Ways to evaluate candidates for an interview. Practical tips for a successful interview. Relation to the previous place of work

This form candidate ratings, compiled on the basis of core competencies, will allow you to compare the qualities, skills, and capabilities of a candidate required by a vacancy with its objective qualities, skills, and capabilities, that is, compare what is desired and actual.

Candidate Evaluation Form

FULL NAME. candidate: _________________________________________________________

Applies for the vacancy: ___________________________________________________

Date of interview: "_________" ____________ 20__

Established interview start time: ____________________________________

Actual time of arrival of the candidate (if you are late indicate the reason for being late): _________

First impression of the candidate: ______________________________________________

Psychological qualities that will help to successfully cope with job responsibilities and learn new skills: _______________________________________

Psychological qualities incompatible with work in this position: _________

Psychological characteristics that allow achieving compatibility with employees directly related to the future employee and corresponding to the corporate culture of the organization: __________________________

Psychological qualities incompatible with work in this company: ___________

Compliance with additional requirements: ____________________________________

Below is the form by which you can evaluate the applicant. To fill out this form, circle the appropriate number (in your as objective as possible opinion about the candidate) in each line.

Appearance

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

1. Harsh, annoying.
2. Slurred.
3. Pleasant.
4. Clear, understandable.
5. Expressive, energetic.

Physical state

1. Unpleasant, unhealthy appearance.
2. Non-energetic, lethargic.
3. Good physical shape, good looks.
4. Peppy, energetic.
5. Very energetic, in great shape.

Behavior

1. Nervous.
2. Shy.
3. Mannered.
4. Stressful.
5. Confused.
6. Calm.
7. Adequate.
8. Extremely seasoned.

Confidence

1. Shy.
2. Arrogant.
3. Consistent, evidence-based.
4. Self-confident enough.
5. Straightforward.
6. Demonstrates confidence.
7. Extremely self-confident.

The way of thinking

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

Mind flexibility

1. Slowly thinking slowly.
2. Indifferently perceives what has been said.
3. Attentive, clearly expresses his thoughts.
4. Clever, asks adequate questions.
5. Unusual sharpness of mind, perceives a set of ideas.

Motivation and ambition

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

Experience, education

1. Do not match the position.
2. Not appropriate, but useful.
3. Conform.
4. Above the required.
5. Particularly suitable.
6. Continues to study, raise the level.

Candidate identity

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

Relation to the previous place of work

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

Practical experience

1. There is no practical work experience.
2. The practical experience is very small and completely insufficient to cope with the work.
3. Practical work experience is insufficient and this happens, interferes with the successful fulfillment of assigned duties.
4. Practical work experience is sufficient for satisfactory performance of duties.
5. Has sufficient experience in practical work, which allows you to successfully cope with the work.
6. Has extensive practical experience.
7. Possesses extremely extensive practical experience.

Professional knowledge

1. Professional knowledge is practically absent.
2. Professional knowledge is superficial, does not have the necessary professional knowledge.
3. Does not have sufficient professional knowledge, which affects practice.
4. Professional knowledge sufficient to satisfactorily address practical professional issues.
5. There is sufficient professional knowledge of the issues.
6. Professional knowledge is strong, deep, makes it easy to understand practical professional issues.
7. Professional knowledge is extremely deep and extensive, well versed in many practical professional issues.

Ability to plan

1. Does not know how to plan even simple work.
2. Cope poorly with work planning.
3. Not good at planning.
4. The ability to plan work is developed to a moderate degree, satisfactorily plans.
5. The ability to plan work to the necessary extent.
6. Good at planning work.
7. Perfectly able to plan work.

The ability to process information

1. The ability to process information is practically absent. Letters, drawings, documents necessary for work can lie for months on the table.
2. The received information is absorbed and transmitted very slowly, documents are unnecessarily deposited.
3. Usually quite slowly receives, analyzes and transmits information, which sometimes slows down the work of others.
4. The ability to process the information necessary for work is developed to a moderate degree.
5. Usually receives, analyzes, transmits, transmits information at the speed necessary for work.
6. Well-developed ability to process current information, which helps to successfully cope with the work.
7. Extremely fast and efficiently processes the information necessary for work.

Organizational skills

1. Organizational skills are practically absent.
2. Organizational skills are poorly developed. The organized work is performed with difficulty and errors.
3. Organizational skills are underdeveloped. Not always able to organize the work of people.
4. Organizational skills are sufficient to satisfactorily address organized issues.
5. Has the necessary organizational skills, can organize the work of people.
6. A good organizer, knows how to quickly and efficiently organize the effective work of people.
7. A great organizer knows how to organize the effective work of people.

Use of rights and authority

1. He does not know and does not know how to use his rights and power.
2. Rarely uses his rights and power.
3. Use his rights and authority in an insufficient measure for work.
4. Knows his rights and powers, satisfactorily uses them in practice.
5. He knows and fully uses his rights and powers but never exceeds them.
6. He knows well and fully and fully uses his rights and powers, sometimes even slightly exceeding them.
7. He knows perfectly, fully utilizes his rights and powers. Often they exceed.

Stressful behavior

1. The ability to find a way out in a stressful situation is absent.
2. The ability to find a way out in a stressful situation is poorly developed. Clearly lacking in character to find a way out.
3. The ability to find a way out in a stressful situation is underdeveloped. Sometimes there is not enough character to find a way out.
4. The ability to find a way out in a stressful situation is developed to an average extent. Not always enough character to find a way out.
5. The ability to find a way out in a stressful situation is quite developed. Most often, there is enough character to find a way out.
6. The ability to find a way out in a stressful situation is well developed. Usually enough character to find a way out.
7. The ability to find a way out in a stressful situation is very well developed. It has a solid character and can escape even from a hopeless situation.

Leadership abilities

1. Leadership abilities are practically absent. Without official authority, he cannot organize and lead people.
2. Clearly lacking leadership skills.
3. Sometimes there is a lack of leadership ability to organize work with people.
4. Leadership abilities are developed to a moderate degree.
5. Leadership skills are sufficiently developed to organize the work of people.
6. Possesses good leadership skills.
7. Exceptional leadership abilities. Without even having official authority, he perfectly organizes the work.

