activities.

The traditional method of identifying and recording professional development needs is through assessment and the preparation of an individual development plan. During the certification, prospects for professional development are discussed and an individual development plan is drawn up. Taken together, the individual plans provide the basis for the firm's professional development program. It defines the goals of professional development, the means to achieve them and the budget.

Today, personnel assessment centers are becoming more popular, in which the degree of development of certain professional skills among employees is determined using psychological testing methods. Comparing the results with the portrait of the “ideal employee” allows us to identify gaps in training and outline a program for their elimination.

This form candidate assessments, compiled on the basis of core competencies, 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: __________________________________________________________

Applying for the vacancy: ___________________________________________________

Date of interview: “_________”____________20__

Set interview start time: _____________________________________

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

First impression of the candidate:_______________________________________________

Psychological qualities that will help you successfully cope with job responsibilities and learn 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: ___________

Compliance with additional requirements: _____________________________________

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.

Appearance

1. Untidy.
2. Carelessness in clothing.
3. Neat.
4. Pays special attention to his appearance.
5. Flawless.

1. Harsh, irritating.
2. Unintelligible.
3. Pleasant.
4. Clear, understandable.
5. Expressive, energetic.

Physical state

1. Unpleasant, unhealthy appearance.
2. Lack of energy, apathetic.
3. Good physical shape, good appearance.
4. Cheerful, energetic.
5. Very energetic, in great shape.

Behavior

1. Nervous.
2. Shy.
3. Mannered.
4. Tense.
5. Confused.
6. Calm.
7. Adequate.
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 himself over trifles.
5. It is clearly expressed, the words are adequate to the 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, clearly expresses his thoughts.
4. Smart, asks adequate questions.
5. Unusual mental acuity, perceives a complex of ideas.

Motivations and ambitions

1. Lethargic, unambitious.
2. Lack of interest in self-development.
3. Demonstrates a desire for self-development.
4. Determines future goals and 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. Above required.
5. Particularly suitable.
6. Continues to study and improve the level.

Candidate's personality

1. Immature, impulsive.
2. Stubborn.
3. Reasonable, mature.
4. Cooperative.
5. Responsible.
6. Mature, self-sufficient.

Attitude towards previous place of work

1. Vividly negative.
2. Shows dissatisfaction.
3. Avoids direct questions.
4. Expresses a positive attitude.
5. Demonstrates positivity, objectively evaluates “+” and “-”.

Practical work experience

1. There is no practical experience.
2. Practical work experience is very small and completely insufficient to cope with the work.
3. Practical work experience is insufficient and this sometimes interferes with the successful performance of assigned duties.
4. Practical experience is sufficient to perform duties satisfactorily.
5. Has sufficient practical experience, which allows him to successfully cope with the job.
6. Has extensive experience in practical work.
7. Has exceptionally extensive experience in practical work.

Professional knowledge

1. Professional knowledge is practically absent.
2. Professional knowledge is superficial, does not have the necessary professional knowledge.
3. Does not have sufficient professional knowledge, which affects practice.
4. Professional knowledge sufficient to satisfactorily resolve practical professional issues.
5. There is sufficient professional knowledge of the issues for the work.
6. Professional knowledge is strong, deep, and allows you to easily understand practical professional issues.
7. Professional knowledge is exceptionally deep and extensive, well versed in many practical professional issues.

Ability to plan

1. Doesn't know how to plan even simple work.
2. Poor job planning.
3. Doesn't plan well enough.
4. The ability to plan work is developed to an average degree, plans satisfactorily.
5. Ability to plan work to the extent necessary.
6. He is good at planning work.
7. Excellent ability to plan work.

