Sample interview score sheet. Practical tips for a successful interview. Basic assessment methods

Evaluation of candidates for employment- one of the most important components in the process. Each organization decides how to evaluate candidates based on own resources(is there a personnel department, approved assessment procedures, is it possible to attract third-party contractors, does HR qualifications allow them to independently create materials for assessment, conduct an assessment, etc.) and business reality (headcount, development tasks for the near future).

Methods for assessing candidates for employment and assessment tasks

Methods and technologies in the selection process have the following tasks

• whether the candidate corresponds to the level of competence of this position
• whether he shares the values ​​of the company, how comfortable he will be in this corporate culture
• what is the potential of the candidate, will he be able to grow and develop in a favorable environment
• whether the candidate is motivated for this vacancy in this company

Evaluation of candidates for employment should be carried out by an experienced specialist who owns the tools objective evaluation. It is not enough just a free-form interview or a biographical interview.

Candidate Evaluation Sheet

This tool is used by almost every recruiter.

Firstly, it is impossible to keep in mind the information on each candidate, and only a few companies use recording devices, this is an additional stress for the candidate, it takes time to work with the recording.

Secondly, our brain is designed in such a way that over time, the information received can be distorted, supplemented or reduced as a result of the impact on our perception of certain factors.

Thirdly, scorecards should be used to meet the conditions of succession (any of the interested parties, whether it be a potential manager, another HR manager can refer to the scorecard and get information).

What should be included in this document?

In addition to the formal data usually reflected in the resume (name, gender, age, contacts, position for which the candidate is applying), there should be characteristics that are important for the position, their assessment.

For example, an assessment sheet can list 5 competencies and opposite each one there will be a recruiter’s assessment and, of course, examples of behavior confirming that the candidate demonstrated the development of competence for this assessment.

Personnel assessment upon hiring

represented by a number of popular and reliable methods

Major test providers (such as SHL) have questionnaires for every position.

There are tests that show the fit of the candidate's profile to the position (PI)

• . 5-8 competencies are determined in advance, and they are thoroughly tested during an interview using special technology. Such testing must be carried out by a certified specialist.
• Business case, business task, business game, in other words, modeling. Recreating a business environment in which the candidate is challenged to solve specific problems. During the discussion, the behavior of the candidate is observed and evaluated.

They joke that a person is never as close to perfection as at the time of writing a resume. Studies show that 24% of job seekers mislead potential employers during interviews by embellishing and exaggerating their success, merit, personal qualities or experience. How to determine who is in front of you really? Take on board a few quick questions that will help you look at the applicant from a new perspective.

I find out if the person knows what is the product of his work

Boris Petrov,
CEO"Petrocomplex" company, St. Petersburg

I usually interview candidates for top positions: CTO, Deputy General Manager and financial director. Conversations usually last no more than 15 minutes. I'll tell you what I pay attention to during the meeting.

• Language of the body. When talking, I follow the behavior of the candidate - this way you can find out whether he is telling the truth or being cunning. For example, according to my observations, when a person tells a lie, he hides the palms of his hands (clamps between his knees, puts him on the table), does not look into his eyes, scratches his ears. If an applicant for a top position has never looked into the eyes of a potential manager during the interview, this says a lot. It happened that for these reasons I ended the conversation after five minutes: if I see that a person is not frank with me, then I will not waste time figuring out what exactly he is hiding. I would rather devote my energy and time to working with employees.
• How does the applicant answer the question “What were you paid for at your previous job?” Another variation of this question is “What is the product of your work?”. In my opinion, every employee - from an ordinary to a general director - produces one or another product, for which he receives a salary: someone has a piece of iron, someone has a document ... But it is important to take into account one nuance: just a piece of iron or a document is not enough - to complete the case, they must be exchanged for something of value to the company. That's when the job is done. For example, an accountant can prepare reports without errors and on time, but if he does not submit it on time to the IFTS and does not receive a mark that it has been accepted, then the price of such reports is worthless.

Surprisingly, I have not heard any answers from candidates! Let's say, the first question is answered like this: "For coming to work", "For the performance of official duties." Why do I need such leaders? However, there was a case that I remember - I recommended to the head of the department to immediately hire that candidate. True, he claimed to be an ordinary technical position. A young man came to the interview, he was 23 years old. It would seem that it was not worth expecting much: he simply did not have enough time to gain experience. Nevertheless, when asked about the result of his activities in the company, he replied: developed software, installed in an industrial controller, tested functionality of the entire system and put into operation at the customer's ACS.

Niyaz Latypov,
CEO and owner of Cuper, Kazan

I do not have a single question that helps to understand a person instantly. I just use a certain approach.

1. Assess the level of competence of the candidate. The lowest level is when the employee needs to chew everything (“Go to such and such a street, house number five, third floor, room 314, find Marya Ivanovna there and give her this paper in person”). The next level - the task can no longer be so specific, it is enough to name only the address, room number, name. I need people who, having received the task, are able to determine intermediate goals themselves and draw up a plan of action. The level of competence is easy to identify: the most advanced are those who can make decisions quickly, and the same ones that I myself would make in a similar situation. Questions about the experience of a person, his past tasks and methods for solving them help me understand this. For example, I can ask what goals management set for him, whether the scope of tasks changed over time, how the candidate approached their solution, and how much time he usually needed.
2. I analyze whether the applicant is able to think outside the box and whether he is ready to receive new knowledge. If a person lacks knowledge, then he should not be ashamed to admit it and fill the gap - take the literature on the topic and study the issue. To find out if a candidate possesses these qualities, I ask what are the most interesting tasks that he has ever solved (whether at work or in his personal life); how familiar he was with the topic at the time the problem arose, what was the action plan, whether something needed to be learned additionally. The essence of the tasks and the approach to solving them very well demonstrate whether a person can be creative in any business.
3. I find out if this person is passionate. I am interested in what the candidate does in his free time, what is his hobby. Once upon a time, the habit of talking about it with everyone (not just at interviews) helped me find a wonderful technical director, and the person before meeting with me did not even think about changing jobs. And the fact that he agreed to accept my offer was proof of his enthusiasm. He was the mayor of a small (about 100 thousand inhabitants) town, to the administration of which I was brought by work matters. We started talking: it turned out that during the day he served as an official, and in the evening he became an inventor, spending all his time in the laboratory, which he arranged in the garage. This self-taught person (he had no specialized technical education) has already received several patents! I convinced him that it is not worth wasting your life on boring work - you need to devote yourself to what your soul lies in.