Independence

1. Cannot solve simple questions on their own.
2. Clearly lacking in independence. Constantly in need of help, tips, directions.
3. Sometimes there is a lack of independence and then help is needed in the work.
4. Independence is developed in an average measure.
5. Independence is quite developed. It solves many issues related to work.
6. Has great autonomy in resolving issues related to work.
7. Possesses exceptional independence in work. All issues are resolved without expecting anyone else's help.

Culture level

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

The ability to understand the essence of the matter

1. The ability to understand the essence of the matter is practically absent. Even a simple thing must be explained many times.
2. The ability to understand the essence of the matter is underdeveloped. Often, when studying a particular issue, he cannot single out the main thing from the secondary.
3. The ability to understand the essence of the matter is underdeveloped. When studying a particular issue, it is difficult to single out the main thing from the secondary.
4. The ability to understand the essence of the matter is moderately developed, satisfactorily distinguishes the main from the secondary when studying various issues.
5. The ability to understand the essence of the matter is developed above the average level, can quickly figure out a particular issue and highlight the main thing.
6. The ability to understand the essence of the matter is well developed. Can quickly understand the essence of the matter and distinguish from the secondary.
7. The ability to understand the essence of the matter is very well developed. It has the exceptional ability to instantly grasp the essence of the issue, immediately understand the situation, highlight the main thing.

Ability to solve complex problems

1. The ability to solve complex problems is practically absent. It can solve only the most primitive tasks.
2. The ability to solve complex tasks is poorly developed, can perform only simple tasks.
3. The ability to solve complex problems is not sufficiently developed for work.
4. The ability to solve complex problems is developed satisfactorily.
5. The ability to solve complex problems is enough for work.
6. The ability to solve complex problems is well developed. Cope with work of high complexity.
7. Has excellent ability to perform the most complex tasks.

Striving for a new

1. The desire for a new one is practically absent; it opposes all innovations.
2. Skeptical of innovations and reorganizations, trying to stay away from them.
3. Sometimes it can support a useful undertaking, although he does not particularly like it.
4. Refers to innovation, reorganization quite calmly.
5. Strives to support many undertakings, innovations and reorganizations.
6. Usually too keen on various innovations and reorganizations, wants to live and work in a new way.
7. A big innovator. She is rooting for the new, she has no idea how one can live and work in the old way.

Having your own opinion

1. Even on trifling matters, he does not have his own opinion.
2. Usually avoids expressing one’s own opinion even on minor issues.
3. He rarely expresses his own opinion, even in those cases when he has one.
4. She especially expresses her own opinion only when asked about him.
5. Usually avoids expressing one’s own opinion, sometimes even in cases when it is not well thought out.
6. Often expresses his own opinion, even on such issues in which he is not very well versed.
7. Seeks to express his own opinion on any issues, even on those which he is completely unaware of.

Ability to see perspective

1. The ability to see the perspective is missing. He sees only the current moment.
2. The ability to see the perspective is limited. Current issues are so relevant that there is no time to look into the distance, to see the future.
3. The ability to see the perspective is not developed enough to work.
4. The ability to see the perspective is on an average level, like most people have.
5. Sufficiently and timely sees the prospect.
6. He sees and understands the future well, knows how to predict the development of events in the future in a timely manner.
7. It has an exceptional ability to see the future and take measures in advance taking into account the development of future events.

Determination

1. Purposefulness is practically absent. He lives without a specific goal, only today.
2. Usually, he doesn’t set any distant goals in life, any plans extend only for the next month.
3. The goals set in life and in work can more likely be called dreams, since they are unrealistic.
4. From time to time, sets goals for several months of life and tries to fulfill them.
5. Set realistic goals that are usually achievable in the next year of life.
6. Has a system of tactical goals for life in the coming years, shows sufficient perseverance to achieve them.
7. Purposefulness is extremely developed. He sets himself both strategic goals for life and tactical goals for the coming years. Shows rare perseverance and ingenuity to achieve them.

Determination

1. Decision is absent, hesitates and creases for a long time before solving the simplest question.
2. Decisiveness is poorly developed. She is clearly not enough; she cannot make a decision in a timely manner.
3. Decision is underdeveloped. Sometimes he cannot make a decision in a timely manner.
4. Decisiveness is developed to a moderate degree. Decisiveness is not always enough, but it cannot be called indecisive.
5. Decision is quite developed. Most often, there is enough decisiveness even when solving rather complex issues.
6. Decision is highly developed. It makes timely decisions with complex issues.
7. Decision is very developed. It has an exceptional speed of decision making.

Perseverance and perseverance

1. Persistence and perseverance is practically absent. He cannot at least to some extent show persistence and perseverance in order to complete the matter.
2. There is clearly not enough perseverance and perseverance to bring the matter to an end.
3. Sometimes there is not enough perseverance and perseverance to finish the job.
4. Persistence and perseverance are developed in an average measure.
5. More often than not, perseverance and perseverance is enough to bring the matter to an end.
6. Possesses great perseverance and tenacity, does not like to stop until things are completed.
7. Possesses a very great perseverance and tenacity, will not stop until he reaches the goal.

Self-esteem

1. Self-esteem is extremely low, always underestimates its abilities and capabilities.
2. A fairly low self-esteem, often underestimates its abilities and capabilities.
3. Self-esteem below average. It happens that it underestimates its abilities and capabilities.
4. Self-assessment of an average level. He considers himself no worse, but no better than most people.
5. Evaluates himself above average. Sometimes he overestimates his abilities and capabilities a little.
6. High self-esteem. Overconfident, often overestimates his abilities and capabilities.
7. Very high self-esteem. Extremely arrogant, constantly overestimating his abilities and capabilities.

Diligence, discipline

1. Efficiency, discipline are practically absent. Fulfills orders at its discretion, not considering itself obligated to it.
2. Obviously lacks diligence and discipline, often does not comply with the orders of the leadership.
3. Sometimes lack of diligence and discipline, it happens that does not fulfill individual orders, finding various explanations for this.
4. Efficiency and discipline are developed in an average measure.
5. Enough diligence and discipline, trying to accurately implement the orders of the leadership.
6. High diligence and discipline, even in trifles, does not want to deviate from the order of the leadership.
7. Very high diligence and discipline, he perceives any request from the leadership as an order and is accepted to fulfill it, even if he sees a more rational solution.