Ability to process information

1. The ability to process information is practically absent. Letters, drawings, and documents necessary for work can lie on the table for months.
2. He assimilates and transmits the information he receives very slowly, and documents needlessly get left behind.
3. Usually takes, analyzes and transmits information rather slowly, which sometimes slows down the work of others.
4. The ability to process information necessary for work is moderately developed.
5. Usually receives, analyzes, transmits, transmits information at the speed necessary for work.
6. The ability to process current information is well developed, which helps to successfully cope with work.
7. Processes information necessary for work extremely quickly and efficiently.

Organizational skills

1. Organizational skills are practically absent.
2. Organizational skills are poorly developed. Performs organized work with difficulty and errors.
3. Organizational skills are not sufficiently developed. Can't always organize people's work.
4. Organizational skills are sufficient to satisfactorily resolve organized issues.
5. Has the necessary organizational skills and can organize the work of people.
6. A good organizer, knows how to correctly and quickly organize the effective work of people.
7. An excellent organizer is excellent at organizing effective work for people.

Using Rights and Power

1. Does not know at all and does not know how to use his rights and power.
2. Rarely uses his rights and power.
3. Uses his rights and power to an insufficient extent for work.
4. Knows his rights and powers and uses them satisfactorily in practice.
5. Knows well and fully uses his rights and powers but never exceeds them.
6. Knows well and fully uses his rights and powers, sometimes even slightly exceeding them.
7. Knows well and makes full use of his rights and powers. Often exceeds them.

Behavior in a stressful situation

1. There is no ability to find a way out in a stressful situation.
2. The ability to find a way out of a stressful situation is poorly developed. Clearly lacks the character to find a way out.
3. The ability to find a way out in a stressful situation is not sufficiently developed. Sometimes you don't have the character to find a way out.
4. The ability to find a way out of a stressful situation is moderately developed. You don't always have the character to find a way out.
5. The ability to find a way out in a stressful situation is quite developed. Most often, the character is enough to find a way out.
6. The ability to find a way out of a stressful situation is well developed. Usually there is enough character to find a way out.
7. The ability to find a way out of a stressful situation is very well developed. He has a strong character and can even break out of a hopeless situation.

Leadership abilities

1. Leadership abilities are practically non-existent. Lacking official power, he cannot organize and lead people.
2. There is a clear lack of leadership ability.
3. Sometimes there is a lack of leadership skills to organize work with people.
4. Leadership abilities are developed to an average degree.
5. Leadership abilities are sufficiently developed to organize people's work.
6. Has good leadership skills.
7. Exceptional leadership abilities. Even without official authority, he organizes his work perfectly.

Independence

1. Cannot solve simple questions independently.
2. There is a clear lack of independence. Constantly needs help, tips, directions.
3. Sometimes there is a lack of independence and then you need help in your work.
4. Independence is moderately developed.
5. Independence is sufficiently developed. Resolves many issues related to work.
6. Has great independence in resolving work-related issues.
7. Has exceptional independence in work. He solves all issues without waiting for anyone's help.

Culture level

1. The level of culture is extremely low, primitive interests and needs.
2. The level of culture is quite low.
3. The level of culture is not very high.
4. Has an average level of culture, characteristic of many people.
5. Has a fairly high cultural level.
6. Has a high cultural level.
7. Has a very high cultural level.

Ability to understand the essence of the matter

1. The ability to understand the essence of the matter is practically absent. Even a simple thing needs to be explained many times.
2. The ability to understand the essence of the matter is poorly developed. Often, when studying a particular issue, he cannot distinguish the main thing from the secondary.
3. The ability to understand the essence of the matter is not sufficiently developed. When studying a particular issue, it is difficult to distinguish the main from the secondary.
4. The ability to understand the essence of the matter is moderately developed, satisfactorily distinguishes the main from the secondary when studying various issues.
5. The ability to understand the essence of the matter is developed above the average level, can quickly understand this or that issue and highlight the main thing.
6. The ability to understand the essence of the matter is well developed. Can quickly get to the heart of the matter and distinguish it from the secondary.
7. The ability to understand the essence of a matter is very well developed. He has an exceptional ability to instantly grasp the essence of the issue, immediately understand the situation, and highlight the main thing.