I analyze whether a person is able to draw conclusions from his mistakes

Evgeny Demin,
CEO and co-owner of Splat, Moscow

I interview all candidates for vacancies at the main office and for key positions in the regions and other countries. I try to consider as many candidates personally as possible, since the values ​​of each employee should coincide with the values ​​of the company: when you select people who are close in spirit, then you don’t need to waste time trying to convince them. I try to hold a meeting with the applicant quickly (it takes from 10 minutes to an hour, depending on the position). Here's what I find out in the course of the conversation.

Vladimir Saburov,CEO of Glinopererabotka, Bryansk
I personally conduct interviews with candidates for the positions of chief specialists, heads of departments, services. The meeting lasts from 10 minutes to half an hour. During this period, it is necessary to assess the desire of candidates to work and the ability to achieve their goals. At the same time, I ask a lot of questions, but I don’t give time to think: this way you can learn more about a person. Here are some topics that help to find out what is important to me.

1. Where the closest relatives of the applicant work (or study) (wife or husband, parents, children), their age. According to the answers, one can understand whether a person has an incentive, whether it is customary in his environment to work hard, to treat the matter with interest and responsibility.
2. Please arrange in descending order of priorities when choosing a job: career, money (benefits), psychological climate in a team, independence, intensity of work, proximity to home, the prestige of the company, the acquisition of experience and knowledge, the complexity of the tasks.
3. Your boss has assigned you a job that is not part of your job description. What will you do? If he refuses, then this is not our man. Such people, as a rule, do not strive for development, problems will constantly arise with them. If you take such people to work, then only in the accounting department.
4. I escort the candidate (if he applies for a position in the production service) through the shops. After the tour, many leave immediately, as they expected to work in an air-conditioned office.
5. I ask what a person is generally interested in in life. We once hired a head of purchasing and logistics (purchasing for production, communication between manufacturing plant and trading house, building logistics for shipments). A young applicant (23 years old) with an economic education came to us for an interview. In a conversation, it turned out that he is actively involved in sports, while still training children. This means that he must have both firmness, and endurance, and the ability to plan time, which will be useful in work. Despite the age of the candidate, I invited him to work - and I was not mistaken. During the year, he managed to achieve global positive changes in the work of the service: he created a supplier monitoring system, a coherent scheme of interaction between the company's services, as a result, we significantly reduced the cost of purchasing components and transporting finished products.
6. Honesty check. The question sounds like this: “You have plans for the evening - you are going to go somewhere with your family (with a girl, a young man), but you get an urgent task, for which you will have to stay at work. This will result in the cancellation of personal plans. How will you do it. I'm waiting for a real answer. Falsehood is always felt here. Another question: “You have faced unfair reproaches from the leadership against you. How will you react? I appreciate the answer as well.
7. What is the candidate's self-esteem? To understand this, I ask such a provocative question: “You did a lot of work, spent a lot of time and energy, but the results turned out to be unclaimed (everything you did was put on the shelf). How will you feel, what will be your reaction? A person with low self-esteem will think that he wasted his time and effort and that no one appreciates him.
8. Does he know how to lead? I ask the question: “The subordinate did not complete the task on time. Your actions?". If the answer “I will do it myself in the interests of the company” follows, then you can immediately refuse to cooperate with such a candidate, and it doesn’t matter what he adds to what has been said (for example, that he will punish a subordinate). There was once a candidate for the position of chief engineer, who answered exactly like this - I did not even begin to continue the conversation. A leader should not do work for subordinates.
9. Is he a tough leader? The question is: “Your subordinate was rude to you. How will you do it?”. If the candidate answers “I will educate, explain that the rude person did wrong”, this is not our person. Such a response is a reason for refusing applicants for positions of middle managers who work directly in production. There must be strict discipline, employees must be ready to obey unconditionally. I expect an answer: “I will severely stop, I will impose a penalty; I'll fire you if it happens again." There should be no liberalism in production.
10. Is there any interest in what the plant is doing. We make cat litter, so I always ask if a candidate has a cat. I am sure that the cat owner will try to do everything perfectly, because his beloved pet will use our products.
11. Do the candidate's life principles match those promoted by our company. For example, once at an interview with a candidate for the position of production director, I did not ask him about what he meant by production culture. At our enterprise, the observance of cleanliness and order is one of the most important factors on which wages depend. Also, the culture of production implies honesty in work. So here it is new director showed good results, knew how to communicate with people, organize them. But he had a drawback - secrecy, constant attempts to hide flaws in the work. And most of all, it was depressing that there was always a mess in the workplaces in the shops. I struggled with this until one of the employees, having visited his house, did not tell me that there was also a mess. I concluded that it was useless to educate him, and we had to part. After all, if in industrial premises everything is upside down and there is no cleanliness, this leads to injuries, equipment breakdowns, additional costs. Yes, and workers relate to the enterprise quite differently if they are surrounded by order, and they themselves maintain it.

Candidates must know exactly what the company can give and what the company will give them.

Dmitry Fedoseev,
owner and CEO of Aibolit Plus, Moscow

I conduct five to seven interviews a week (with veterinarians, managers, promoters), not only in Moscow, but also in the regions. For me, this is not work, but pleasure (albeit useful). All meetings last for three hours: I'm not used to rushing, so I approach the choice without haste. What do I expect from candidates?