Exactingness to oneself

1. Demanding for oneself is practically absent. Forgives himself any mistakes and misconducts.
2. Clearly lacking in self-discipline.
3. Sometimes lack of self-discipline.
4. Demanding for oneself is expressed in an average measure.
5. Most often it is quite demanding on yourself.
6. Possesses high demands on himself.
7. He is extremely demanding of himself, is very worried about his minor mistakes and misconduct.

Sociability

1. Constant isolation, focusing on one’s thoughts and experiences makes it difficult to find a common language with other people.
2. With difficulty finds a common language, but does not know how to win over people and work with them.
3. Sociability is not developed enough for work, can not always attract people and find a common language.
4. Sociability is developed to a moderate degree. Although not always, but can find a common language with people.
5. Sociability is quite developed, in most cases it can attract people to itself, and finds a common language with them.
6. It easily attracts people to itself and finds a common language with it.
7. She knows how to win over people and find a common language with them.

The pursuit of continuing education

1. Totally not interested in improving his qualifications, refuses any form of training.
2. Usually not interested in continuing education.
3. Little is interested in improving their qualifications, and only in forms of training that are convenient for themselves.
4. Continuing education is considered as necessary for work, although it is trained without much desire.
5. Ready for advanced training, willingly studying at various courses, faculties.
6. Strives for advanced training in various forms, engages on his own, willingly studies at various courses, faculties.
7. He considers continuing education to be his professional duty, is actively engaged in self-training, and is always eager to study at various courses and faculties.

The ability to establish business relationships

1. Absolutely not able to establish business relations with other enterprises, as well as with other departments of his enterprise.
2. There is clearly not enough ability to establish business relations with other enterprises and organizations, as well as with other departments of your enterprise.
3. Sometimes there is a lack of ability to establish business relations with other enterprises and organizations, as well as other divisions of your enterprise.
4. The ability to establish business relations with other enterprises and organizations, as well as other departments of your enterprise, is developed to an average extent.
5. The ability to establish the necessary business relations with other enterprises and organizations, as well as other departments of your enterprise.
6. Ability to establish good business relations with other enterprises and organizations, as well as other departments of your enterprise.
7. Ability to establish excellent business relations with other enterprises and organizations, as well as other departments of your enterprise.

Justice

1. There is no justice in relation to other people.
2. Obviously not enough justice in relation to other people.
3. Sometimes there is a lack of justice in relations with other people.
4. Justice in relationships with other people is manifested as often as in others.
5. Usually fair enough in the assessment of other people.
6. Often shows justice in the assessment of other people.
7. Always shows justice in relations with other people.

Courtesy and courtesy

1. Politeness and tact are practically absent. Often rude and tactless in relation to other people.
2. Obviously lacking in courtesy and tact in dealing with people.
3. Sometimes there is a lack of politeness and tact in relations with people.
4. Politeness and tact in relations with people are manifested to an average extent.
5. Usually behaves with people politely and tactfully.
6. Often behaves with people quite politely and tactfully.
7. Always behaves with people extremely politely and tactfully.

Focus on business

1. The focus on the case is absent. Interests for business are always in last place, they are remembered only when it is profitable.
2. The focus on the case is poorly expressed. When solving certain issues, he is rarely guided by the interests of the case.
3. The focus on the case is not expressed enough. When solving certain issues, it is not sufficiently guided by the interests of the case.
4. The focus on the case is expressed in an average measure. When deciding certain issues, it moderately takes into account the interests of the case.
5. The focus on the case is quite pronounced. In most cases, when resolving various issues, he tries to proceed from the interests of the case.
6. The focus on the case is strongly expressed. When solving various issues, he is guided only by the interests of the case.
7. The focus on the case is expressed very strongly. Exclusively devoted to the interests of the cause.

Operability

1. Performance is very low. It works very sluggishly, quickly gets tired.
2. Performance is low. It works quite slowly, with long breaks for rest.
3. Performance below average. It does not work very intensively.
4. Efficiency is not worse than that of others, it works with satisfactory intensity.
5. Performance above average. It works with sufficient intensity.
6. Efficiency is high, can work much faster, more intensively and with greater returns than most people.
7. Amazing performance, almost a few people.

Attitude to work

1. Totally dislikes work and suffers from it himself.
2. Does not like his work, does not like its nature and content.
3. The work is not very like, although some of its elements are attractive.
4. In general, I like the work, although I do one part of the work with pleasure.
5. I like the work, it is interesting to her.
6. I like the work very much.
7. He loves his work very much, devotes almost all his free time to it.

Sustainability of Morality

1. The stability of morality is absent. Does not comply with the moral requirements of society.
2. Clearly lacking sustainable moral values.
3. Sometimes there are noticeable gaps in moral education.
4. The attitude to the moral and values \u200b\u200bof society is the same as that of most people.
5. It is characterized by moral stability, respect and observance of public values.
6. It is characterized by high moral stability, respect and strict observance of public values.
7. It is characterized by a very high moral stability, respect and very precise observance of all social values.

Decision: Accept (), Refuse ()

The article was first published on Executive.ru on December 26, 2006 under the heading “Creativity without denominations”. Reanounced in the content block as part ofspecial project editorial staff

In Soviet times, the recommendation of the guarantor was replaced by a compiled description. Today, characteristics again began to be called letters of recommendation. If the period came to go to work, or occupy an important position. It is one thing to get characteristics, it's another to make up. In modern realities, the capitalist concept as a letter of recommendation has come into our everyday life. Almost everyone had to get involved with the concept as a characteristic. Typically, characterization was needed. Here is an example that leaves time to produce the right document.

Candidate Evaluation Form

As soon as the door closes behind the candidate, without leaving the “long box”, until fresh impressions have evaporated, evaluate it. After the form below is completed (and pre-printed according to the sample), put it in the personal file of the candidate.

This form of assessment of the candidate will be convenient if you adhered to the recommended scheme for conducting interviews. It will allow you to compare the qualities required by the vacancy, skills and capabilities of the candidate with his objective qualities, skills and capabilities, that is, compare the desired and the actual.

