In large companies, trained specialists, recruiters, are engaged in the search and selection of personnel. Then other employees (for example, department heads) are only partially involved in the process of hiring newcomers: they guide recruiters, what kind of person is missing in the team, what are the mandatory requirements for candidates (education, experience, etc.). They are also invited to an interview to ask purely professional questions, and then to express an opinion on how a person will fit into the team in terms of personal qualities.

But what if there is no recruitment department in your company, and you are instructed to find and hire a competent person? How to prepare for an interview, conduct it, draw conclusions based on the results? Take advantage of the recommendations from our article.

Preliminary steps

In many ways, the quality of the interview and the success of hiring a new employee depends on which candidates will be invited for an interview.

A personal meeting between the employer and the applicant is usually preceded by the following stages:

• Job preparation. The text should not be template - it is important to reflect in it the real requirements for the candidate (education, experience, knowledge, skills) and what tasks he will have to perform. Whether to place payment terms, each company decides individually.
• Job posting: on specialized sites on the Internet, in newspapers, on bulletin boards, an official message for staff (suddenly someone has a friend with the right qualifications).
• Accepting applications (resume) from candidates and preliminary selection of those who fit on formal grounds. By the way, usually among those who responded - the lion's share of those who do not read the requirements of the vacancy at all.

Phone interview

Often, after reading the resume, it seems that the person is the one who is needed. But a five-minute conversation convinces that this is not at all the case.

To build a conversation with a candidate on the phone should be as follows:

• It will be correct to introduce yourself, to clarify whether it is convenient for a person to talk. Perhaps he has not yet quit his previous job, and will ask permission to call back in the evening.
• Briefly Remind About Your Job: Candidates usually send resumes to many employers and may forget which job they are talking about.
• By phone, you can clarify details that are not explained in the resume or are simply incomprehensible.
• It is appropriate to ask for information that is relevant to the vacancy.
• If it is obvious that the candidate is not suitable for one reason or another, you can politely thank for your time and say goodbye without wasting yours and his time.
• When a candidate seems suitable, you can immediately set the date and time of the interview. If the applicant needs to bring something with them to the meeting, for example, documents and a portfolio, warn about it.
• It is possible to conduct a preliminary interview via Skype. This makes it even easier to form an opinion about the candidate, because there is eye contact.

Where to begin

In order for the meeting to be productive, before the person comes to the conversation, it is necessary to draw up a conversation plan and a list of questions.

Moreover, if such a task confronts you regularly, such a plan will come in handy in the future.

• When the person arrives for the interview, introduce yourself and greet them. You can invite the applicant to leave outerwear, ask if he wants a cup of tea, coffee or a glass of water. Ask how he got there, whether it was easy to find the office. Invite to join. This is how we show our cultural level and allow a person to relax a little.
• Then you should spend a couple of minutes talking about your company - about its products, goals, corporate culture, advantages, history.

For the interview, do not forget to bring pre-prepared questions and a resume of the candidate with you.

How to write questions

Questions depend on what kind of knowledge, skills, personal qualities are needed for a person to do his job well and take root in a team.

• Perhaps the company already has a document that describes all these requirements: competency model, job description, position profile. Then, when composing questions, you can focus on them. Just make sure that the document is up to date and describes the real needs of the firm.
• If there is no guideline, you will have to make a list of the necessary requirements yourself, always in writing. For example: a man or a woman from 25 years old; with at least three years of experience in a similar position; education - higher, economic; knowledge of English at the Pre-Intermediate level; knowledge of specialized programs and a package of standard office programs; responsibility, accuracy, purposefulness, non-conflict.
• Based on the above requirements, questions are selected.

Questions should be as precise, concise, relevant, and sensitive as possible. It is very important to write them down and take them with you to the interview - especially if you are interviewing for the first time.

It is necessary to formulate open-ended questions that require detailed answers. Since candidates often give socially expected answers in interviews, it is easier to feel insincerity this way.

If the task of conducting an interview comes up regularly, you can prepare a list of template questions.

But it is important to supplement them with those that relate to communication with a specific candidate (concerning his profession, biography, experience).

Examples of professional questions

To get started, you can ask the applicant to briefly describe himself. Just to understand how he formulates thoughts and whether he clearly states them, what he considers important in his biography, what he is proud of, and what he tries not to remember.

Then you can move on to questions of a professional nature. They may relate to highly specialized knowledge and skills, general business qualities, the correspondence of a person to the characteristics of the team and the corporate culture of the organization.