1. Willingness to work and earn. Favorite questions “Why do we need you” and “Why do you need us” help to identify it. The answers to them give the best idea about the candidate, and sometimes open up new opportunities. For example, there was such an indicative case. For several months in a row, we were approached by a girl who wanted to get a job as a call center operator. The first time I told her that the vacancy appears or does not appear from the 1st to the 5th of the month. And she called for four months in a row, and on the fifth I, surprised by her perseverance, asked why she wanted to work with us (I already began to think that these were the intrigues of competitors), - I asked the question “Why do you need us?”. The girl directly answered that she liked the free schedule most of all and distant work, she lives next to our office (if necessary, you can appear there without wasting time on the road). She also liked that we advised her to call monthly instead of just saying there was no vacancy. This answer surprised me, and I asked how it could be useful to us (“Why are you to us?”). It turned out that she has experience in the field of HR, but because of the desire to work from home and free schedule She is considering other vacancies. And just before that, I read about a company that attracts a freelancer to search for personnel - this saves money and allows you to select employees more efficiently. And I decided that we should also try this. Therefore, two days later we introduced staffing the position of a recruiter and hired a persistent girl for a job. By the way, with her help, we have already filled several vacancies.
2. Whether the person is ready to look for new opportunities. I recently went to the opening of our veterinary center in Novosibirsk and held several interviews with applicants for the position of manager there. One of them decided to prove herself by starting to criticize our strategy and approaches to work: she said, for example, that a Moscow company had nothing to do in the region. In addition to criticism, I did not hear anything, although I asked why the applicant thinks so and what he offers. The conclusion is this: the applicant saw only the bad (as it seemed to her), but did not offer options on how to do better. This indicates that a person will always find reasons why the plan is not fulfilled, the branch does not develop. Needless to say, I did not hire her?
3. Integrity and adequacy. I love asking provocative questions. For example, I offer the candidate a higher position (my deputy, not the clinic manager), noting that such and such an employee is currently working in this position. If a candidate is interested in where I will put the current deputy, I answer that I will castling. I look at the reaction: will he be happy with the opportunity to get into the company immediately to a high position and sit another - will he doubt that he has the necessary experience - after all, he applied for a different position - will he ask what his duties will be, what tasks he will have? This says a lot: whether I can trust a person, what principles he is guided by in life, whether he adequately assesses his capabilities.
4. Real experience. I also have one more provocative proposal for candidates for managers: if a person is flooded with a nightingale, talking about his achievements on past work, I ask if he is ready to start working on the project from tomorrow (to open a clinic in a new location). The braggart will immediately find thousands of excuses why it won't work now.

As soon as the door slams behind the candidate, do not shelve it until fresh impressions have evaporated, evaluate it. After the form below is completed (and pre-printed according to the sample), put it in the candidate's personal file.
This form of candidate assessment will be handy if you followed the recommended interview pattern. It 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: _______________________________________________ ________________
Job title: _____________________________________________________ ________________
Date of interview: "_________ "____________ 200__
Scheduled interview start time _____________________________ ________________
The actual time of arrival of the candidate (in case of being late, indicate the reason for being late) ______________________________________________________ ________________
№ _____________________________________________________________ _________
Characteristic "Ideal" candidate (the desired qualities are entered in advance in this column after the examination of the vacancy) __________________________________________________________
Relevant data of the candidate (in this column enter the actual qualities of the candidate) __ ________________________________________________________________ _____________ _
Grade

1. Floor _____________________________________________________________ ________________
2. Age __________________________________________ _______________ _____________
3. Family status ______________________________________________ _____________
4. Titles educational institutions, where the candidate could receive the necessary for the successful implementation of their functional duties knowledge. His desired
   specialization and additional education ________________________ ______________________________________________________
5. Names of possible positions held by the candidate._______
6. Profile and names of companies where the candidate could receive and master the skills necessary for the vacancy.
7. Minimum experience.
8. List of job responsibilities that the candidate was supposed to perform.
9. Proficiency in office equipment (PC, copier, fax, etc.), knowledge of software products.

10. Degree of foreign language proficiency _______________
11. Professional knowledge and skills required by the candidate.

1. The presence of a car, a driver's license indicating the category, driving experience.
2. Availability of housing, desired place of residence.
3. Psychological qualities that will help to successfully cope with official duties and learn new skills.
4. Psychological qualities incompatible with work in this position
5. Psychological characteristics that allow achieving compatibility with employees directly related to the future employee and corresponding to the corporate culture of the organization.
6. Psychological qualities incompatible with work in this company
7. Additional requirements.

short information and opinion official The one who conducted the initial interview (i.e. your informal assessment of the candidate) is also very important. Below is a form by which you can evaluate the applicant. To fill out this form, circle the appropriate (your, if possible, objective, opinion about the candidate) number in each line. Count overall score, the maximum score is 60, the minimum is 12. The optimal score will be obtained if the candidate scores no more than three triples, provided that the remaining marks are 4 and 5.
When evaluating, do not confuse appearance with the cost of clothing and the personal taste of the candidate, in the column external view this refers to the accuracy of the hairstyle, adequate makeup and manicure (if you have a woman in front of you), clean, tidy, suitable clothes for the occasion, unobtrusive accessories. In addition to the timbre of the voice, you need to pay attention to the tempo of speech, possible defects in sound pronunciation, vocabulary, the use of slang words. In the graph physical condition pay particular attention to women and the elderly. It is also necessary to distinguish the qualities necessary when applying for a job from those that can be quickly acquired in the process of adaptation at the workplace (criticality of conditions).
APPEARANCE

1. Untidy
2. Carelessness in clothing
3. Neat
4. Gives Special attention to your appearance

1. Harsh, annoying
2. indistinct
3. Nice
1. clear, understandable
2. Expressive, energetic

PHYSICAL STATE

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

1. Nervous
2. Shy
3. Mannered
4. Tense
5. Embarrassed
6. Calm
7. Adequate
8. Extraordinarily aged

1. Shy
2. Arrogant
3. Consistent, evidence-based
4. Enough self-confident
5. rectilinear
6. Demonstrates confidence
7. Unusually self-confident