CANDIDATE EVALUATION FORM

FULL NAME. candidate: _______________________________________________________________

Position: _____________________________________________________________________

Date of interview: "_________ ____________200__ year

Established interview start time _____________________________________________

Actual time of arrival of the candidate (if you are late indicate the reason for being late) ______________________________________________________________________

№ ______________________________________________________________________

Characteristic “Ideal” candidate (the desired qualities are entered in this column in advance after the examination of the vacancy) __________________________________________________________

The relevant data of the candidate (the actual qualities of the candidate are entered in this column) __ _____________________________________________________________________________ _

Rating

Paul _____________________________________________________________________________
Age __________________________________________ ____________________________
Family status ___________________________________________________________
Names of educational institutions where the candidate could obtain the knowledge necessary for the successful fulfillment of their functional duties. His desired specialization and continuing education ______________________________________________________________________________
Names of candidate positions ._______
The profile and names of companies where the candidate could get and master the skills necessary for the vacancy.
Minimum work experience.
The list of job duties that the candidate should have performed.
The degree of ownership of office equipment (PC, copier, fax, etc.), knowledge of software products.
Foreign language proficiency _______________
Professional knowledge and skills required by the candidate.
The presence of a car, a driver’s license indicating the category, driving experience.
Availability of housing, desirable place of residence.
Psychological qualities that will help to successfully cope with job responsibilities and develop new skills.
Psychological qualities incompatible with work in this position
Psychological characteristics that allow achieving compatibility with employees directly related to the future employee and corresponding to the corporate culture of the organization.
Psychological qualities incompatible with work in this company
Additional requirements.

Brief information and the opinion of the official conducting the initial interview (i.e. your informal assessment of the candidate) is also very important. Below is the form by which you can evaluate the applicant.

To fill out this form, circle the appropriate number (in your as objective as possible opinion about the candidate) in each line. Calculate the overall score, the maximum score is 60 minimum - 12. The optimal score will be obtained if the candidate scored no more than three triples, provided that the remaining marks 4 and 5.

When assessing, do not confuse the appearance with the cost of clothing and the personal taste of the candidate, in the column externalviewi mean the accuracy of the hairstyle, adequate makeup and manicure (if you have a woman in front of you), clean, tidy, suitable clothing, unobtrusive accessories. In addition to the voice, you need to pay attention to the pace of speech, possible defects in sound pronunciation, vocabulary, the use of slang words.

In the graph physical conditionespecially carefully evaluate women and the elderly. You should also distinguish the qualities necessary when applying for a job from those that can be quickly acquired in the process of adaptation at the workplace (critical conditions).

APPEARANCE

Untidy
Carelessness in clothes
Neat
Pays particular attention to its appearance
Flawless

Harsh, annoying
Slurred
Pleasant
Clear
Expressive, energetic

PHYSICAL STATE

Unpleasant, unhealthy appearance
Non-energetic, lethargic
Good shape, good looks
Peppy, energetic
Very energetic, in great shape

BEHAVIOR

Nervous
Shy
Mannered
Tense
Embarrassed
Calm
Adequate
Extremely seasoned

CONFIDENCE

Shy
Arrogant
Consistent, evidence-based
Self-confident enough
Straightforward
Demonstrates confidence
Unusually self-confident

THE WAY OF THINKING

Illogical
Vague
Unclear
Spraying over trifles
Clearly expressed, words are adequate to meanings
Convincing
Logical
Extraordinary ability in the logic of thought

FLEXIBILITY OF THE MIND

Slowly thinking slowly
Indifferently perceives said
Attentive, clearly expresses his thoughts
Clever, asks adequate questions
Unusual sharpness of mind, perceives a set of ideas

MOTIVATIONS AND AMBITIONS

Sluggish, not ambitious
Lack of interest in self-development
Demonstrates the desire for self-development
Defines future goals, wants to succeed
High ambition, self-development

WORK EXPERIENCE, EDUCATION

Do not match the position
Not relevant but useful
Match
Above required
Especially suitable
Continues to study, level up

CANDIDATE PERSONALITY

Immature, impulsive
Stubborn
Reasonable, mature
Cooperative
Responsible
Mature, self-sufficient

Brightly negative
Showing discontent
Avoids direct questions
Expresses a positive attitude
Demonstrates positive, objectively evaluates "+" and "-"

BEHAVIOR IN EXTREME CIRCUMSTANCES

Expresses extreme embarrassment or aggression.
Visibly nervous
Does not express discomfort, does not seek to continue the conversation
Demonstrates calm behavior, continues dialogue
It responds adequately, looking for ways to continue the conversation

Decision taken: “Accept” (), “Refuse” ()

Methods for evaluating candidates for employment and assessment tasks

Methods and technologies in the selection process have the following tasks

does the candidate match the competency level of the position
does he share the values \u200b\u200bof the company? How comfortable will he be in this corporate culture?
what is the candidate’s potential, can he grow and develop in a favorable environment
is the candidate motivated for this particular vacancy in this company

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

Candidate Scorecard

This tool is used by almost every recruiter.

Firstly, it is impossible to keep in mind the information on each candidate, and recording devices are used by only a few companies, 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 may 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 continuity (any of the interested parties, be it a potential manager, another HR manager, can turn to the scorecard and get information).

What should be reflected in this document?

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

For example, in the score sheet 5 competencies can be listed and each one will have a recruiter’s assessment and, necessarily, behavioral examples confirming that the competency development was demonstrated by this candidate.

Employee assessment

represented by a number of popular and reliable techniques

Large test providers (such as SHL) have questionnaires for each position.

There are tests showing candidate profile matching (PI)

. 5-8 competencies are determined in advance, and they are thoroughly tested during an interview using special technology. Such testing should 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 invited to solve certain problems. During the discussion, the candidate’s behavior is monitored and evaluated.

Posted On 05/31/2018

HR Management \\ Technologies for search, selection and adaptation of personnel in a company

6.1. Interview Preparation

Conducting an interview is the most crucial stage in the selection of personnel, which plays a key role in making the final decision, even when 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 \u200b\u200bthe vacant position that will be discussed during the conversation: responsibilities, tasks, methods and means of solving them, workload, responsibility, rights, official relationships, conditions and place of work.
In addition, the specialist who will talk with the future employee should have the following information:
1. Information about the company (name, form of ownership, history, size, profile, products and indicators of its volume, market position, corporate culture).
2. Information about the unit in which the employee is selected, about his 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 (salary and the procedure for its accrual, bonuses, insurance, car provision, reimbursement of expenses for using personal transport, meals, etc.).
5. Opportunities for advanced training, professional and career development.
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 issues. The interviewer should be aware of the procedure, procedures and deadlines for evaluating the submitted applicants, as well as the personal characteristics of those people who will make the decision on hiring.