• “Tell us about your work in previous companies (if you are interested in a specific one, you can specify its name). What projects have you managed to implement? What difficulties arose in the process, how did you solve them?
• "What software do you use - and why it, what are the benefits?"
• "Let's switch to English for a while." This is the best way to test the level of English proficiency if the interviewer knows it well.
• “Imagine that in the process of work you have a difficult situation (it is important to describe in detail some difficult production task). How will you solve it?"
• “How do you feel about (name outdated and new approaches to performing certain duties). Why?"
• What new things did you bring to your work? How did you improve its effectiveness?
• “Can any of your former colleagues and managers make recommendations regarding your candidacy?”
• “Tell us about your professional goals for the coming year. How do you plan to achieve them?
• “What interested you in our vacancy?” (this allows you to assess whether a person sincerely wants to get to work for you, and what exactly he likes).
• "What are your salary expectations?"
• “Do you have the opportunity to stay late at work in case of unforeseen circumstances?”
• “Have you had conflicts with colleagues or superiors? Who was to blame for them? How did you solve them?
• “Tell me about your biggest mistake at work. Why did this happen, how did you get out of the situation?
• “Do you consider yourself a responsible (purposeful, creative, executive, etc.) person? Give examples from practice that confirm this.
• “Why do you think people are not ready to work on their mistakes (come to work on time, offer new ideas to improve work processes)?”. When answering such questions, a person seems to be talking in general, but in fact, most likely, about himself.
• “What qualities did you appreciate, and what, on the contrary, did you not like in your former colleagues?”
• “Describe your ideal place of work”
• What traits do you think an ideal leader has?
• "Why did you leave your previous job?"

If what the person describes is diametrically opposed to what you have to offer, chances are they won't last long in the company.

Listening to the answers of the applicant, it is important:

• Pay attention not only to words, but also to gestures, facial expressions, tone. If something is worrying, it is advisable to ask additional questions.
• Taking notes - it's impossible to remember everything a person says, and taking notes will help you make the right decision after the interview is over.

Examples of Personal Questions

When composing such questions, one must be extremely careful not to overstep the personal boundaries of a person, on the one hand, but on the other hand, to find out the nuances that are important from the point of view of the position.

Examples might be:

• Tell about your family. What do you value in each member of your family?
• What are your hobbies, how do you spend your personal time?
• Do you like to read? What books and films do you like?
• List your top three strengths and three weaknesses.
• Do you have bad habits?

After you have asked questions from a pre-prepared list, think - perhaps additional ones appeared during the conversation?

Test tasks

Some professions offer the opportunity to ask the candidate to complete a small test task immediately after the interview, if it seems to you that the person fits the job.

• There are specialties with which everything is simple: for example, an editor can edit a small text, a translator can translate it.
• And there are those with whom you will have to cheat a little, but still check important competencies right during the meeting. For example, if a man comes to the interview, applying for the position of a loader or warehouse worker, and a woman is interviewing, you can ask him to help move the box and pay attention to how carefully he takes it, carries it, puts it in place.
• For potential sales employees, the classic tricks are used - "Try to sell me this pen."
• To assess many qualities, special techniques are not required - the very behavior and manner of speaking are the test.

If competent speech, politeness, attentiveness, openness are important for the position - all this is manifested in the process of communication.

However, it is worth making an allowance for the fact that in an interview a person usually tries to behave better than he is used to.

Interview duration

There are no clear criteria. Perhaps, right at the beginning of the conversation, some circumstances will become known that will show that further cooperation is impossible. And it may take two hours - especially when it comes to a responsible position.

Get a Helper

If you are worried that you will not be able to objectively assess the qualities of a candidate during the conversation - for example, due to lack of experience, ask one of your colleagues to help. Let it not be an experienced interviewer, but just an insightful person. Together, it is easier to notice significant nuances than alone. And after the candidate leaves the office, you can exchange views.

For an employer, the goal of an interview is to get to know the potential employee as best as possible, thereby minimizing the risks associated with recruitment errors. A well-conducted interview not only provides the most complete information about the real possibilities of the candidate, but also increases the candidate's motivation to accept your offer. How to build an effective interview?

The ability to create a trusting atmosphere that will help the candidate overcome stiffness and tension, choose the most appropriate form of interview in this case, simulate situations that allow revealing different sides of the personality and assess the professional level of the candidate, comes with practice.

Basic provisions

1. The candidate must receive in advance (in writing or by telephone) the date and time of the interview, with clear instructions on how to get to the office.

2. The secretary must be informed 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. Determine the questions you intend to ask. If you don't, the candidate may start interviewing you.

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

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

7. Don't be biased. The first impression is often dictated by prejudice and may be completely unfounded.

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

9. Immediately call the candidate by name and patronymic and do it as often as possible.

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

11. Treat the candidate the way you would like to be treated if you were to switch roles.

12. Give the candidate information about the position, both its good and bad sides. This includes employee requirements, working hours, working conditions, promotion opportunities, etc.

13. Speak slowly and clearly, allowing the candidate sufficient time to absorb 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. Don't brag about your firm or job offer. Don't make promises you can't keep. Don't exaggerate promotion opportunities: if there aren't opportunities, a frustrated employee may resent you, which will affect their performance.

Structured interview

A structured interview is a very complex procedure. But this is quite justified, especially when selecting employees for the most responsible positions.

A structured interview is characterized by the following:

The interview is based only on job responsibilities and requirements that are critical to the performance of the job;

The interview program contains four types of questions (situational, qualifying, simulating a work situation and relating to general requirements for personnel);

There are pre-prepared (reference) answers for each question: candidates' answers are evaluated on a five-point scale by comparison with clearly defined criteria;

A group of experts is involved, which provides an independent assessment of the answers of each candidate by several experts;

Interviews are conducted in full with each candidate, the whole procedure is followed carefully to ensure absolutely equal conditions;

The results of the interview are documented in detail.