1. Illogical
2. Uncertain
3. Unclear
4. Spread over trifles
5. Clearly expressed, words adequate to meanings
6. Convincing
7. Logical
8. Extraordinary ability in the logic of thought

FLEXIBILITY OF THE MIND

1. slow-witted, slow-witted
2. Accepts what is being said
3. Attentive, clearly expresses his thoughts
4. Smart, asks the right questions
5. Unusual sharpness of mind, perceives a complex of ideas

MOTIVATION AND AMBITION

1. Sluggish, not ambitious
2. Lack of interest in self-development
3. Demonstrates a desire for self-development
4. Determines future goals, wants to succeed
5. High ambitions, self-development

WORK EXPERIENCE, EDUCATION

1. Doesn't fit the job
2. Not relevant but useful
3. Conform
4. Above required
5. Particularly suitable
6. Keeps learning, leveling up

PERSONALITY OF THE CANDIDATE

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

ATTITUDE TO THE FORMER PLACE OF WORK

1. Vividly negative
2. Shows dissatisfaction
3. Avoids direct questions
4. expresses positive attitude
5. Demonstrates positive, objectively evaluates "+" and "-"

BEHAVIOR IN EXTREME CIRCUMSTANCES

1. Expresses extreme embarrassment or aggression
2. visibly nervous
3. Does not express discomfort, does not seek to continue the conversation
4. Demonstrates calm demeanor, continues dialogue
5. Responds adequately, looking for ways to continue the conversation

Decision taken: "Accept" (), "Reject" ()

Posted On May 31, 2018

Personnel management\Technologies for search, selection and adaptation of personnel in the company

6.1. Preparing for an interview

Conducting an interview is the most critical stage in the selection of personnel, which plays a key role in making the final decision, even in cases where other assessment methods are used along with it. Therefore, serious and thorough preparation for the interview is necessary.
The interviewer should have a clear idea of ​​the vacant position that will be discussed during the conversation: duties, tasks, methods and means of solving them, scope of work, responsibility, rights, service relationships, conditions and place of work.
In addition, the specialist who will talk with the future employee must have the following information:
1. Information about the company (name, form of ownership, history, size, profile, products and indicators of its volume, market place, corporate culture).
2. Information about the unit in which the employee is selected, about its leader and group norms of behavior in the team.
3. Professional and personal requirements for candidates, desirable previous experience; data on the work of the employee who held this position before.
4. Compensation package ( wage and the procedure for its accrual, bonuses, insurance, provision of a car, reimbursement of expenses for the use of personal transport, meals, etc.).
5. Opportunities for advanced training, professional and job growth.
It is necessary to set an interview time, prepare a suitable room, a questionnaire that the candidate will fill out before the conversation, study his resume and outline key questions. The interviewer should be aware of the procedure, procedures and terms for assessing the presented applicants, as well as the personal characteristics of those people who will make the decision to hire.

6.2. Interview strategy and tactics

Job interview is designed to solve the following tasks:

• assessment of the candidate's abilities for a certain type of activity;
• comparative analysis of the competence of applicants for the position;
• providing the candidate with information about the organization in order to help him make a decision on employment.

Given the uniqueness of the interview as a method of assessing and selecting candidates, it is necessary to achieve its maximum effectiveness, which depends on the technology of its conduct, the professionalism of the interviewer.
Structuring both the hiring decision process and the interview methodology will help to avoid possible serious mistakes.

Internal effects that make interviewing difficult

First impressions. Interviewers often draw conclusions about a candidate's personality within a few minutes at the very beginning of the conversation. For the rest of the time, they gather information to support the first impression. This is the case when a person "hears only what he wants to hear" and makes an unreasonable choice.
Stereotypes. Some interviewers believe that certain groups people have special characteristics (for example, bearded men do not inspire confidence, and women with glasses are smart).
Edge effect (primacy - recentness). More attention is drawn to the information that was said at the beginning of the conversation than to the next one. This may be explained by the properties of memory or the power of first impressions.
Contrast effect. The interviewer's opinion of a candidate depends on his judgment of previous applicants. On the one hand, this means that the best one will be selected, on the other hand, they are compared with each other, evaluated in relation to each other, and not to the requirements of the work.
Same as me. Interviewers are more supportive of people who are similar to themselves in upbringing, education, and work experience. There is even evidence that they prefer applicants with non-verbal behavior similar to your own (eye movements, posture, etc.).
Negative information. Negative information makes a stronger impression on interviewers than positive information. This is especially noticeable if negative information appears at the beginning of the interview, after which they automatically begin to look for additional confirmation of the negative.
Personal affection. A higher score is given to those candidates who evoke sympathy, regardless of other factors related to the job. This is a natural reaction of a person, but, perhaps, does not guarantee the selection of the best applicant for the position.
Copy. Interviewers with a preference for a particular personality type choose people who match them, regardless of their other characteristics. This interferes with the conversation and may result in the selected person being unsuitable for the job.
Foreign or local accent. Job seekers with a foreign or local accent often end up in less profitable terms compared to those who do not have the features of pronunciation. However this effect appears less often when it comes to "not too prestigious" positions, and for working with clients, people with some local accent are even preferred.
Real time effect. Interviewers believe that the candidate behaves during the meeting in the same way as in life. This is a serious mistake, as people tend to get nervous during interviews. And vice versa: some applicants are able to "show off" and throughout the conversation demonstrate qualities that they do not possess in reality.
Gender preferences. Women candidates are often judged much more critically than men, especially if men are preferred for the job. Although there is evidence that this trend is more characteristic of female interviewers who consider representatives of the strong half of humanity to be more competent, while for the latter, gender does not seem to matter.

6.3. Interview technique

Build communication with the candidate in such a way that he can speak with you openly and you can get the information you need. To do this, encourage, support, take the initiative and at the same time be tough where necessary.

Remember that 80-90% of the time in the first stage of the interview, the applicant should speak.

In order to properly use the results of the conversation, you need to record the data received. Write down key points and phrases, as well as your comments about the characteristics of human behavior.