Ability to solve complex problems

1. The ability to solve complex problems is practically absent. Can solve only the most primitive problems.
2. The ability to solve complex problems is poorly developed, can only perform simple tasks.
3. The ability to solve complex problems is not sufficiently developed for work.
4. The ability to solve complex problems is satisfactorily developed.
5. The ability to solve complex problems is sufficient for the job.
6. The ability to solve complex problems is well developed. Copes with highly complex work.
7. Has excellent ability to perform the most complex tasks.

Striving for something new

1. There is practically no desire for something new; he opposes all innovations.
2. Skeptical about innovations and reorganizations, tries to stay away from them.
3. Sometimes he can support a useful endeavor, although he does not particularly like it.
4. Treats innovation and reorganizations quite calmly.
5. Seeks to support many initiatives, innovations and reorganizations.
6. Usually gets too carried away by various innovations and reorganizations, wants to live and work in a new way.
7. Great innovator. His soul is rooting for the new, he cannot imagine how one can live and work in the old way.

Having your own opinion

1. Even on trivial issues he does not have his own opinion.
2. Usually avoids expressing his own opinion even on minor issues.
3. Rarely expresses his own opinion, even in those cases when he has one.
4. Especially expresses his own opinion only in cases when asked about it.
5. Usually avoids expressing his own opinion, sometimes even in cases where it is not very well thought out.
6. Often expresses his own opinion, even on issues in which he is not very well versed.
7. Strives to express his own opinion on any issues, even those in which he has absolutely no understanding.

Ability to see perspective

1. The ability to see perspective is absent. Sees only the current moment.
2. The ability to see perspective is limited. Current issues are so pressing that there is no time to look into the distance, to see the future.
3. The ability to see the future is not developed enough for work.
4. The ability to see perspective is average, like most people.
5. Sees the future quite fully and in a timely manner.
6. Sees and understands the future well, knows how to timely predict the development of events in the future.
7. Has an exceptional ability to see the future and take action in advance, taking into account the development of future events.

Determination

1. There is practically no sense of purpose. Lives without a specific goal, only for today.
2. Usually he does not set any long-term goals in life; any plans extend only to the next month.
3. The goals set in life and in work can rather be called dreams, since they are unrealistic.
4. From time to time he sets goals for himself for several months of his life and tries to fulfill them.
5. Sets very realistic, achievable goals, usually for the next year of life.
6. Has a system of tactical life goals for the coming years and shows sufficient persistence to achieve them.
7. Extremely strong sense of purpose. Sets both strategic goals for life and tactical ones for the coming years. Shows rare persistence and ingenuity to achieve them.

Determination

1. There is no decisiveness, he hesitates and hesitates for a long time before solving the simplest issue.
2. Decisiveness is poorly developed. She is clearly lacking and cannot make a decision in a timely manner.
3. Decisiveness is not sufficiently developed. Sometimes he cannot make a decision in a timely manner.
4. Determination is developed to an average degree. Decisiveness is not always enough, but one cannot be called indecisive either.
5. Determination is sufficiently developed. Most often, determination is enough even when solving rather complex issues.
6. Determination is highly developed. Makes decisions in a timely manner on complex issues.
7. Determination is very developed. Has exceptional speed of decision making.

Perseverance and tenacity

1. Persistence and perseverance are practically absent. He cannot show any degree of perseverance and perseverance in order to complete the task.
2. There is clearly not enough persistence and perseverance to bring the matter to completion.
3. Sometimes there is not enough persistence and perseverance to complete the task.
4. Perseverance and perseverance are developed to an average extent.
5. Most often, perseverance and perseverance are enough to complete the task.
6. Has great persistence and perseverance, does not like to stop until the job is completed.
7. Has very great persistence and perseverance, will not stop until he reaches his goal.