6.2. Interview Strategy and Tactics

The job interview is designed to solve the following problems:

assessment of the candidate’s abilities for a certain type of activity;
comparative analysis of competency of job seekers;
providing the applicant 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 evaluating and selecting candidates, it is necessary to achieve its maximum effectiveness, which depends on the technology of the interview and the professionalism of the interviewer.
Structuring both the decision-making process for hiring and the interview methodology will help to avoid possible serious mistakes.

Internal effects making interviewing difficult

First impressions. Interviewers often draw conclusions about the identity of the candidate in a few minutes at the very beginning of the conversation. For the remainder of the time, they gather information in support of the first impression. This is the case when a person “hears only what he wants to hear” and makes unreasonable choices.
Stereotypes. Some interviewers believe that certain groups of people have special characteristics (for example, bearded men do not inspire confidence, and women with glasses are smart).
Edge effect (primary - recent). The information that sounded at the beginning of the conversation is drawn more attention than the subsequent. This can be explained by the properties of memory or the power of first impressions.
Contrast effect. The interviewer's opinion of the candidate depends on his judgment on previous applicants. On the one hand, this means that the best one will be chosen from them, on the other hand, they are compared among themselves, evaluated in relation to each other, and not to the requirements of the work.
Just like me. Interviewers are more supportive of people similar to themselves in upbringing, education, and work experience. There is even evidence that they prefer applicants with non-verbal behavior similar to their own (eye movements, posture, etc.).
Negative information. Negative information impresses interviewers more 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 sympathy. Higher marks are given to those candidates who are sympathetic 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.
Copying. Interviewers who prefer a particular type of personality select people who are appropriate for them, regardless of their other characteristics. This interferes with the conversation and may lead to the fact that the candidacy of the selected person will not be suitable for this work.
Foreign or local accent. Applicants with a foreign or local accent often find themselves in less favorable conditions compared to those who do not have reprimands. However, this effect is less common when it comes to “not too prestigious” positions, and people with some local emphasis even prefer to work with clients.
Real time effect. Interviewers believe that the candidate behaves during the meeting in the same way as in life. This is a serious mistake, because, as a rule, people get nervous during the interview. And vice versa: some applicants are able to "splurge" and demonstrate qualities throughout the conversation that they do not possess in reality.
Gender preferences. Women candidates are often evaluated much more meticulously than men, especially if men are preferred for this vacancy. Although there is evidence that this trend is more characteristic of female interviewers who consider representatives of the strong half of humanity more competent, while for the latter, it seems, gender does not matter.

6.3. Interview technique

Build communication with the candidate so that he can talk 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 it is needed.

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

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

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

Assess the applicant only after the interview.

Do not prompt answers. Your interlocutor should not have the impression that there are right and wrong answers.

Interview Design

Stage 1. Introduction, establishing contact

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

Stage 2. The main part of the interview

1. Explore assessed competencies.
2. Invite the candidate to add information about himself at his discretion.
3. Provide the opportunity to ask you questions.
The more you learn about the applicant before the interview, the less time you will have to spend on updating this information during the interview. Preparation includes:
Review of documents. Gather all available candidate documents - resumes, questionnaires, recorded telephone conversations - and select from their contents information about the work experience that is most important for this position.
Experience. Check out the information that matches the job experience of your job. Mark for yourself that it seems unclear to you about which you would like to receive additional information.
Gaps in work. Mark for yourself gaps in the work or study of the candidate. During the interview, you can discuss this with him in order to establish their cause and draw conclusions about the candidate’s track record.
The main purpose of the review of experience is to obtain 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 significant for you.
After completing the review, proceed to prepared behavioral questions. Tell the candidate that the further conversation will be more dynamic, and it is advisable that he answer in as much detail as possible.

Important

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

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

If a candidate says that he liked or did not like in a previous job, this will help you evaluate his motivation.

Do not convince yourself that employment gaps are a bad sign. It is necessary to find out their reasons.

Stage 3. End of the interview

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

look through your notes to determine if you need additional information or any clarifications (if necessary, ask questions immediately);
conduct testing (if required);
talk about the position and company, answer the questions of the candidate;
complete the interview: explain the further procedure and thank the interlocutor.

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

One of the main factors for the success of an interview is its well-thought-out structure. In order to create a list of questions to identify the necessary competencies of the candidate, it is proposed to use the following table.

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

Top Ten Interview Questions

1. Tell us about yourself using only adjectives.
2. What is the biggest success and biggest mistake of your career?
3. What was the most serious criticism ever addressed to you?
4. Please describe the best of your leaders or subordinates with whom you had to work.
5. What would your last boss try to improve on 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? Why yes or why not?
8. If I spoke with your leader (present or former), what would your strengths and weaknesses be noted?
9. Suppose you already worked for our company three to six months ago, but things are not going well. What do you think, and for what reasons, may not work out?
10. What can make your working day really good? If in the evening you are upset, what could lead you to such a state?

Top Ten 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: on your successes or mistakes?
5. How condescending was your attitude to the mistakes of your subordinates revealed during the year?
6. What, in your opinion, is the main strength of your organization? Why?
7. Under what circumstances could you deceive?
8. Is the customer always right?
9. If you could organize the world according to one of three principles - there are no shortcomings and shortages, no problems, no rules - how would you arrange it?
10. In your opinion, can all business relations be absolutely clear, in particular, in terms of fulfillment of obligations?

6.5. Technique for evaluating information during the interview

In order to correctly evaluate the incoming information, use as many interview methods as possible.
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 to give examples from personal experience.
3. Specific situations for parsing.
4. Role-playing games.
5. Built-in interview tests and tasks.
6. Written assignments.
7. Provocations.
8. An offer 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 it. Possible interview results:
1. Opinion on the candidate for submission to the position in question.
2. Recorded conclusions about the applicant for an invitation to possible positions in the future.
3. Getting useful business information from a candidate.
4. Establishing contact with the applicant as a potential partner.
5. Access through it to new interesting contacts.
6. The conclusion on the inexpediency of further work with
given person. Conclusions:
1. An interview is not futile if at least one of the possible results is obtained.
2. The quantity and quality of the outcome of the conversation are determined:

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

3. Ideally, the interview structure should include specific questions to obtain all possible data.
4. The limited interview time should be used primarily to achieve the result, which 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

Making interview materials will take you some time.
1. In order not to miss the details, during the interview you should take notes on the interview sheets. If other persons participate in the interview (immediate supervisor, mentor), record their questions and answers to them. You can entrust the interview with a secretary or colleague.
2. Analyze the information received.
3. Immediately after the interview, discuss the results with all participants in the interview.
4. Rate the information.
5. Summarize, record in the protocol.
6. Try to set the time for interviews in the morning in order to draw up a report on the interview in the second half and coordinate it with all participants in the interview.
7. After coordinating the report with the participants in the interview, file all the materials collected for the candidate into a folder. To make a final decision on the candidate, the manager will need to analyze all the data collected.