When conducting interviews, in whatever form they are conducted, be sure to write down your observations, impressions about the candidates.

A clearly structured interview ensures a more objective selection and equality of conditions. If all candidates are asked the same questions in the same sequence (make sure to document your interview), it will be easier to compare candidates.

One-on-one interview

One-on-one interviews have their advantages and disadvantages.

Advantages:

It is easy to agree on a convenient time and place for both of you;

Casual conversation in an informal setting;

The candidate feels more relaxed seeing only one interviewer and is more likely to reveal his essence;

It is easier for the interviewer to control and steer the conversation in the right direction.

Disadvantages:

Perhaps this is an unreliable method of evaluation (for example, you have an involuntary bias against certain types of people, which may affect the choice);

You may be a poor interviewer, unable to evaluate the right candidate;

You may be inexperienced and it will be difficult for you to make a decision.

group interview

In a small business, the team may include you, your immediate supervisor, and, if the job is specialized, an expert in the field (to assess the candidate's knowledge and experience).

Benefits of a group interview:

A fairer and more accurate evaluation method, since all interviewers cannot be biased against one candidate;

Interviewers can share responsibility for questions asked and choices made;

This will make a stronger impression on the candidate;

It's easier to take notes about a candidate without disrupting the flow of the conversation.

Disadvantages:

The candidate may be nervous in the presence of several people;

It can be difficult to get all the candidates and interviewers together;

Tensions can develop between interviewers if one tries to dominate.

The Art of the Interview

Questions should be clear and concise. The candidate should focus their attention and efforts on answering your questions, not on deciphering the questions themselves. Use simple and clear words. Do not ask several questions "in one breath". It is advisable to group questions by topic, smoothly moving from one to another. Sometimes it's worth emphasizing, "Now that we've sorted out the issues related to your education, let's talk about work experience." Don't let the conversation veer off course. If the answer of the interlocutor led away from the essence of the question, ask him again: "I'm sorry, I meant ...".

Get the candidate to talk more than you do. Remember that you are interviewing him, not he you. A savvy candidate can talk to you in such a way that the most favorable impression of him remains, although you listened to yourself.

Pay attention to the questions he asks you.

- The "golden rule" of the interviewer: 20% of the time asking questions and 80% listening.

Perceive the candidate with all the senses. Wordless contact is just as important as verbal contact. Pay attention to the candidate's facial expressions, gestures, postures, eye expression.

Often important information is provided by answers from areas far from the immediate subject of the conversation. For example, someone who enjoys hang-gliding is essentially letting you know that they like to take risks. If he built the house himself, it means that he is persistent and can do a lot himself.

Building questions

A good interviewer, in order to extract the maximum amount of reliable information, uses a wide range of questions, different both in content and in form. What are these questions?

1. Open-ended questions - These are preferred as they force the candidate to "open up" better, such as "How well do you work under pressure?".

2. Questions that require unambiguous answers, for example: "Are you ready to start working from Wednesday?", "Have you worked at JSC Perspektiva for 2 years?".

3. Questions that aim to more realistically evaluate the answers to previous questions: "Have you ever had situations in which everything was not so successful?".

4. Questions illustrating the story of the style of behavior: "Tell me about how you did ..." or "Give an example of how ...".

5. If something has alerted you, then ask: "Have you had to behave in a similar way in other cases?"

6. To guide the conversation, you can use the "isn't it?" ending, for example: "Since we don't have much time, I think it's worth moving on to the next round of questions, isn't it?".

7. Mirror questions, when you repeat the candidate's statement in an interrogative form and pause. For example, if the candidate said that he is sociable, the mirror question is: "Are you sociable?".

8. Questions that require choice and justification, for example: "I would like to know what would you prefer if ...?".

9. A situation is proposed and you ask for the other person's opinion, for example: "I always thought that you should serve the client only after he paid the bill, but what do you think?".

10. Leading questions: "We believe that the client is always right, but what do you think about this?".

11. A series of questions to focus on different aspects of the situation, for example:

"Can you work in emergency mode?";

"Tell me about situations when you had to do this";

"Was it difficult to meet the deadline?";

"How did the critical situation arise?";

"Whose fault?";

"What did you do?" etc.

By issuing a whole series of questions in one round, you can test whether the candidate is able to quickly absorb information and make decisions under stress.

12. Questions that develop the previous answer: "Tell me more about it", "Give an example", "It's interesting", "What did it teach you?".

What is worth finding out

Why did the candidate leave his previous job; Have the terms of the contract been violated by the candidate?

The real reason he wants this job.

Is the candidate diligent or lazy?

Does the candidate have a fast reaction time?

Is the candidate open to new things or is he stubborn and dogmatic?

Is the candidate observant?

Is the candidate proactive or does he need to be given orders?

Is the candidate meticulous in his work (and slow in execution), or is he quick but sloppy?

What you should pay attention to:

The candidate has changed many jobs. More than one job a year is a wake-up call. Preference should be given to someone who has worked at each place for at least 2 - 3 years.

Colorful descriptions of their own achievements. Try to make sure during the interview that these are not obvious exaggerations.

Vaguely worded job titles. Ask what were the real job responsibilities at each job. You should not assume that a certain position in another company means the same as in yours.