For each competency, it is necessary to collect at least 2-3 facts from the candidate's experience. It is desirable that it be both positive and negative information.

Evaluate the applicant only after the end of the interview.

Don't suggest answers. Your interlocutor should not get the impression that there are right and wrong answers.

Scheme for constructing an interview

Stage 1. Introduction, establishing contact

1. Introduce yourself.
2. Define the purpose and procedure of the interview.
3. Warn the candidate that you will be taking notes.
4. Ask a general introductory question (for example: "Where did you work before?").

Stage 2. The main part of the interview

1. Explore the competencies being assessed.
2. Invite the candidate to add information about himself at his discretion.
3. Provide an opportunity to ask questions to you.
The more you learn about the applicant before the interview, the less time you will have to spend on clarifying this information during the interview. Preparation includes:
Review of documents. Collect all available candidate documents - resumes, questionnaires, recorded results telephone conversations- and select from their content information about the work experience that is most important for this position.
Work experience. Read the information that matches the work experience of the applicant you are interested in. Mark for yourself what seems unclear to you, what you would like to receive additional information.
Gaps in labor activity. Mark for yourself the gaps in the work or educational activities of the candidate. During the interview, you will be able to discuss these with him in order to establish their cause and draw conclusions about the candidate's track record.
The main purpose of the experience review is to gain only general information, while spending no more than 5-8 minutes. If the interlocutor begins to delve into the details, politely remind him that at this stage this information is not essential for you yet.
After completing the review part, move on to prepared behavioral questions. Tell the candidate that the next conversation will be more dynamic, and it is desirable that he answers in as much detail as possible.

Important

Do not try at this stage to form a final impression of the applicant. Write down the main findings so you can come back to them later.

Pay more attention to recent study and work experience that is most relevant and relevant to the position in question. Don't ask too many questions about past events.

If a candidate talks about what they liked or disliked about their previous job, it will help you gauge their motivation.

Don't convince yourself that work gaps are a bad sign. It is necessary to find out their reasons.

Stage 3. Completion of the interview

1. Provide the candidate with information about the vacancy.
2. Tell us about the next steps and selection procedures. To complete the interview, you must:

• review your records to determine if you need Additional Information or any clarification (if needed, ask questions right away);
• conduct testing (if required);
• tell about the position and the company, answer the candidate's questions;
• end the interview: explain the further procedure and thank the interlocutor.

6.4. Development of the structure of the interview in accordance with the specifics of the vacancy

One of the main factors for the success of the interview is its thoughtful structure. In order to form a list of questions to identify the necessary competencies of the candidate, it is proposed to use the following table.

Compose questions based on the assessment of tasks corresponding to the position, the method of their solution and the necessary competencies.

Top 10 Interview Questions

1. Describe yourself using only adjectives.
2. Name the most big success and the biggest mistake of your career.
3. What was the most serious criticism ever addressed to you?
4. Describe, please, the best of your leaders or subordinates with whom you have worked.
5. What would your last boss try to improve in you?
6. If the last ten years of your career were repeated, what would you do differently?
7. Describe the most difficult decision you have ever made. Looking back, was your decision the best possible decision? Why yes or why no?
8. If I were to talk to your manager (current or former), what are your strengths and weak sides would he notice?
9. Let's say you already work for our company three to six months ago, but things are not going well. What do you think might not work and for what reasons?
10. What can make your working day really good? If by the evening you are upset, what could lead you to such a state?

Ten of the most "uncomfortable" interview questions

1. What management beliefs have you formed?
2. What is more important to you - truth or comfort?
3. What did you learn more from: your successes or your mistakes?
5. How lenient was your attitude towards the mistakes of your subordinates revealed during the year?
6. What do you think is the main strength of your organization? Why?
7. Under what circumstances could you cheat?
8. Is the customer always right?
9. If you could organize the world according to one of the three principles - no flaws and shortages, no problems, no rules - how would you arrange it?
10. In your opinion, can all business relationships be absolutely clear, in particular, in terms of the timing of the fulfillment of obligations?

6.5. Technique for assessing information during the interview

In order to correctly evaluate the incoming information, use as much as possible more methods conducting an interview.
1. Questions to the candidate (open, closed, alternative, repeated, clarifying, sequentially clarifying - chains in which each new question follows from the answer to the previous one).
2. Requests for examples from personal experience.
3. Specific situations for analysis.
4. Role-playing games.
5. Built-in interview tests and tasks.
6. Written assignments.
7. Provocations.
8. An invitation to the candidate to ask questions.

6.6. Analysis of the effectiveness of the interview

The effectiveness of the interview directly depends on its results, that is, the amount of information received and the time spent on conducting it. Possible interview outcomes:
1. Conclusion on the candidate for the position in question.
2. Recorded conclusions about the applicant for invitation to possible positions in the future.
3. Obtaining useful business information from the candidate.
4. Establishing contact with the applicant as a potential partner.
5. Access through it to new interesting contacts.
6. Conclusion on the fundamental inexpediency of further work with
given person. Conclusions:
1. An interview is not useless if at least one of the possible results is obtained.
2. The quantity and quality of the results of the conversation are determined by:

• the skill of the interviewer;
• duration of the conversation;
• the value of the candidate.

3. Ideally, the interview structure should include specific questions to obtain all possible data.
4. The limited time of the interview should be used in the first place to achieve the result that is its main goal.
The main results of the interview should be recorded in writing and saved for future work. If this is not done, then the data is lost, and the effectiveness of such activities is reduced.

6.7. Interview reporting technique

It will take you some time to complete the interview materials.
1. In order not to miss the details, during the interview you should take your notes on the interview sheets. If other persons are involved in the interview (immediate supervisor, mentor), record their questions and answers to them. You can entrust the record keeping of the interview to a secretary or a colleague.
2. Analyze the received information.
3. Immediately after the interview, discuss the results with all participants in the interview.
4. Evaluate the information.
5. Summarize, record in the protocol.
6. Try to schedule interviews in the first half of the day in order to compile a report on the interview in the afternoon and agree on it with all interview participants.
7. After agreeing on the report with the interview participants, file all the materials collected on the candidate into a folder. To make a final decision about the candidate, the manager will need to analyze all the collected data.