SAMPLES OF DOCUMENTS

Interview Report

"____" ___________ 200 g.

Interview with candidate Ivanov I.I.
for a vacant position, head of sales
The professional experience is extensive and fully consistent with the intended position (seven years of work in marketing, five of them in leadership positions).
The candidate was actively pursuing his promotion opportunities. The need for career growth and achievement of success is expressed. Ambitious. Able to justifiable risk.
Intelligence is high and consistent with education. Creative thinking, capable of an innovative approach to solving problems. Oral and written language is 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-witted. It makes an impression of an emotionally mature person.
Sociable, knows how to establish and maintain interpersonal contacts. Prefers group activities. Active in communication. Quickly adapts to the team and strives to assume the role of leader. Sometimes intractable, not inferior to group pressure, but tolerant enough 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. He shows an active interest in people.
This place of work does not satisfy his ambitious plans, but the management speaks respectfully. Purposeful, persistent, initiative. Capable of clear strategic planning. Quickly captures the essence of the matter, we teach. He understands and can put into practice the mechanisms of his business. Takes full responsibility for their actions. Able to work in a team. As a leader, he is equally focused on staff and on the task. In tense conditions, adheres to an authoritarian style of leadership, in more calm - democratic. Able to delegate authority and distribute responsibility between subordinates.
The appearance is neat. Clothing style is appropriate for the situation. The manner of staying open, on an equal footing. The pose is mostly open. Answers deployed. Has a presentable appearance.

The interview was conducted by the personnel manager _________________

Present ___________________________________________

Head of picking department ________________

Marketing director________________

POSSIBLE MISTAKES

Typical mistakes of specialists during an unstructured interview:

the vagueness and heterogeneity of the grounds when deciding on a job;
intuitiveness of choice;
overestimation of the significance of some factors to the detriment of others;
preference of candidates similar to themselves and rejection of dissimilar;
"hanging" on the applicant certain characteristics that are considered typical due to his age, social or gender, as well as on the basis of the subjective opinion of the interviewer, based on various psychological positions;
attributing to the applicant skills that are considered typical of people with similar work experience;
comparison of candidates among themselves, and not regarding the criteria of success in this work.

QUESTIONS AND TASKS

Test task number 1

Choose five questions from the list that can help you evaluate a candidate’s ability to do the job effectively.
1. What are you particularly good at? Why do you think so?
2. Please describe the best of your managers or subordinates with whom you had to work.
3. Please indicate your three main functions or responsibilities at the last place of work, by the performance of which the success of your activities was evaluated.
4. Is honesty always the best policy?
5. What knowledge do you lack or did not have in your previous job?
6. Please provide an example of a document well prepared by you.
7. How many times a day do you walk your dog?
8. How did you feel after your last dismissal?
9. Please describe your working day. For example, yesterday.
10. What in your former colleagues did you envy?

Test task number 2

Choose five questions from the list that can help you evaluate a candidate’s real interest in the job in question.
1. Why do you always work with female bosses?
2. What work would suit you the most?
3. What training do you intend to take in the near future?
4. Who do you see yourself in five years?
5. How and by what criteria are you going to make a decision about finding a job in a new place?
6. Describe the situation when you made the wrong decision.
7. What could keep you from changing your job?
8. What benefits can employees receive by vesting themselves with additional authority?
9. How did you identify the causes of poor work subordinate?
10. In which case will you refuse our offer?

Test task number 3

Select from the list of five expressions related to manageability and compatibility, the degree of expression of which the candidate can assess.
1. Factors that tie a person to the company.
2. Attitude to negative statements addressed to you.
3. Self-criticism of a person and adequacy in their opinion of themselves.
4. The way to decide on the choice of a new job.
5. The health of the applicant.
6. Habits and expectations of behavior in the group.
7. Personal circumstances and factors (marital status, place of residence, etc.) affecting the ability to fulfill the required duties.
8. Education and level of theoretical preparedness.
9. Experience in forming relationships with others.
10. Motives for switching to another job.
11. Talkativeness of the applicant.
12. Formation of a generalized assessment of controllability and compatibility of the applicant.

ANSWERS TO TEST TASKS

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

Technology used uCoz

staff selection and screening interviews

staff selection and screening interview 2.2 candidate evaluation after the interview this form of candidate evaluation will be convenient if you adhere to the recommended interviewing scheme.

Record of job interview

it will allow you to compare the qualities required by the vacancy, skills and capabilities of the candidate with his objective qualities, skills and capabilities, that is, compare the desired and the actual.

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

how not to fall under the charm of beautiful girls who came for an interview
why ask a person about the same thing several times
four correct criteria for evaluating applicants

directors and HR managers when evaluating applicants, as a rule, put the personal qualities of the applicant, the volume of his knowledge and skills in the first place.

how to evaluate and verify the employee’s moral values \u200b\u200bor determination at the interview: how does the sample protocol help?

how to evaluate and verify the employee’s moral values \u200b\u200bor determination at the interview: how does the sample protocol help? Identification of personal characteristics of a candidate for a vacant 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 advantages.

it is sometimes difficult to determine the choice of a candidate and conduct a proper analysis, which is why there are methods for evaluating a candidate for an interview that will put the applicant to clean water.

employee scorecard form

form of the employee’s assessment sheet manager (name, position) official duties for the past period; agreement with the list of duties; activities for the reporting period:  achievements (ratio of duties and achieved results);  evaluated qualities (30–33);  areas of possible improvements;  need for special training;  need for mentoring; the final assessment on a 5-point scale the comments of the personnel manager, the assessment can be formulated as follows: does not have the necessary professional knowledge and does not strive for them does not have sufficient professional knowledge has the minimum professional knowledge has sufficient professional knowledge has great professional knowledge and can give advice on a number of issues
src \u003d "" \u003d "" alt \u003d "Job Candidate Scorecard"\u003e

Candidate interview interview sheet

The evaluation sheet of the job interview for the candidate The conformity assessment is put on a 5-point scale for each parameter: X * (arithmetic mean) is found by the formula: X * \u003d (conformity assessment / number of parameters).