Remember that for some positions, previous experience is not required and may even be a disadvantage for this candidate if you intend to train him to work in accordance with your requirements.

Traits

Is the person tactful, restrained, confident?

Is it easy to communicate with him?

Is it compatible with other employees in the group?

Does he like loneliness or does he enjoy being in public?

Try to ask questions that could not be answered with standard answers. Pay attention to nervousness - in general cases this is not a big deal, but sometimes it can be extremely important.

You should also find out what his adaptability is, since this is a very important character trait. The lack of psychological flexibility creates serious problems because it hinders the growth and development of the employee.

Appearance

You have every right to expect that a candidate who appears for an interview will look neat and well-groomed. This indicates his inherent sense of dignity and suggests that his work will be of the same accuracy.

If he comes to the interview in a "non-presentable" way, be sure that he will look no better when he comes to work. Conversely, just the fact that he came to the interview dressed as an IBM salesman should not lead you to think that this is how he will always look at work.

Intelligence and education

Match the person to the place. If you assign highly qualified people to lower positions, you will have a lot of dissatisfied employees and there will be employee turnover.

Conversely, do not appoint low-skilled people to positions where, despite all their best sides, none of them can cope with the duties. You will only let them down and yourself. Book knowledge is rarely directly applicable at work, although it can inspire the candidate with an illusory belief in their own capabilities. Sanity and the desire to learn are always more valuable than academic education.

Inquiry

In recent years, inquiries have become the main method of obtaining information from third parties. It usually follows a survey. In the questionnaire, the candidate is asked to indicate several people who know him closely, who can confirm the information provided and additionally characterize him as an employee.

At the same time, the firm stipulates its right to independently collect information necessary for making hiring decisions. Sometimes information is requested about colleagues, friends, senior comrades, relatives, teachers who could characterize the applicant.

Two forms of information collection predominate: a written request and establishing contact with a representative of the former employer by telephone. If the applicant is applying for a managerial position, HR departments are interested in his leadership style, attitude to new things, ability to work with people, attitude to taking responsibility for decisions.

In terms of verifying factual information, HR specialists are most often interested in the level of payment at the previous place of work, the amount of bonuses; the volume and quality of the work performed, information about labor discipline and the number of missed working days (including due to illness), the health of the employee, the reasons for dismissal.

If the applicant himself receives the review in his own hands for transmission at the place of request, the truth is not guaranteed: many people will not want to write their real opinion about the applicant, since the latter can read it. As a result, the authors of such letters either focus on the applicant's shortcomings or exaggerate his good features.

A special jury of the employer's organization, familiar with the specifics of the job, sets out these special requirements in order of their importance. A request for a letter of recommendation is then sent asking the former employer to evaluate the applicant. An additional check is also carried out by phone (especially at the last place of work and education).

How to Build a Conversation with the Candidate You've Chosen

So the selection process is complete. You have identified which of the candidates to whom you will offer a job. It’s good if you have one or two more candidates in reserve, who also basically suit you. Experience shows that it is not uncommon for a candidate who has shown interest in your offer to be hired for one reason or another.

The message to the candidate that the company has chosen him is usually done by phone. Do not forget that if you call for work, then discussing this issue with your interlocutor may be uncomfortable at the moment. Be sure to start by asking if he has the time and whether it is convenient for him to discuss this issue with you.

If you call and say that you offer him to take this place in your company, then it is likely that you will hear the standard thanks and a request to postpone the decision for a while to consider the offer. The candidate may have a variety of reasons for this, for example, he may expect a response from another firm, which seems to him more attractive. He can just fill his own worth. But in any case, such an end to the conversation is completely unprofitable for you.

It is better to call and start by asking if your interlocutor has retained interest in the position for which he contacted you - as a rule, this is always followed by a positive answer. Check if he has any questions during this time. It may be appropriate to postpone their discussion until a personal meeting and discuss after the candidate has familiarized himself with the proposed contract.

Perhaps he will find answers to his questions in the text of the contract, or, on the contrary, new ones will appear. Now you can move on to your proposal. Thus, the conversation script itself will lead to an immediate solution convenient for you.

After receiving oral confirmation, it is advisable to give the candidate two copies of the contract. From the moment the contract signed by the candidate is returned to you, he is considered to be actually hired. But this does not exclude the need to complete the formalities for the admission of an employee by issuing an order.

If during the interview it was not possible to discuss or sufficiently clarify some issues, for example, about the conditions of payment and other incentives, then this issue should be discussed additionally when concluding the contract.

Major mistakes in hiring

1. The qualities required for the job are not clearly defined.

2. Repeated interviews with the same questions.

3. False interpretation of the candidate's data. Hypothetical questions like "What would happen if ..." lead away from the right path. Leaders "fall in love" with a person who knows how to "tell a beautiful story." Interviewers become victims of psychological projection. In the actions of others, they see motives that actually belong to themselves.

4. Evaluation under the influence of prejudices. An executive who dislikes long hair, likes attractive women, or has his own opinion of the "typical engineer" may or may not be aware of his biases. But they color personal decisions to a greater or lesser extent.

5. Halo effect. The strength or weakness of a signal about some qualities is often seen as the strength or weakness of a signal about others. Eloquence does not testify to outstanding abilities, just as its absence does not give grounds for distrust.