Self-esteem

1. Self-esteem is extremely low, always underestimates one’s abilities and capabilities.
2. Quite low self-esteem, often underestimates one’s abilities and capabilities.
3. Self-esteem is below average. It happens that he underestimates his abilities and capabilities.
4. Average level self-esteem. Considers himself no worse, but no better than most people.
5. Evaluates himself above average. Sometimes he slightly overestimates his abilities and capabilities.
6. High self-esteem. Overly arrogant, often overestimates his abilities and capabilities.
7. Very high self-esteem. Extremely arrogant, constantly overestimates his abilities and capabilities.

Efficiency, discipline

1. Diligence and discipline are practically absent. Carry out orders at his own discretion, without considering himself obligated to do so.
2. There is clearly a lack of diligence and discipline, and often does not follow management’s orders.
3. Sometimes there is a lack of diligence and discipline; it happens that he does not carry out certain orders, finding various explanations for this.
4. Efficiency and discipline are developed to an average extent.
5. Sufficient diligence and discipline, tries to accurately carry out management orders.
6. High efficiency and discipline, does not want to deviate from management’s orders even in small things.
7. Very high diligence and discipline, perceives any request from management as an order and begins to fulfill it, even if he sees a more rational solution.

Self-demanding

1. There is practically no demand for oneself. Forgives himself any of his mistakes and misdeeds.
2. There is clearly a lack of demands on oneself.
3. Sometimes you don’t have enough demands on yourself.
4. Self-demandingness is expressed to an average extent.
5. Most often he is quite demanding of himself.
6. Has high demands on himself.
7. Extremely demanding of himself, very worried about his minor mistakes and misdeeds.

Communication skills

1. Constant isolation, concentration on one’s thoughts and experiences prevents one from finding a common language with other people.
2. Has difficulty finding a common language, but does not know how to win people over and work with them.
3. Communication skills are not developed enough for work; they cannot always win people over and find a common language.
4. Communication skills are developed to an average degree. Although not always, he can find a common language with people.
5. Communication skills are quite developed, in most cases they can win people over and find a common language with them.
6. Easily wins people over and finds a common language with him.
7. He knows how to win people over and find a common language with them.

Commitment to advanced training

1. Has absolutely no interest in improving his qualifications and refuses any form of training.
2. Usually not interested in improving their qualifications.
3. Has little interest in improving his qualifications, and only in forms of training that are convenient for himself.
4. He considers advanced training as necessary for work, although he studies without much desire.
5. Ready for advanced training, willing to study at various courses and faculties.
6. Strives for advanced training in a variety of forms, studies independently, and willingly studies in various courses and faculties.
7. He considers advanced training to be his professional duty, is intensively engaged in self-training, and is always willing to study at various courses and faculties.

Ability to establish business relationships

1. Absolutely does not know how to establish business relationships with other enterprises, as well as with other divisions of his enterprise.
2. There is clearly a lack of ability to establish business relationships with other enterprises and organizations, as well as with other departments of one’s enterprise.
3. Sometimes there is a lack of ability to establish business relationships with other enterprises and organizations, as well as other departments of one’s enterprise.
4. The ability to establish business relationships with other enterprises and organizations, as well as other divisions of one’s enterprise, is moderately developed.
5. The ability to establish the necessary business relationships with other enterprises and organizations, as well as other departments of your enterprise.
6. Ability to establish good business relationships with other enterprises and organizations, as well as other departments of your enterprise.
7. Ability to establish excellent business relationships with other enterprises and organizations, as well as other departments of your enterprise.

Justice

1. There is no fairness in relations with other people.
2. There is a clear lack of fairness towards other people.
3. Sometimes there is a lack of fairness in relationships with other people.
4. Fairness in relationships with other people is manifested as often as in others.
5. Usually fairly fair in assessing other people.
6. Often shows fairness in assessing other people.
7. Always shows fairness in relations with other people.