SAMPLE DOCUMENTS

INTERVIEW REPORT

"____" ___________200

Interview with the candidate Ivanov I.I.
on the vacant position Sales Manager
Professional experience is extensive and fully corresponds to the proposed position (seven years of work in sales, five of them in leadership positions).
The candidate actively pursued his promotion opportunities. Expressed need for career growth and achieving success. Ambitious. Capable of taking justified risks.
Intelligence is high and corresponds to education. Creative thinking, able to non-standard approach in problem solving. Oral and written speech very developed. Vocabulary is extensive. Critical to information. Adequately evaluates his intellectual abilities, seeks to use them in business.
The mood is even, the level of self-control is high. Restrained. Anxiety is low. Sometimes quick-tempered, but quick-tempered. Gives the impression of an emotionally mature person.
Sociable, able to establish and maintain interpersonal contacts. Prefers group activities. Active in communication. Quickly adapts to the team and strives to take on the role of leader. Sometimes intractable, not inferior to group pressure, but quite tolerant of the opinions and shortcomings of other people. Willingly accepts responsibility for joint actions.
Self-esteem is adequate. The level of claims is high. Understands the hidden motives of others. Shows an active interest in people.
The present place of work does not satisfy his ambitious plans, but he speaks respectfully of the management. Purposeful, persistent, initiative. Capable of clear strategic planning. Quickly grasps the essence of the matter, we train. Understands and can put into practice the mechanisms of his business. Accepts full responsibility for his actions. Able to work in a team. As a leader, he is oriented equally to the staff and to the task. In tense conditions, he adheres to an authoritarian leadership style, in calmer conditions - a democratic one. Able to delegate authority and distribute responsibility among subordinates.
Appearance is neat. The dress code is appropriate for the situation. Behavior is open and equal. The posture is mostly open. Answers extensively. Has a presentable appearance.

The interview was conducted by the HR manager

___________________________________________ were present

Head of Procurement Department________________

Marketing director________________

POSSIBLE MISTAKES

Typical mistakes of specialists when conducting an unstructured interview:

• ambiguity and heterogeneity of the grounds when making a decision on employment;
• intuitive choice;
• overestimation of the importance of some factors to the detriment of others;
• preference for candidates who are similar to themselves and rejection of those who are not;
• "hanging" on the applicant certain characteristics that are considered typical in connection with his age, social or gender identity, as well as based on the subjective opinion of the interviewer, based on various psychological conditions;
• attributing to the applicant skills that are considered typical for people with similar work experience;
• comparison of candidates among themselves, and not relative to the criteria for success in this work.

CONTROL QUESTIONS AND TASKS

Test № 1

Choose from the list of five questions that can be used to assess the candidate's ability to effectively perform the required work.
1. What are you especially good at? Why do you think so?
2. Describe, please, the best of your leaders or subordinates with whom you have worked.
3. Please name your three main functions or responsibilities at your last job, according to which the success of your activity was evaluated.
4. Is honesty always the best policy?
5. What knowledge do you lack or lack in your previous job?
6. Please provide an example of a well-prepared document.
7. How many times a day do you walk your dog?
8. How did you feel after last dismissal?
9. Please describe your working day. For example, yesterday.
10. What about your former colleagues made you jealous?

Test task number 2

Choose from the list of five questions that can help you assess the candidate's real interest in the job in question.
1. Why do you always work with female bosses?
2. What job would suit you the most?
3. What kind of training do you intend to take in the near future?
4. Where do you see yourself in five years?
5. How and by what criteria are you going to make a decision about employment in a new place?
6. Describe a situation where you made the wrong decision.
7. What could keep you from changing jobs?
8. What benefits can employees receive by assuming additional powers?
9. How did you identify the reasons for the poor performance of a subordinate?
10. In what case will you refuse our offer?

Test task number 3

Select from the list provided five expressions related to manageability and compatibility that can be assessed in the candidate.
1. Factors that bind a person to a company.
2. Attitude to negative statements addressed to you.
3. Self-criticism of a person and adequacy in his opinion about himself.
4. Method of making a choice decision new job.
5. Applicant's health.
6. Habits and expectations of behavior in the group.
7. Personal circumstances and factors (marital status, place of residence, etc.) affecting the ability to perform the required duties.
8. Education and level of theoretical preparedness.
9. Experience in forming relationships with others.
10. Motives for moving to another job.
11. Talkativeness of the applicant.
12. Formation of a general assessment of the manageability and compatibility of the applicant.

ANSWERS TO TESTS

Test task number 1
Answers: 1, 3, 5, 6, 9
Test task number 2
Answers: 2, 4, 5, 7, 10
Test task number 3
Answers: 2, 3, 6, 9, 12

Technologies are used uCoz

recruitment and selection interview

selection of personnel and selection interview 2.2 assessment of the candidate after the interview This form of assessment of the candidate will be convenient if you follow the recommended scheme for conducting the interview.

Job interview protocol

it 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.

4 main criteria by which you need to evaluate a person at an interview

4 main criteria by which you need to evaluate a person at an interview

1. how not to fall under the spell beautiful girls who came for an interview
2. why ask a person about the same thing several times
3. four correct criteria for evaluating applicants

When evaluating applicants, directors and hr-managers, as a rule, put in the first place the personal qualities of the applicant, the amount of his knowledge and skills.

how to assess and test the moral values ​​or purposefulness of an employee in an interview: how does a sample protocol help?

how to evaluate and verify moral values or the employee's commitment to the interview: how does a sample protocol help? identifying personal characteristics of a candidate for a free position is one of the most important goals of a recruiter. do not forget about the complexity of this task, since most applicants hide their shortcomings and embellish their merits.

making a choice of a candidate and conducting a proper analysis is sometimes not easy, which is why there are methods for assessing a candidate at an interview that will bring the applicant to clean water.

employee appraisal form

the form score sheet employee manager (name, position) job responsibilities for the past period agreement with the list of responsibilities activities for the reporting period:  achievements (correlation of responsibilities and results achieved);  assessed qualities (30-33);  areas of possible improvement;  the need for special training;  the need for mentoring; final assessment on a 5-point scale HR manager's comments assessment can be formulated as follows: does not have the necessary professional knowledge and does not strive for it does not have sufficient professional knowledge has minimal professional knowledge has sufficient professional knowledge has good professional knowledge has great professional knowledge and can provide advice on a number of issues
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Candidate interview scorecard

Evaluation sheet of the candidate's interview for the position Conformity assessment is put on a 5-point scale for each parameter: X* (arithmetic mean) is found according to the formula: X*= (correspondence assessment / per number of parameters).

