1、Chapter 7Interviewing CandidatesOutline of Chapter 7Basic features of interviewsTypes of interviewsStructured versus unstructured interviewsInterview content(types of questions)Administering the interviewPanel interviewsPhone and video interviewsComputerized interviewsAre interviews useful?Outline o

2、f Chapter 7Designing and conducting the effective interviewThe structured situational interview（reference）Step 1: Job analysisStep 2: Rate the jobs dutiesStep 3: Create interview questionsStep 4: Create benchmark answersStep 5: Appoint the interview panel and conduct the interviewsOutline of Chapter

3、 7How to conduct an interview (emphasis)Structure your interviewPrepare for the interviewEstablish rapportAsk questionsClose the interviewReview the interviewWhat You Should Be Able to Do1 、List the main types of selection interviews3、Explain and illustrate each guideline for being a more effective

4、interviewer4、Effectively interview a job candidateInterviewAn interview is a procedure designed to obtain information from a person through oral responses to oral inquiriesA selection interview is a selection procedure designed to predict future job performance on the basis of applicants oral respon

5、ses to oral inquiriesDefinitionBasic Types of InterviewsSelection interviews three classifications are to be discussed fully in this chapterAppraisal interviews are given following performance appraisals and will be discussed laterExit interviews are performed when employees leave the company and wi

6、ll be discussed in later chaptersSelection InterviewsHow its structuredHow its administeredThe contentHow Interviews Are StructuredDirective NondirectiveFIGURE 71Officer Programs Applicant Interview FormSource: Adapted from /jobs/dc/DCPrograms/OProgramForms/PDFS/DCA/Interview%20CG-5527.pdf. Accessed

7、 May 9, 2007.ContentInterview contentSituationalBehavioralJob related StressSupplement: Design Skill of Situational Interview必須有一定的情景或背景資料。沒有統(tǒng)一答案，給每一個應(yīng)聘者留有充分的回答問題的空間。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)聘者無須事先準備，均可從過去的知識和經(jīng)驗中去獲得自己的答案。應(yīng)能留給面試考官繼續(xù)提問的線索。Samples of situational interview Case I:在一個風(fēng)雨交加的黑夜里，一位汽車司機因自己所駕駛

8、的汽車的一個輪胎爆裂而不得不用汽車的備用輪胎更換，此時，因風(fēng)大雨大，司機不小心把固定輪胎的螺帽滾落到下水道里，頓時這位司機就束手無策了。正當司機一籌莫展之時，有一位智者走過來，在沒有求助任何機構(gòu)的情況下，他告訴了司機一個方法：把其他三個輪胎各卸下一個螺帽來固定備用輪胎。司機因此能夠把汽車安全開到目的地。 Questions：1如果您是某公司的領(lǐng)導(dǎo)，你從這個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)，你從這個故事中獲得了何種重要的教訓(xùn)？3請談一些人力資源管理方面的心得。Analysis：1、本面試題的背景是風(fēng)雨交加的夜晚，司機遇到了困難。2、本面試考官無須考生回答如何處理這個困難，面試題

9、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，輪崗問題等；有管理方面的啟示，如工作之前的準備，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，與考生隨機地展開討論。5、考官可從考生的回答中了解考生的工作經(jīng)驗和臨場應(yīng)變能力等。Case II 某公司總經(jīng)理出國考察出了車禍，必須較長期住在國外治療，在總經(jīng)理出國期間負責(zé)行使總經(jīng)理職權(quán)的周某，恰在此時向領(lǐng)導(dǎo)遞交了辭呈，決定辭去副總經(jīng)理的職務(wù)，離開公司另謀他就。Questions：1、請你分析一下主持公司的副總辭職的原因。2、如果你是這個公司的第三把手，你會采取什么態(tài)度。3、如果你是該公司董事會