Politeness and tact

1. Politeness and tact are practically absent. He is often rude and tactless towards other people.
2. There is clearly a lack of politeness and tact in dealing with people.
3. Sometimes there is a lack of politeness and tact in dealing with people.
4. Politeness and tactfulness in relations with people are shown to an average extent.
5. Usually behaves politely and tactfully with people.
6. Often behaves with people quite politely and tactfully.
7. Always behaves with people extremely politely and tactfully.

Focus on business

1. There is no focus on business. Business interests always come last; they are remembered only when it is beneficial.
2. Focus on business is weakly expressed. When resolving certain issues, he is rarely guided by the interests of the case.
3. Focus on business is not expressed enough. When resolving certain issues, he is not sufficiently guided by the interests of the case.
4. Focus on business is expressed to an average extent. When resolving certain issues, he moderately takes into account the interests of the case.
5. Focus on business is quite pronounced. In most cases, when resolving various issues, he tries to proceed from the interests of the case.
6. Focus on business is strongly expressed. When resolving various issues, he is guided only by the interests of the case.
7. Focus on business is very strong. Extremely devoted to the interests of the business.

Performance

1. Performance is very low. Works very sluggishly, gets tired quickly.
2. Performance is low. It works quite slowly, with long rest breaks.
3. Performance below average. It doesn't work very intensively.
4. Performance is no worse than others, works with satisfactory intensity.
5. Performance is above average. Works with sufficient intensity.
6. High efficiency, can work much faster, more intensely and with greater impact than most people.
7. Amazing performance, practically for several people.

Attitude to work

1. He doesn’t like work at all and suffers from it.
2. Doesn't like his job, doesn't like its nature and content.
3. I don’t really like the work, although some of its elements are attractive.
4. In general, I like the work, although I enjoy doing one part of the work.
5. I like my work and approach it with interest.
6. I really like my work.
7. He loves his job very much and devotes almost all his free time to it.

Stability of morality

1. There is no stability of morality. Does not comply with the moral requirements of society.
2. There is a clear lack of sustainable moral values.
3. Sometimes there are noticeable gaps in moral education.
4. The attitude towards morality and values of society is the same as that of most people.
5. Characterized by moral stability, respect and observance of social values.
6. Characterized by high moral stability, respect and strict adherence to social values.
7. Characterized by very high moral stability, respect and very strict adherence to all social values.

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

The article was first published on Executive.ru on December 26, 2006 under the heading “Creativity without cuts.” Re-announced in the content block withinspecial project editorial staff

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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, “to fill 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 capable 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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Personnel evaluation criteria

All methods must take into account the following criteria:

objectivity of assessment)
reliability)
reliability)
predictability)
complexity)
clarity of wording)
opportunity to develop and improve the team.

Only taking into account all the criteria can we talk about the reliability of the assessment results.

Selection steps

Each applicant, before starting work in any organization, must certainly go through several stages of assessment. Only based on the results of these assessments will management make a hiring decision.

This includes the following steps:

selection interview)
filling out an application)
interview or conversation)
professional test)
checking references from previous places of work)
body check)
announcement of the decision.

Only after going through all the stages can you judge whether you will get a job or not.

Preliminary interview

The conversation can be conducted in several ways. Sometimes this is done by immediate superiors, a line manager, rarely the interview is conducted by the HR department. During the conversation, the education and qualities of the applicant are clarified.

Filling out the application

Those who are interviewed will be required to complete an application and questionnaire. At the same time, the questionnaire should carefully find out, with a minimum of questions, what the person is focused on in his work. There may also be questions regarding previous work. Questions should be neutral in nature. In addition, there should be an opportunity to refuse to answer.

Interview

There are a wide variety of interview-type conversations available. These include:

Conversations according to a certain pattern. It is impossible to get the most complete information here.
Slightly formal conversations. In this case, the conversation is more flexible, and, in addition to predetermined questions, the employer can ask others.
Conversations without a specific pattern. In this case, only the topics of the questions are specified in the conversation, and the questions themselves are invented during the conversation.