The candidate obtained a personal interview with the employer. Recommendations: an approximate list of questions that can be asked most often during an interview is proposed (answering questions should be short, easy and natural).

The practice of conducting appraisal interviews

The practice of conducting appraisal interviews Conducting appraisal interviews (conversations) with working employees is currently only beginning to enter into HR - the life of many of our domestic enterprises. In this regard, each company, through trial and error, tries to develop its own unique approach to this direction staff assessments.

And everything seems to be fine, if not for one "but".

Final assessment sheet at the interview

The final assessment sheet at the interview of the candidate passing (Position name, division) Professional skill level 1 - absence of prof. skill; 3 - good knowledge and skills; 4 - highly professional knowledge; Ability to think independently and solve complex problems 2 - a consultant is constantly required;

Coursework - The system of work with personnel

term paper The system of work with personnel The basis of the concept of personnel management of the organization.

The process of selecting personnel for a vacant position.

Rules for compiling an evaluation sheet of a candidate and job description. Determination of the number of main workers and annual average wages.

By clicking on the "Download archive" button, you will download the file you need for free.

How to conduct a job interview with a candidate

How to conduct an interview with a candidate when applying for a job large companies to search for applicants and recruit personnel, certain people are hired - specialist recruiters, who carry out all such actions.

Recruitment

Candidate evaluation form after the interview

As soon as the door slams behind the candidate, do not shelve it until fresh impressions have evaporated, evaluate it. After the form below is completed (and pre-printed according to the sample), put it in the candidate's personal file.
This form of candidate assessment will be handy if you followed the recommended interview pattern. It 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: _______________________________________________ ________________
Job title: _____________________________________________________ ________________
Date of interview: "_________" ____________ 200__
Scheduled interview start time _____________________________ ________________
The actual time of arrival of the candidate (in case of being late, indicate the reason for being late) ______________________________________________________ ________________
№ _____________________________________________________________ _________
Characteristic "Ideal" candidate (in this column, the desired qualities are entered in advance after the examination of the vacancy) __________________________________________________________
Relevant data of the candidate (in this column enter the actual qualities of the candidate) __ ________________________________________________________________ _____________ _
Grade

1. Floor _____________________________________________________________ ________________
2. Age __________________________________________ _______________ _____________
3. Family status ______________________________________________ _____________
4. The names of educational institutions where the candidate could receive the knowledge necessary for the successful performance of his functional duties. His desired
   specialization and additional education ________________________ ____________________________________________________________
5. Names of possible positions held by the candidate._______
6. Profile and names of companies where the candidate could receive and master the skills necessary for the vacancy.
7. Minimum experience.
8. List of job responsibilities that the candidate was supposed to perform.
9. Proficiency in office equipment (PC, copier, fax, etc.), knowledge of software products.

10. Degree of foreign language proficiency _______________
11. Professional knowledge and skills required by the candidate.

1. The presence of a car, a driver's license indicating the category, driving experience.
2. Availability of housing, desired place of residence.
3. Psychological qualities that will help you successfully cope with job responsibilities and learn new skills.
4. Psychological qualities incompatible with work in this position
5. Psychological characteristics that allow achieving compatibility with employees directly related to the future employee and corresponding to the corporate culture of the organization.
6. Psychological qualities incompatible with work in this company
7. Additional requirements.

Brief information and opinion of the official who conducted the initial interview (i.e.

sample interview protocol

your informal assessment of the candidate) is also very important. Below is a form by which you can evaluate the applicant. To fill out this form, circle the appropriate (your, if possible, objective, opinion about the candidate) number in each line. Calculate the total score, the maximum score is 60, the minimum score is 12. The optimal score will be obtained if the candidate scores no more than three triples, provided that the remaining marks are 4 and 5.
When evaluating, do not confuse appearance with the cost of clothes and the personal taste of the candidate, in the appearance column we mean neat hair, adequate makeup and manicure (if you are a woman), clean, tidy clothes suitable for the occasion, unobtrusive accessories. In addition to the timbre of the voice, you need to pay attention to the tempo of speech, possible defects in sound pronunciation, vocabulary, and the use of slang words.

In the column of physical condition, especially carefully assess women and the elderly. It is also necessary to distinguish the qualities necessary when applying for a job from those that can be quickly acquired in the process of adaptation at the workplace (criticality of conditions).
APPEARANCE

1. Untidy
2. Carelessness in clothing
3. Neat
4. Pays special attention to their appearance

1. Harsh, annoying
2. indistinct
3. Nice
1. clear, understandable
2. Expressive, energetic

PHYSICAL STATE

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

BEHAVIOR

1. Nervous
2. Shy
3. Mannered
4. Tense
5. Embarrassed
6. Calm
7. Adequate
8. Extraordinarily aged

CONFIDENCE

1. Shy
2. Arrogant
3. Consistent, evidence-based
4. Enough self-confident
5. rectilinear
6. Demonstrates confidence
7. Unusually self-confident

THE WAY OF THINKING

1. Illogical
2. Uncertain
3. Unclear
4. Spread over trifles
5. Clearly expressed, words adequate to meanings
6. Convincing
7. Logical
8. Extraordinary ability in the logic of thought