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

Assessment interview practice

The practice of conducting appraisal interviews Conducting appraisal interviews (conversations) with working employees is currently just beginning to enter HR - the life of many of our domestic enterprises. In this regard, each company is trying by trial and error to develop its own unique approach to this area of \u200b\u200bpersonnel assessment.

And everything seems to be normal, if not for one “but”.

Interview Final Score

The final score sheet at the interview of the candidate undergoing (Job title, unit) Professional skill level 1 - lack of prof. mastery; 3 - good knowledge and skills; 4 - highly professional knowledge; Ability to think and solve complex problems independently 2 - a consultant is constantly required;

Coursework - Human Resources System

term paper Personnel Management System The basis of the organization’s personnel management concept.

The process of selecting personnel for a vacant position.

Rules for the preparation of a candidate’s score sheet and job description. Determination of the number of basic workers and annual average wages.

By clicking on the “Download Archive” button, you will download the file you need for free.

How to conduct an interview with a candidate when applying for a job

How to conduct an interview with a candidate when applying for a job Often, in large companies, certain people are hired to carry out search for job seekers and staff recruitment - specialist recruiters who carry out all such actions.

Staff recruitment

Candidate assessment form after interview

As soon as the door closes behind the candidate, without putting it off in the “long box”, until fresh impressions have evaporated, evaluate it. After the form below is completed (and pre-printed according to the sample), put it in the personal file of the candidate.
This form of candidate evaluation will be convenient if you adhered to the recommended interviewing scheme. It will allow you to compare the qualities required by the vacancy, skills and capabilities of the candidate with his objective qualities, skills and capabilities, that is, to compare the desired and the actual.
Candidate Evaluation Form
FULL NAME. candidate: _______________________________________________ ________________
Position: _____________________________________________________ ________________
Date of interview: "_________" ____________ 200__
Set Interview Start Time _____________________________ ________________
The actual time of arrival of the candidate (if you are late indicate the reason for being late) ______________________________________________________ ________________
№ _____________________________________________________________ _________
Characteristic “Ideal” candidate (the desired qualities are entered in this column in advance after the examination of the vacancy) __________________________________________________________
The relevant data of the candidate (the actual qualities of the candidate are entered in this column) __ ________________________________________________________________ _____________ _
Rating

Sex _____________________________________________________________ ________________
Age __________________________________________ _______________ _____________
Family status ______________________________________________ _____________
Names of educational institutions where the candidate could obtain the knowledge necessary for the successful fulfillment of their functional duties. His desired
specialization and further education ________________________ ______________________________________________________
Names of candidate positions ._______
The profile and names of companies where the candidate could get and master the skills necessary for the vacancy.
Minimum work experience.
List of job duties that the candidate was supposed to perform.
The degree of ownership of office equipment (PC, copier, fax, etc.), knowledge of software products.

10. The degree of knowledge of a foreign language _______________
11. Professional knowledge and skills required by the candidate.

The presence of a car, a driver’s license indicating the category, driving experience.
Availability of housing, desirable place of residence.
Psychological qualities that will help to successfully cope with job responsibilities and learn new skills.
Psychological qualities incompatible with work in this position
Psychological characteristics allowing to achieve compatibility with employees directly related to the future employee and corresponding to the corporate culture of the organization.
Psychological qualities incompatible with work in this company
Additional requirements.

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

Interview Protocol Sample

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

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

Untidy
Carelessness in clothes
Neat
Pays particular attention to its appearance

Harsh, annoying
Slurred
Pleasant

Clear
Expressive, energetic

PHYSICAL STATE

Unpleasant, unhealthy appearance
Non-energetic, lethargic
Good shape, good looks
Peppy, energetic
Very energetic, in great shape

BEHAVIOR

Nervous
Shy
Mannered
Tense
Embarrassed
Calm
Adequate
Extremely seasoned

CONFIDENCE

Shy
Arrogant
Consistent, evidence-based
Self-confident enough
Straightforward
Demonstrates confidence
Unusually self-confident

THE WAY OF THINKING

Illogical
Vague
Unclear
Spraying over trifles
Clearly expressed, words are adequate to meanings
Convincing
Logical
Extraordinary ability in the logic of thought

FLEXIBILITY

Slowly thinking slowly
Indifferently perceives said
Attentive, clearly expresses his thoughts
Clever, asks adequate questions
Unusual sharpness of mind, perceives a set of ideas

MOTIVATIONS AND AMBITIONS

Sluggish, not ambitious
Lack of interest in self-development
Demonstrates the desire for self-development
Defines future goals, wants to succeed
High ambition, self-development

WORK EXPERIENCE, EDUCATION

Do not match the position
Not relevant but useful
Match
Above required
Especially suitable
Continues to study, level up

CANDIDATE PERSONALITY

Immature, impulsive
Stubborn
Reasonable, mature
Cooperative
Responsible
Mature, self-sufficient

ATTITUDE TO THE PREVIOUS WORK PLACE

Brightly negative
Showing discontent
Avoids direct questions
Expresses a positive attitude
Demonstrates positive, objectively evaluates "+" and "-"

BEHAVIOR IN EXTREME CIRCUMSTANCES

Expresses extreme embarrassment or aggression.
Visibly nervous
Does not express discomfort, does not seek to continue the conversation
Demonstrates calm behavior, continues dialogue
It responds adequately, looking for ways to continue the conversation

Decision taken: “Accept” (), “Refuse” ()

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

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

Boris Petrov,
general Director of Petrocomplex, St. Petersburg

I usually conduct interviews with candidates for top positions: technical director, deputy general director and financial director. Conversations usually last no more than 15 minutes. I’ll tell you what I pay attention to during a meeting.

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

Surprisingly, what answers from candidates I haven’t heard! Let's say the answer to the first question is: “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 that the head of the department immediately hire that candidate. True, he applied for an ordinary technical position. A young man came for an interview, he was 23 years old. It would seem that one should not expect much: he simply did not have enough time to gain experience. Nevertheless, to the question about the result of his activities in the company, he replied: developed software installed in an industrial controller, proven functionality of the entire system and commissioned by the customer of the control system.