Professional testing

After this test, the employer will be able to obtain more accurate information about the candidate’s professional abilities. It also helps to identify the applicant’s working style and his possible professional growth.

If the applicant has recommendations, they must be carefully studied. If questions arise, the employer has the right to clarify some information by calling previous places of employment. Sometimes an employer may require a reference or resume in addition to the list of basic documents.

Body check

Must be subject to health requirements and HR may require a health certificate.

The decision is made based on the results obtained. Here the performance of all candidates for the position is compared.

Basic assessment techniques

Modern methods of personnel assessment when hiring are of several types. Each of them requires separate consideration.

Personnel Assessment Center

In their work, such centers use a whole range of technologies that are based on evaluation criteria. As a rule, it is recommended to test the same indicators in different situations. This will help improve the accuracy of the estimate. This technique is used primarily when promoting employees to assess opportunities for professional growth.

Aptitude testing

Allows you to assess the psychophysiological qualities of the applicant. At the same time, the ability to perform work in the chosen position is accurately determined. Most of these tests resemble work that will need to be done.

Aptitude tests

As a rule, these are general tests that do not have a narrow specialization. This implies an assessment of the development of basic mental functions. In addition, the candidate’s learning ability is revealed.

Biography Study

Allows you to obtain data that relates to the personal life of the applicant: marital status, education, physical characteristics, level of intelligence and hobbies. To do this, you can also include personal data from your personal file.

Personality testing

Evaluates the level of development of personality traits. Here the behavioral character of a person is revealed depending on situations. The employer also gets a picture of the candidate’s potential capabilities.

Conversation

It will help to collect information about existing experience and knowledge. Also here you can give a more accurate assessment of the candidate’s professional qualities.

The HR manager needs to clarify all the information presented in the recommendation. As a rule, all recommendations contain contact details of the applicant’s previous place of work. If recommendations were provided by a private individual, then it is necessary to take into account his position in society. The more significant the person, the more reliable the information in the recommendations.

Non-traditional assessment methods

These assessment methods are used extremely rarely. This may include a lie detector, alcohol and drug testing. As a rule, such methods should be determined by the specifics of the proposed work. Only rare employers resort to using them. Even less often are the zodiac sign, initials, date of birth, appearance, voice, demeanor and other minor details that are necessary only in exceptional situations assessed. They do not have any particular impact on performance and professionalism. More common during interviews are logical tasks that require an extraordinary approach to solving and the ability to see the answer in the question itself.

Today, personnel assessment methods for hiring are the best way to understand whether a person is suitable for working in a given company or not.

It is important to note that any technique is subjective. After all, a lot depends on how the applicant presented himself during the interview. Sometimes computers are used for more objective testing results. But they also have their drawback - after all, they evaluate only the candidate’s answers and do not take into account other data.

Personnel assessment cost analysis

Of course, all the methods carried out cost the enterprise or company certain costs. After all, in the modern world, everything has its price. Sometimes the cost of conducting such assessments is a decisive factor in the choice of methodology.

For example, the first two stages of assessment do not require significant costs. The interview requires free time to talk with the candidate. A conversation for hire will require not only free time, but also financial expenses per hour of work. Testing will already require some investment from the employer. After all, it is necessary to develop a test and organize its implementation. Medical examination and checking references are the most expensive methods.

In most cases, simply going through the first three steps, they can already weed out most of the candidates who are not suitable for working in the company. The last three steps are used extremely rarely.

Main tasks of personnel assessment

The most important goals that a company pursues in assessing personnel when hiring is the importance of the person for this particular company. At the same time, it is better if you immediately find a suitable person who will care about the prosperity of the company. Every employer is looking for a person who is passionate about work and is ready to do it efficiently.