FLEXIBILITY

1. slow-witted, slow-witted
2. Accepts what is being said
3. Attentive, clearly expresses his thoughts
4. Smart, asks the right questions
5. Unusual sharpness of mind, perceives a complex of ideas

MOTIVATION AND AMBITION

1. Sluggish, not ambitious
2. Lack of interest in self-development
3. Demonstrates a desire for self-development
4. Determines future goals, wants to succeed
5. High ambitions, self-development

WORK EXPERIENCE, EDUCATION

1. Doesn't fit the job
2. Not relevant but useful
3. Conform
4. Above required
5. Particularly suitable
6. Keeps learning, leveling up

PERSONALITY OF THE CANDIDATE

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

ATTITUDE TO THE PREVIOUS PLACE OF WORK

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

BEHAVIOR IN EXTREME CIRCUMSTANCES

1. Expresses extreme embarrassment or aggression
2. visibly nervous
3. Does not express discomfort, does not seek to continue the conversation
4. Demonstrates calm demeanor, continues dialogue
5. Responds adequately, looking for ways to continue the conversation

Decision taken: "Accept" (), "Reject" ()

As soon as the door slams behind the candidate, do not shelve it until fresh impressions have evaporated, evaluate it. After the form below is completed (and pre-printed according to the sample), put it in the candidate's personal file.
This form of candidate assessment will be handy if you followed the recommended interview pattern. It 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: _______________________________________________ ________________
Job title: _____________________________________________________ ________________
Date of interview: "_________ »____________200__
Scheduled interview start time _____________________________ ________________
The actual time of arrival of the candidate (in case of being late, indicate the reason for being late) ______________________________________________________ ________________
№ _____________________________________________________________ _________
Characteristic "Ideal" candidate (in this column, the desired qualities are entered in advance after the examination of the vacancy) __________________________________________________________
Relevant data of the candidate (in this column enter the actual qualities of the candidate) __ ________________________________________________________________ _____________ _
Grade

1. Floor _____________________________________________________________ ________________
2. Age __________________________________________ _______________ _____________
3. Family status ______________________________________________ _____________
4. The names of educational institutions where the candidate could receive the knowledge necessary for the successful performance of his functional duties. His desired
   specialization and additional education ________________________ ____________________________________________________________
5. Names of possible positions held by the candidate._______
6. Profile and names of companies where the candidate could receive and master the skills necessary for the vacancy.
7. Minimum experience.
8. List of job responsibilities that the candidate was supposed to perform.
9. Proficiency in office equipment (PC, copier, fax, etc.), knowledge of software products.

10. Degree of foreign language proficiency _______________
11. Professional knowledge and skills required by the candidate.

1. The presence of a car, a driver's license indicating the category, driving experience.
2. Availability of housing, desired place of residence.
3. Psychological qualities that will help you successfully cope with job responsibilities and learn new skills.
4. Psychological qualities incompatible with work in this position
5. Psychological characteristics that allow achieving compatibility with employees directly related to the future employee and corresponding to the corporate culture of the organization.
6. Psychological qualities incompatible with work in this company
7. Additional requirements.

Brief information and the opinion of the official who conducted the initial interview (i.e. your informal assessment of the candidate) is also very important. Below is a form by which you can evaluate the applicant. To fill out this form, circle the appropriate (your, if possible, objective, opinion about the candidate) number in each line. Calculate the total score, the maximum score is 60, the minimum score is 12. The optimal score will be obtained if the candidate scores no more than three triples, provided that the remaining marks are 4 and 5.
When evaluating, do not confuse appearance with the cost of clothing and the personal taste of the candidate, in the column externalview this refers to the accuracy of the hairstyle, adequate makeup and manicure (if you have a woman in front of you), clean, tidy, suitable clothes for the occasion, unobtrusive accessories. In addition to the timbre of the voice, you need to pay attention to the tempo of speech, possible defects in sound pronunciation, vocabulary, and the use of slang words. In the graph physical condition pay particular attention to women and the elderly. It is also necessary to distinguish the qualities necessary when applying for a job from those that can be quickly acquired in the process of adaptation at the workplace (criticality of conditions).
APPEARANCE

1. Untidy
2. Carelessness in clothing
3. Neat
4. Pays special attention to their appearance

1. Harsh, annoying
2. indistinct
3. Nice
1. clear, understandable
2. Expressive, energetic

PHYSICAL STATE

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

1. Nervous
2. Shy
3. Mannered
4. Tense
5. Embarrassed
6. Calm
7. Adequate
8. Extraordinarily aged

CONFIDENCE

1. Shy
2. Arrogant
3. Consistent, evidence-based
4. Enough self-confident
5. rectilinear
6. Demonstrates confidence
7. Unusually self-confident

1. Illogical
2. Uncertain
3. Unclear
4. Spread over trifles
5. Clearly expressed, words adequate to meanings
6. Convincing
7. Logical
8. Extraordinary ability in the logic of thought

FLEXIBILITY

1. slow-witted, slow-witted
2. Accepts what is being said
3. Attentive, clearly expresses his thoughts
4. Smart, asks the right questions
5. Unusual sharpness of mind, perceives a complex of ideas

MOTIVATION AND AMBITION

1. Sluggish, not ambitious
2. Lack of interest in self-development
3. Demonstrates a desire for self-development
4. Determines future goals, wants to succeed
5. High ambitions, self-development

WORK EXPERIENCE, EDUCATION

1. Doesn't fit the job
2. Not relevant but useful
3. Conform
4. Above required
5. Particularly suitable
6. Keeps learning, leveling up

PERSONALITY OF THE CANDIDATE

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

ATTITUDE TO THE PREVIOUS PLACE OF WORK

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

BEHAVIOR IN EXTREME CIRCUMSTANCES

1. Expresses extreme embarrassment or aggression
2. visibly nervous
3. Does not express discomfort, does not seek to continue the conversation
4. Demonstrates calm demeanor, continues dialogue
5. Responds adequately, looking for ways to continue the conversation

Decision taken: "Accept" (), "Reject" ()