6. Rough decisions. The manager can actually make a decision by glancing at the application for admission, glancing at the candidate's face, shaking his hand. The interview thus becomes a formality. Information that supports the initial assessment is digested, and evidence that contradicts it is eliminated.

7. Excessive sensitivity to negative factors. Hypertrophied sensitivity to signs of negative characteristics.

8. Unnecessarily high confidence in the interview. Lack of confidence in other methods of collecting information (for example, tests).

9. Lack of a selection system. A lot of time is spent interviewing unqualified people. The absence of a system means that some data is controlled and some is not, some candidates are tested, others are not.

10. Lack of a decision-making system. Leaders too often compare their impressions spontaneously, without systematizing the conclusions.

11. Big hurry. The desire to fill the workplace without delay.

12. Relative ratings instead of absolute ones. Decisions are often made in terms of the relative suitability of the candidates on hand, rather than in terms of the true requirements of the candidate for the position. After interviewing several unsatisfactory candidates, the average seems to be the best.

Bibliography

1. Zakablutskaya E. Effective interview. 100% recruitment. St. Petersburg: Peter, 2009.

2. Ivanova S. The art of recruitment. How to rate a person in an hour. Moscow: Alpina Publishers, 2009.

3. Korda F. Interview with staff. 14 basic situations. Moscow: Pretext, 2008.

S. Faybushevich K. e. PhD, Associate Professor, St. Petersburg State University of Economics and Finance

Federal State Budgetary Educational Institution

higher education

"Vyatka State University"

(Vyatka State University)

Facultytechnology, engineering and design

Department of Pedagogical Education (with two training profiles)

abstract

The concept of interview, its goals and objectives. Types of interviews. Interview Methodology »

Performed:

3rd year student of the facultytechnology,

engineering and design

groups Podb-3801-56-20

distance learning

Turubanova Victoria Sergeevna

Teacher:

Kleptsova Elena Yurievna

KIROV

2018

Content

Introduction

The concept of the interview, its goals and objectives

Types and types of interview

Interview techniques

Conclusion

Introduction

Today, most leaders understand that the success and prosperity of an organization largely depends on its employees. In a highly competitive environment, the one with the best team wins. That is why managers pay so much attention to the issues of effective employee management, their motivation, training and development. However, without quality personnel selection, any work with human resources is doomed to failure.

A number of modern studies of the Russian labor market show that about 80% of workers who leave of their own accord make such a decision even in the very first days of their service. Likewise, most managers make the decision that a new employee is not the one they need within a maximum of the first two weeks of the start of the job. Given such disappointing statistics and the importance of employee qualifications for the efficiency of the company, one can judge the high relevance of the topic of proper organization and conduct of interviews. After all, it is on the basis of the information obtained as a result of the interview that managers decide whether the candidate will work in their company or not. Accordingly, it is not the fact of the interview itself that is of high importance, but its high-quality preparation, the correct wording of questions and the completeness and reliability of the data obtained as a result of the interview.

When hiring new employees, the organization usually has only documentary data about it. In this case, the conversation of representatives of the organization with the applicant is of great importance. Even non-managerial employees are rarely hired without at least one interview. It is best to conduct it to the future direct manager of the employee applying for the position. The selection of a high-ranking manager may require dozens of interviews that take several months. The interview is intended to clarify some of the candidate's business qualities and get to know him personally. First of all, the knowledge of the specialist in the case for which he undertakes should be clarified. The specific content of the knowledge test is determined by the description (qualification) of the workplace. It is checked how much the applicant understands the upcoming work (functions, technologies), knows the technical means that he will use.

Target - to study the methods of interview and its content, as the main method of personnel selection.

Main tasks - analyze:

types and types of interviews;

interview methodology.

1. The concept of an interview, its goals and objectives

By its very nature,interview It 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 may unfortunately become) in a 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 for attestation.Assessment Interview - identification of individuals with the necessary abilities and goals that could become good employees of the organization. Most interviews have specific goals. Evaluation interviews may include issues such as establishing and improving mutual understanding between the manager and his subordinate, or changing the attitude of a subordinate to a particular problem or aspect of his work.

In a selection interview, the task may be to select (by the organization) a candidate with the most appropriate level of ability and motivation to perform the job in accordance with the requirements and select (by the candidate) the organization as the appropriate place to apply their abilities.

The overall goal of any interview is to uncover the facts, and on that basis to formulate appropriate decisions and develop plans of action that both parties accept for execution. The concept of bilateral commitment is central to meeting the objectives of the interview. Conversation succeeds or fails according to the action it causes, and where there is no obligation, this action either does not take place or is unsatisfactory. This theory may seem unrealistic or nonsensical to those who are accustomed to viewing the interview as an opportunity to exercise their power, or as a case in which the interviewee can be made to walk the verbal string before the interviewer delivers his undeniable (and perhaps foregone) verdict. During the interview during the selection of personnel, a meeting with a potential employer or his representative takes place. The purpose of such an interview is to get to know each other personally, to understand how the employer and the applicant are suitable for each other, and also to discuss the details of cooperation. At the interview, the employer asks questions regarding the education of the applicant, his experience, acquired skills and knowledge. Personal questions are also possible: goals, aspirations in life, what the applicant wants to achieve, what plans he has. The job interview is crucial in the recruitment process. It consists in selecting the right person for the job based on objective criteria that are applied to the candidate in a balanced and fair manner.