Large companies prefer to hire professionals with experience. After all, you no longer need to spend time and money on training them. Such people perfectly understand their worth and know how much effort it takes to conduct the simplest interview. Therefore, in a conversation with them, HR managers or the HR department ask just a couple of questions and study the recommendations.

Methods used for personnel assessment

Previously, when recruiting personnel, companies focused only on interviews and studying resumes and recommendations. However, after Russia entered the international business community, the need arose to carry out various methods for assessing personnel.

Each company tries not only to use ready-made methods, but also to develop its own unique methods.

However, these methods are used only in the case of selecting a significant number of employees. If we are talking about hiring one or two people, then it is quite enough to conduct an interview and, based on the results, decide whether the person is suitable for the company or not.

Until now, not all methods have been fully developed. Until recently, all types of testing and other ways to assess the qualities of personnel were very complex and did not in any way relate to the professional qualities of the candidate. But over time, the techniques have improved and now they are focused on each specific person. That is, we can assume that they make it possible to reveal to a greater extent all the hidden capabilities of the applicant.

+1 -1

In addition, you can use a form for additional assessment of the candidate (Table 3.3).

Table 3.3

Additional candidate characteristics form

Appearance

Untidy

Neat

Pays a lot of attention to his appearance

Pays little attention to his appearance

Behavior

Confident

Uncertain

Shy

Calm

Inadequate

Arrogant

mannered

Straightforward

Insincere

Attentive attitude towards the interlocutor

Inattentive attitude towards the interlocutor

Slurred and quiet speech

Clear and pleasant speech

Too emotional speech

The ideal speech of a speaker

Reasoning

Illogical

Undefined

Clear and logical

Convincing

Unconvincing

Immature

Mature and self-sufficient

Interview rules. Thus, for the interview to be conducted as effectively as possible, the interviewer needs to:

– know the exact purpose of the interview;
– plan the interview in advance (determine the time for the main questions (at least 20 minutes), prepare a list of questions that determine both the abilities and personality traits of the candidate, etc.);
– carefully study the candidate’s resume, as well as other available information (cover letter, application form, letters of recommendation);
– conduct interviews within the office and in a relaxed atmosphere;
– provide the candidate with the opportunity to ask questions about the company and future place of work;
– thank the candidate for his attention to the company and inform him of the exact timing of the final decision.

It must also be remembered that during the interview the following actions by the interviewer are undesirable:

– ask inappropriate questions of a purely personal nature (questions about faith, about the candidate’s intimate life, about health problems, etc.);
– conduct an interview from a position of superiority over the candidate or, conversely, flirt with him;
– sharply criticize, interrupt the candidate, show inattention or detachment;
– delay the conversation with the candidate for more than 2 hours;
– evaluate the candidate based on your own impressions, and not on the characteristics necessary for the position.

Today in modern companies there is a tendency to reduce the number of interviews with a candidate.

Thus, in the well-known company Google, more than 10 interviews were previously conducted with a candidate (with a personnel manager, HR director, immediate supervisor, several colleagues, general director, psychologist, etc.). The company now operates the so-called “rule of five,” which involves conducting no more than five interviews with each candidate for a job at the company. Most often, instead of a traditional interview at Google, intellectual games were held. In addition to the level of intelligence and creativity, today companies have begun to pay attention to the entrepreneurial abilities of candidates.

Types of interviews. Depending on who is organizing the interview, it can be divided into assessment interview with the HR manager, interview with the immediate supervisor And interview with a superior. According to the form of the interview, it is classified as structured (in which a special form is previously developed with a list of basic questions based on the tasks that the employee will solve in a future position, and the personal characteristics required by the candidate for this position), unstructured And semi structured.

You can also highlight biographical interview (questions about past experience and personal characteristics of the individual (Appendix 8), situational interview (case interview), which is a series of hypothetical questions that are asked to the candidate to evaluate him in the situations under consideration. For example: “If you were offered an unethical deal that was very profitable for the company, what would you do?” The so-called projective interview (when the questions are not directly addressed to the candidate). For example: “What can cause conflict in a team?”, “What incentive methods are most effective for a modern employee?”