10、的董事長，面對這種情況你會采用何種決策？請把你的工作思路和工作流程表達出來。Samples of situational interview(Cont.) 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為是有根據(jù)的。2、本面試題能相當好地考察應(yīng)聘者的工作經(jīng)驗和人際關(guān)系的經(jīng)驗。3、應(yīng)聘者在該面試題中必須面臨三個角色的扮演。Puzzle Questions “Mike and Todd have $21 between them. Mike has $20 more than Todd. How much money has mike, and how much m

11、oney has Todd?”$0.50$20.50Interview AdministrationHow its administeredPersonalUnstructured sequentialStructured sequentialPanelMass ComputerizedComputerized InterviewsComputers, not peopleSpecific questionsMultiple-choice formatRapid-fire(急速的) sequenceRequires concentrationHelps reject unacceptable

12、candidatesSaves timeAre Interviews Useful?Interviews are a good predictor of performance nowInterviews should be structured and situationalBe careful what types of traits you try to assessCheck out recruiterchat at this page5 Steps in Interview DesignJob AnalysisRate the Job DutiesCreate Interview Q

13、uestionsCreate BenchmarkAnswersAppoint Panel & Conduct Interviews工作表現(xiàn)維度最差表現(xiàn) 1分較差表現(xiàn)2分中級表現(xiàn) 3分較好表現(xiàn)4分頂級表現(xiàn) 5分1.按照公司規(guī)定辦事2.能迅速及有效地解答來電問題，而非因語言若其他原因延誤了解來電的轉(zhuǎn)達3.熱情地接待訪客，及明白其來訪目的，而不會讓不速之客騷擾同事4.有禮貌及清楚地使來訪及來電者明白事情的進展情情況，而非半途而廢，及冷漠地拖延工作5.主動地工作，及令客人感到滿意，而非在工作上犯錯及拖延工作進度工作崗位：接待員How to Structure and Conduct Your Inte

14、rviewBase questions on actual job dutiesUse knowledge, situational questions and objective criteria to evaluateTrain interviewersUse same questionsHow to Structure and Conduct Your InterviewRating scales to rate answersUse panel interviewsUse a structured interview formControl the interviewPrepare f

15、or the InterviewDo interview in a quiet room with no interruptionsReview resume and make notesKnow the duties of the jobFocus questions on skills that are a mustDont make snap judgmentsEstablish Rapport& Ask QuestionsPut the interviewee at easeBegin interview with an ice breakerBe aware of the appli

16、cants statusFollow your list of questionsAsk for examplesMention you will contact referencesClose and ReviewLeave time to answer questionsEnd on a positive note(積極的調(diào)子結(jié)束面試)Inform in writing of a decision if thats your policyReview notes and fill in structured formTimely review reduces snap judgments

17、How to Be a Good Interviewee+ Be prepared by learning about the company, the job and the recruiters+ Uncover the interviewers real needs and relate to those needs+ Pause, think, then speak+ Nonverbal behavior important + Make a good 1st impression, be enthusiastic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，

18、并按照重要程度排列。（15分鐘以內(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)和主要能力寫出招聘面試題目及其評分表格。（20分鐘以內(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家組，進行本組職位的招聘活動。（5分鐘以內(nèi)）接著，每個小組開始面試，并按照相應(yīng)的面試評價量表打分。（20分鐘/面試者）最后，每個招聘專家組給出每位應(yīng)聘者的面試得分，并說明判斷的依據(jù)，作出錄用決策，將結(jié)果交給老師。（10分鐘以內(nèi)）In-Class Mock Interview ： How to conduct interview一、面試前的準備階段至少要15分鐘準備、5分鐘瀏覽簡歷 二、面試的開始階段 努力創(chuàng)造和諧的面談氣氛 三、正式面試階段多問開放式/引導(dǎo)式的問題（STAR行為表現(xiàn)面試法）注意傾聽、不要忽略非語言行為 面試的速度注意求職動機、離職原因等四、面試的結(jié)束階段 留十幾分鐘給他提問題、整理筆記表示感謝、維護候選人自尊 面試的程序4.Why do you think situational interviews yield a higher mean validity than