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

The interview is one of the most common methods of personnel selection and evaluation. With seeming outward simplicity of application, it is one of the most labor-intensive processes that requires mandatory training of the employee conducting it.

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

assess how this candidate is suitable for the proposed position (that is, assess the professional suitability of the applicant (his professional knowledge and skills, business, individual psychological and psycho-physiological qualities);

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

establish whether the information provided by the candidate is reliable (meaning only 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 find out how a new person will "fit" into the corporate culture of the organization, whether he will be able to accept the principles and norms of behavior operating in the organization.

2. Types and types of interview

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 preference of the interviewer. The results of the interview must be documented. Most organizations use special candidate evaluation forms, if such forms do not exist, you can use the portrait of an ideal employee as a kind of evaluation sheet. The results of the interview should contain an assessment of the candidate and a proposal - to continue or stop working with him. The conclusion of the employee who conducted the interview is transferred to the head of the unit that has the vacancy, who decides on further actions in relation to this candidate.

In order to better assess the professional and personal qualities of a candidate, organizations may seek information from people and organizations who know him or her through studies, work, sports, etc. The Human Resources department may invite the candidate himself to name people who could characterize him, and then interview these people. In both cases - oral or written recommendation, there is a problem of obtaining objective information, since the people chosen by the candidate usually emphasize only his positive aspects.

You can also get 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 in assessing the characteristics of the candidate obtained as a result of such contacts - employees providing information may be biased, not knowing the candidate well enough. 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 interviews with human resource specialists, this interview should allow assessing, first of all, the professional qualities of the candidate, his ability to perform production functions. At the same time, the manager evaluates the degree of his personal professional compatibility with the candidate and the likelihood of successful integration of the latter in the unit. In addition, the manager provides the candidate with detailed information about his unit, the vacant position, and the functions that the candidate will have to perform if he is hired. The results of the interview are recorded by the manager using a standard form for this.

The most common type of interview isone-on-one interview , during which one representative of the organization meets with one candidate. However, other types of interviews are used today, during which one representative of the organization meets with several candidates, several representatives of the organization talk with one candidate, several representatives of the 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, although it is much more difficult to talk with 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 increase the costs of the organization. The presence of several people on both sides greatly increases the complexity of the interview process and requires careful preparation and consistent behavior of the interviewers.

The ability to conduct interviews professionally and competently is the key to success not onlypr-managers and recruiters of recruitment agencies, but also owners of their own business and employees in leadership positions.

Every day, the toolkit of recruiters 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 (interviews) that millions of employers around the world use every day.

By functionality:

screening interview;

Screening interviews are usually conducted over the phone. The main purpose 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.

selection interview;

The screening interview is the next stage in the interaction of the recruiter with 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 who decide on further interaction with applicants, the number of meetings with each specific person is also determined. Thus, at this stage, one candidate can 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 recruitment.

final interview.

There are 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.

If the finalist turned out to be one - the formal procedure for introducing a new employee to the position.

According to the structure of the event:

free interview;

One of the most common types of interviews. This type of interview can be used for one of two reasons: the lack of personnel assessment skills of the specialist responsible for the selection or the lack of a 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 like the process of getting to know one person with 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 a 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 tested.

situational interview (situational interview);

The methodology is based on the study of human behavior in certain situations (real situations at previous jobs, simulated situations). The information received from the candidate makes it possible to predict his behavior in the company, and, therefore, to determine how successful the assessed specialist may be in the position in question.

stress interview (stress interview);

One of the most difficult interview methods. To use it correctly, you need to be a highly qualified specialist in the field of recruitment and motivation of personnel. The essence of the technique is to create a stressful situation for the candidate and evaluate his behavior and actions in conditions of emotional irritation. The complexity of conducting such an interview lies in the ability of a recruiter to subtly use irritants, and not, succumbing to excitement, spoil the mood of himself and his interlocutor, depriving himself of the possibility of further interaction with the applicant. Due to the inept use of this tool by employers, it is notorious among candidates.

competency interview (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 his 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 their mistakes with a detailed description of situations and arguments for their actions. It also uses various professional questionnaires, tests, tasks, cases, etc. Most often, direct heads of departments, departments, services, etc. are invited to conduct this kind of interviews. for substantive discussion of specific skills and knowledge.

mixed interview;

This approach to the construction of evaluation activities is based on a comprehensive study of the professional and personal data of the 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 resource consumption: it takes a lot of time to communicate with each candidate, time to process the information received during communication and interpret the results.

By format:

phone/video interview (preview);

The first step to the interaction of the employer with the applicant. At this stage, the level of general interest of the applicant in the consideration of the proposed vacant position is clarified, and candidates that are unsuitable for formal reasons are screened out. Sometimes such an interview is singled out as an independent recruitment 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 selection of applicants in the event that we are talking about remote (regional selection).

individual interview;

An interview that is conducted with one single specific candidate. Two options for organizing this event can be distinguished here: an interview with a precisely marked time (for example: 02/11/2012, Monday, 11:00) and an interview with a conditionally designated time (for example: 02/11/2012, Monday, from 11:00 : 00 to 18:00).

mass interview.