In addition, they highlight traditional And stressful interview. The purpose of a stress interview is to assess the candidate's ability to work under stressful conditions and make quick decisions in non-standard situations. This makes an extremely negative impression on him, so it is advisable to use a stress interview only in the case of assessing candidates whose work is associated with constant stress (insurance agents, sales managers, secretaries, managers in the claims department, telephone operators), and to use only elements of this interview appearance during a normal interview.

The elements of a stressful interview include: a long wait for the interviewer, an aggressive tone of speech, the indifference and abstraction of the interviewer, interference during the conversation (telephone calls, strangers), the interviewer’s game of “silence”, the fast pace of the conversation, uncomfortable conversation conditions for the interlocutor, constant interrupting the interlocutor, tactless and unexpected questions, etc.

For example, during a stressful interview, the interviewer might ask the following questions.

Why should we hire you?
Are you a good person and why?
Does it happen that you pass on gossip and rumors behind people's backs?
I think you have too much self-esteem, don't you?
Have you ever betrayed a friend?
Are you lying?
If a person is drowning on the shore, will you throw yourself into the water?
Would you like to take your boss's place? No? So are you unambitious and unfocused? Yes? Are you able to go over your head?
Prove that you are a responsible person.

A number of interview experts believe that it is better to abandon a stressful interview altogether, replacing it, for example, with interesting logical tasks that can help reveal a candidate’s endurance in unusual situations, mental flexibility and the ability to quickly find a solution.

One of the first companies to use such methods during interviews were " Google" And "Microsoft". Their leaders sought to find the best candidates who would demonstrate a clear mind, logic, knowledge, experience, mental flexibility, creativity, and emotional reactions. You can identify these qualities using the questions below.

How many golf balls can fit on a school bus?
How many violin manufacturers are there in the world?
Why are manhole covers round?
How many times a day do the clock hands meet?
Explain to a young child what a database is in three sentences.

Control chart method

Control chart method (or programmed control) involves answering “yes” or “no” to a series of questions regarding the employee’s behavior (Table 3.4). All questions may have different significance (specific weight) in determining the overall score. And although this method has a fairly high degree of efficiency due to the possibility of detailing information, it requires additional time to prepare questions for each category of employees, as well as the professionalism of experts when issuing the final assessment.

Table 3.4

Form for assessment using the control chart method

Critical Case Method

Critical Case Method is based on the expert’s description of positive and negative examples of employee behavior in the workplace for a certain time and subsequent analysis of “critical” cases with the employee (Table 3.5). The method allows you to identify examples that correspond to and deviate from organizational norms, and is especially useful during the probationary period for a new candidate, but the technology of the method leads to significant difficulties when comparing employees.

Table 3.5

Assistant Plant Manager Critical Incident Examples

Regular Responsibilities		Critical Incidents
Plant production distribution	Full employment of personnel and equipment for water; orders delivered on time	A new production distribution system has been introduced; the number of orders delivered late was reduced by 10%; the intensity of equipment use has increased by 20% over the past month
Control of raw materials and inventories used	Minimizing inventory costs and good partnerships with relevant suppliers	Inventory holding costs increased by 15% over the past month; overproduction of parts "C" - by 30%
Equipment health monitoring	No production disruptions due to equipment malfunction	A new system for preventing plant equipment malfunctions was installed; prevented machine breakdown due to a malfunction of one of the components

Samygin S. I.[etc.] Personnel management. Rostov n/d: Phoenix, 2001. P. 311.
Dessler G. Human Resource Management (11th Edition). New Jersey: Prentice Hall, 2007. P. 342.

Interview assessment results form. How to assess and test the moral values ​​or determination of an employee during an interview: how does a sample protocol help? Collective review and high standards