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 specific approach.

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

I analyze whether a person can draw conclusions from his mistakes

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

I interview all candidates for vacancies at the head office and for key positions in regions and other countries. I try to consider as many candidates as possible personally, since the values \u200b\u200bof each employee must coincide with the values \u200b\u200bof the company: when you select people who are close in spirit, then you do not need to waste time convincing them. I try to hold a meeting with the applicant quickly (it takes from 10 minutes to an hour, depending on the position). This is what I find out during the conversation.

Vladimir Saburov,general Director of the Clinical Processing Company, 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 is how you can learn more about a person. These are the topics that help me figure out what matters to me.

Where the closest relatives of the applicant work (or study) (wife or husband, parents, children), their age. According to the answers, you can understand whether a person has an incentive, whether it is customary in his environment to work hard, with interest and responsibility to relate to the matter.
I ask you to prioritize when choosing a job: career, money (benefits), the psychological climate in the team, independence, work intensity, proximity to home, the prestige of the company, the acquisition of experience and knowledge, the complexity of the tasks.
The leader has entrusted you with work whose execution is not part of your job responsibilities. 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 these to work, then only in accounting.
I lead the candidate (if he applies for a position in the production service) on the shops.After the tour, many immediately leave, as they counted on working in an office with air conditioning.
I ask what a person is generally interested in in life.Once we recruited the head of the procurement and logistics service (procurement for production, the relationship between the manufacturing enterprise and the trading house, building logistics for shipments). A young applicant (23 years old) with an economic education came to us for an interview. In the conversation it turned out that he was actively involved in sports, while still training children. This means that he must have firmness, 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 was not mistaken. Over the year, he managed to achieve global positive changes in the work of the service: he created a monitoring system for suppliers, a well-coordinated scheme of interaction between enterprise services, as a result, we significantly reduced the cost of purchasing components and transporting finished products.
Check for honesty.The question is: “You have plans for the evening - you are going to go somewhere with your family (with a girl, a young man), but you are getting an urgent task, for which you will have to stay at work. This will result in the cancellation of personal plans. What will you do. " I am waiting for a true answer. Falseness is always felt here. Another question: “You are faced with unfair reproaches of the leadership against you. How do you react? ”I rate the answer in the same way.
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 were unclaimed (everything that you did was put on a shelf). How will you feel, what will be your reaction? ” A person with low self-esteem will think that he wasted his time and efforts and that no one appreciates him.
Is able to lead.I ask the question: “The subordinate did not complete the task on time. Your actions?". If the answer is “I’ll do it myself in the interests of the company”, then you can immediately refuse to cooperate with such a candidate, and it does not matter what he adds to the above (for example, that he will punish the subordinate). There was once a candidate for the position of chief engineer, who answered just like that - I did not even begin to continue the conversation. The manager should not perform work for subordinates.
Is he a tough leader.The question is: “Your subordinate was rude to you. What will you do? ” If the candidate replies “I will educate, explain that the rude did wrong”, this is not our person. Such an answer is a reason for refusal to applicants for the positions of middle managers who work directly in production. There must be strict discipline, it is necessary that employees are ready to obey unconditionally. I expect an answer: “I will harshly stop it, I will impose a penalty; in case of repeated dismissal. ” There should not be liberalism in production.
Is there any interest in what the plant does.We produce cat litter, so I always ask if a candidate has a cat. I’m sure that the catman will try to do everything perfectly, because our favorite pet will use our products.
Are the candidate’s life principles consistent with those promoted by our company.For example, once during an interview with a candidate for the position of production director, I did not ask him what he means by the culture of production. At our enterprise, compliance with cleanliness and order is one of the most important factors on which wages depend. Also, a production culture implies honesty in work. So, the new director showed good results, knew how to communicate with people, organize them. But he had a flaw - secrecy, constant attempts to hide flaws in work. And most of all, it was depressing that there was always a mess at the workplaces in the shops. I struggled with this until one of the employees, visiting his house, told me that there was also a mess. I concluded that it was useless to educate him, and we had to leave. After all, if everything is upside down in production facilities and there is no cleanliness, this leads to injuries, equipment breakdowns, and additional costs. And workers treat the enterprise in a completely different way if they are surrounded by order, and they themselves support it.

Candidates should know exactly what companies 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’m approaching the choice without haste. What do I expect from candidates?

The desire to work and earn. Favorite questions “Why do we need you” and “Why do you need us” help to identify it. Answers to them give the best idea of \u200b\u200bthe 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 a 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 wants to work with us (I already started to think that these are the machinations of competitors), - asked the question “Why do we need you?”. The girl directly replied that she most of all liked the free schedule and remote work, she lives near our office (if you need to appear there, you can not waste time on the road). She also liked that we advised to call every month, and not just reported that there was no vacancy. This answer surprised me, and I asked how it might be useful to us (“Why do you need us?”). It turned out that she has experience in the field of HR, but because of a desire to work at home and on a 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 for better selection of employees. And he decided that we also need to try this. Therefore, two days later, we introduced the staff recruitment specialist into the staffing table and hired a persistent girl to work. By the way, with her help, we have already filled several vacancies.
Is a person ready to seek new opportunities.Recently, I went to the opening of our veterinary center in Novosibirsk and conducted 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 stated, for example, that there is nothing for a Moscow company in the region to do. 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 being implemented, the branch is not developing. Needless to say, I did not take her to work?
Integrity and adequacy.I like to ask provocative questions. For example, I offer the candidate a higher post (of my deputy, and not the clinic manager), noting that such an employee is currently working in this position. If the candidate is interested in where I will go to the current deputy, I answer that I will make a castling. I’m looking at the reaction: will I be glad to get into the company immediately to a high position and sit another - will I doubt the availability of the necessary experience - after all, I applied for another position - will I ask what his duties will be, what his tasks will be? It says a lot: can I trust a person, what principles he is guided in life, adequately assess their capabilities.
Real experience.I also have one more provocative proposal for candidates for managers: if a person becomes a nightingale talking about his achievements at a previous job, I ask if he is ready to start work on a project tomorrow (open a clinic in a new place). The bouncer will immediately find thousands of excuses why this will not work now.

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