An interview conducted by an employee or employees of the company with several applicants at the same time. It is most often used in mass recruitment for low-level positions (low-skilled personnel) to reduce the time for preliminary contacts with candidates and increase coverage.

3. Interview techniques

The following are assessed during the interview:

individual characteristics of the candidate;

communication skills;

possession of oral speech;

oratorical skills;

analytical thinking;

the ability to impress.

Different interview methods may evaluate other qualities of the candidate. But it should be borne in mind that the candidate's written speech, his practical skills and abilities are not evaluated during the interview. It is impossible during the interview 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 followinginterview techniques:

The British method of interviewing is based on a personal conversation with the candidate members of the personnel committee.

Interviewers are interested in biography, family traditions and the place where he was educated. If the candidate successfully answers the questions asked, then he is quickly accepted.

The German method is based on the preliminary preparation by candidates of a significant number of documents with mandatory written recommendations from well-known experts, scientists, leaders, and politicians. An expert commission of competent persons analyzes the submitted documents, monitors the correctness of their execution. Candidates for vacant positions go through a number of mandatory strict procedures prior to a direct interview.

The American method of interviewing comes 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, great 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 to work in a team. However, this method allows you to identify hidden personality flaws that may be unacceptable for work in a particular company.

The Chinese method is based on preliminary written examinations and has a long historical tradition. Candidates write a number of essays, proving their knowledge of the classics, literacy of writing, knowledge of history. Those who have successfully passed all the exams, and these are only a few percent of those participating in the competition, write a final essay on the topic of future work. Those who pass this exam are admitted to a direct interview. In the case of employment, their official position often depends on the mark obtained in the exams.

One of the interviewing methods was developed by Sergey Iosifovich Faibushevich, Candidate of Economic Sciences, Associate Professor, St. Petersburg State University of Economics and Finance.

Basic provisions :

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

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;

Take the time to read the candidate's bio before the interview;

Determine the questions you intend to ask. If you don't, the candidate may start interviewing you;

Try to be in the right mood. If you are tired or irritated, you will not be able to appreciate the candidate;

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

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

Make sure the candidate knows who you are, your name and position;

Immediately call the candidate by name and patronymic and do it more often;

Smile! Be friendly: a frightened candidate will not be able to demonstrate his worth to you;

Treat the candidate the way you would like to be treated if the roles were reversed;

Give the candidate information about the position, both its good and bad sides. This includes requirements for the employee, working hours, working conditions, promotion opportunities, etc.;

Speak slowly and clearly, allowing the candidate sufficient time to absorb 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;

Don't brag about your firm or job offer like you would in a bazaar. Don't make promises you can't keep. Don't exaggerate promotion opportunities. If there are no such opportunities, a frustrated employee may take offense at you, which will affect his work.

Conclusion

The job interview is crucial in the recruitment process. It consists in 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 good practice in personnel work, and this led to adverse consequences in the organization's operations if this practice was repeated. However, what is a person correctly appointed to a position? This is a person who is able and willing to work, who has a sense of teamwork, a professional in his field, a person who matches the image of the organization. And, of course, an emotionally mature person capable of correct and rational judgments. Such a person will be necessary for your organization.

A personnel interview (interview) is, apparently, the most universal way to assess personnel, and can be used as the basis for both its selection and subsequent certification.

The environment in which a personnel interview is conducted must match the environment in which the person will work in order to ensure that he is compatible not with the interviewer, but with future colleagues.

Few people will decide how to offer and hire “behind the eyes”, so the interview is a vital process for both parties, within which the missing information is exchanged. In addition, almost everyone considers the interview to be the most fair selection method, especially if there are several interviewers.

Interviews can take place one-on-one or immediately with a group of applicants; An applicant or group may be interviewed by several people at the same time. A group interview gives a more objective and fair assessment of candidates, although it creates psychologically difficult situations.

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

Other mistakes in interviews are making inadequate demands and being exposed to irrational factors such as mood. It is believed that during the preparation of a preliminary interview, the following main questions should be clarified:

What personal qualities of the candidate (knowledge, experience, attitudes) are required to perform a particular job;

With the help of what questions, asked to all candidates without exception, it is possible to extract the necessary information and narrow the circle of the latter to the limit;

Who should be involved as interviewers: one person or several, in what form to conduct an 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 procedure for conducting an interview, 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, quick wits, etc. And yet, for subjective reasons, they are not a very reliable method of selecting personnel, since, as already mentioned, most decisions are made on the basis of personal likes or dislikes, and not objective criteria, because they are usually taken not by those with whom the given the candidate will have to work afterwards.

List of used literature

Averchenko L.K., Zalesov G.M., Mokshantsev R.I., Nikolaenko V.M. Psychology of management: a course of lectures. [Text] / L.K. Averchenko, G.M. Zalesov, R.I. Mokshantsev, V.M. Nikolaenko - Novosibirsk: NGAEiU; M.: INFRA-M, 2009.

Bazarov T.Yu. Personnel Management. [Text] / T.Yu. Bazarov - M .: Mastery, 2012.

Belyaev M.K. Personnel management at the enterprise: a tutorial. [Text] / M.K. Belyaev - Volgograd: VolgGASA, 2010.

Bern E.V. People games. Psychology of human relationships. Psychology of human destiny. [Text] / E.V. Bern - St. Petersburg: Lenizdat, 2009.

Bizyukova I.V. Management personnel: selection and evaluation. [Text] / I.V. Bizyukova - M., 2008.

Vesnin V.R. Practical personnel management. [Text] / V.R. Vesnin - M., 2010.

Vikhansky O.S. Management: person, strategy, process. [Text] / O.S. Vikhansky - M., 2011.

Goncharov V.V. In search of management excellence. [Text] / V.V. Goncharov - M., 2013.

Dessler G. Personnel management. [Text] / G. Dessler - M .: Binom Publishing House, 2012.

Egorshin A.P. Personnel Management. [Text] / A.P. Egorshin - Novgorod: NIMB, 2013

Kafidov V.V. Personnel Management. [Text] / V.V. Kafidov - St. Petersburg: Peter, 2009.

Korolevskiy M.I. Search and selection of personnel. [Text] / M.I. Royal - M., 2010.

The structure of the interview is the least clear-cut. This is primarily due to its deep "personalization". In the process of work, each interviewer works out well-known and develops his own tricks and tricks that allow him to best assess the applicant.

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The interview must be well planned and prepared. This is especially important for beginners. The more carefully the stages of the interview are thought out and the topics for discussion are indicated, the better the result.

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Anonymity must be maintained. All information obtained during the conversation must be closed to unauthorized persons.

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It is unacceptable to use the interview and the information received for personal purposes.

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Your behavior should be polite and tactful. This principle, for all its expediency, is often violated by interviewers.

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For the interview, you should choose a comfortable room where you will not be distracted by visitors and phone calls.

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Tune in to a positive attitude towards the applicant. Be ready to listen to him and empathize with what he hears, try to accept him for who he is.

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Try to concentrate on the thoughts and feelings of the interlocutor - only if you have a sincere interest in the person sitting opposite you, you can adequately assess his professional and personal qualities. Among the attitudes that interfere with listening and adequately evaluating what was heard, one can name neglect, pronounced distrust, and aggression towards the candidate. Try to avoid "wandering thoughts."

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A qualified interviewer listens attentively to the candidate for most of the conversation and speaks less himself. Try not to interrupt the applicant, listen to the answers completely, to the end, because only after a complete answer can additional nuances appear that require clarification.

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Make sure that the meanings of your words and gestures do not diverge from each other. Try to make sure that the candidate does not feel constrained during the interview.

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During the interview, record the information received from the applicant, otherwise the likelihood that some important points of his biography may be missed is high.

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Do not forget that during the conversation you need to evaluate not only the primary data received from the applicant (answers to questions, completed questionnaires, letters of recommendation, other documents that applicants often bring with them to the interview), but also secondary (non-verbal manifestations (language movements), correspondence of answers to different questions, compatibility of tasks of different blocks of the interview).

^ The first stage of the interview is to establish contact and trust.

It is considered good manners to comply with the meeting arrangement. Some interviewers deliberately delay the start of the interview in order to test the candidate's stress tolerance. But in most cases, this only irritates the applicant, and the desire to work in the company disappears.

At the very beginning of the conversation, ask a couple of "social" questions about the weather, weekends spent, or traffic jams. This is necessary to create an atmosphere of relaxation and trust, as well as to assess how prone the candidate is to endless empty talk and how quickly he remembers the real purpose of his coming to your office. Explain to the applicant the purpose of the interview and, if possible, briefly introduce him with what other tests he has to go through. When the candidate feels confident, you can proceed to the main part of the interview, which is aimed at obtaining basic information about the applicant to assess professional skills and personal qualities.

It is important here: ask as many questions as possible, listen carefully to the applicant (if after answering you did not have a single question, then most often this indicates that you did not listen well) do not leave certain points misunderstood and find out everything to the end

always remember the seven questions of forensic science: finding out the features of a particular period in the life of an applicant, you need to try to get answers to the questions “who?”, “What?”, “Why?”, “When?”, “Where?” "as?" and why?". At first, when the skill of asking questions has not yet been worked out, it is quite possible to use these small “crutches” that will help you choose the direction for the following questions.

demand confirmation of what has been said (combine a sequence of closed and open questions)

choose the type of question depending on the situation (the classification of questions is given below)

go to the interview with pre-written questions that you would like to ask the applicant and do not hesitate to use their list during the conversation.

Regardless of your decision, spend a few minutes informing the job seeker about the intended job responsibilities and about the company itself. In the event that you are not interested in the candidate, this can be done in a short enough form to comply with the "rules of decency". If you consider the applicant a worthy applicant for this vacancy, then provide him with as much information as possible - at least this will allow him to correctly orient his expectations from a new job and, therefore, reduce staff turnover in the future, as well as reduce recruitment and training costs new employees. The last stage of the conversation is the exit from the interview. When all the necessary information has been received, it is advisable for the candidate to ask a few “relaxing” questions, say a couple of phrases that ensure a smooth end to the interview and notify him of further plans.