Methods for assessing candidates for an interview. Practical advice for a successful interview. Attitude towards the previous place of work

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

Candidate evaluation form

FULL NAME. candidate: _________________________________________________________

Applicants for vacancy: ___________________________________________________

Date of interview: "_________" ____________ 20__

Set start time of interview: ____________________________________

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

First impression of the candidate: ______________________________________________

Psychological qualities that will help 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 rate the applicant. To fill out this form, circle the appropriate (your, if possible, objective opinion of the candidate) number in each line.

Appearance

1. Unkempt.
2. Carelessness in dress.
3. Neat.
4. Devotes Special attention their appearance.
5. Flawless.

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

The physical state

1. Unpleasant, unhealthy appearance.
2. Unnerved, lethargic.
3. Good physical shape, good looks.
4. Cheerful, energetic.
5. Very energetic, in excellent shape.

Behavior

1. Nervous.
2. Shy.
3. Manner.
4. Tense.
5. Confused.
6. Calm.
7. Adequate.
8. Unusually seasoned.

Confidence

1. Shy.
2. Arrogant.
3. Consistent, evidentiary.
4. Sufficiently self-confident.
5. Straightforward.
6. Demonstrates confidence.
7. Unusually self-confident.

The way of thinking

1. Illegal.
2. Uncertain.
3. Unclear.
4. Sprayed on trifles.
5. It is clearly expressed, words are adequate to meanings.
6. Convincing.
7. Logical.
8. An extraordinary ability in the logic of thought.

Flexibility of mind

1. Slow-thinking, slow-thinking.
2. Indifferently perceives what has been said.
3. Attentive, clearly expresses his thoughts.
4. Smart, asks adequate 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 achieve success.
5. High ambitions, self-development.

Work experience, education

1. Do not correspond to the position.
2. Not relevant, but helpful.
3. Compliant.
4. Higher than required.
5. Particularly suitable.
6. Continues to learn, level up.

Personality of the candidate

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

Attitude towards the previous place of work

1. Strongly negative.
2. Demonstrates dissatisfaction.
3. Shies away from direct questions.
4. Expresses a positive attitude.
5. Demonstrates positive, objectively evaluates "+" and "-".

An experience practical work

1. No practical experience.
2. Practical work experience is very small and completely insufficient to cope with the work.
3. Practical experience is insufficient and it happens, it interferes with the successful fulfillment of the assigned duties.
4. Practical experience is sufficient for satisfactory performance of duties.
5. Possesses sufficient practical experience, which allows him to successfully cope with the work.
6. Possesses 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 for satisfactory solution of practical professional issues.
5. There is sufficient professional knowledge of the issues for work.
6. Professional knowledge is solid, deep, make 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. Can't even plan simple work.
2. Poor job scheduling.
3. Not good enough to plan.
4. The ability to plan work is moderately developed, planning satisfactorily.
5. Ability to plan work to the extent necessary.
6. Good job planning.
7. Perfectly knows how to plan work.

Ability to process information

1. The ability to process information is practically absent. Letters, drawings, documents necessary for work can lie on the table for months.
2. The received information assimilates and transfers very slowly, documents are unnecessarily stale.
3. Usually it is rather slow to receive, analyze and transmit information, which sometimes slows down the work of others.
4. The ability to process the information necessary for work is developed in an average degree.
5. Usually it receives, analyzes, transmits, transmits information at the speed necessary for work.
6. The ability to process current information is well developed, which helps to successfully cope with work.
7. Extremely quickly and efficiently processes the information necessary for work.

Organizational ability

1. Organizational skills are practically absent.
2. Organizational skills are poorly developed. He performs organized work with difficulty and mistakes.
3. Organizational skills are not well developed. Can't always organize the work of people.
4. Organizational ability is sufficient to satisfactorily address organized issues.
5. Possesses the necessary organizational skills, can organize the work of people.
6. A good organizer, knows how to organize correctly and quickly effective work of people.
7. An excellent organizer knows how to organize effective work of people.

Exercise of rights and power

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

Behavior in stressful situations

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. There is clearly not enough character to find a way out.
3. The ability to find a way out in a stressful situation is not sufficiently developed. Sometimes there is not enough character to find a way out.
4. The ability to find a way out in a stressful situation is moderately developed. There is not always enough character to find a way out.
5. The ability to find a way out in a stressful situation is well developed. More often than not, 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 there is enough character to find a way out.
7. The ability to find a way out in a stressful situation is very well developed. He has a firm character and can even break out of a hopeless situation.

Leadership ability

1. Leadership skills are practically absent. Lacking official power, he cannot organize and lead people.
2. Clearly lacking leadership skills.
3. Sometimes there is a lack of leadership skills to organize work with people.
4. Leadership skills are moderately developed.
5. Leadership skills are sufficiently developed to organize the work of people.
6. Has good leadership skills.
7. Exceptional leadership ability. Even without having official power, he organizes work perfectly.

Independence

1. Cannot decide on his own simple questions.
2. Obviously lacks independence. Constantly needs help, tips, instructions.
3. Sometimes there is a lack of independence and then help is needed in the work.
4. Self-reliance is moderately developed.
5. Self-reliance is well developed. Solves many issues related to work.
6. Has great independence in dealing with issues related to work.
7. Possesses exceptional independence in work. Solves all issues without waiting for anyone's help.

Culture level

1. The level of culture is extremely low, primitive interests and needs.
2. The level of culture is rather low.
3. The level of culture is not very high.
4. Has an average, inherent in many people, level of culture.
5. Has a fairly high cultural level.
6. Possesses a high cultural level.
7. Possesses 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 has to be explained many times.
2. The ability to understand the essence of the matter is poorly developed. Often, when studying a particular issue, he cannot distinguish the main from the secondary.
3. The ability to understand the essence of the matter is not sufficiently developed. When studying this or that issue, it is difficult to distinguish the main from the secondary.
4. The ability to understand the essence of the matter is developed moderately, satisfactorily distinguishes the main from the secondary in the study of various issues.
5. The ability to understand the essence of the matter is developed above the average level, can quickly understand a particular issue and highlight the main thing.
6. The ability to understand the essence of the matter is well developed. Can quickly grasp the essence of the matter and distinguish from the secondary.
7. The ability to grasp the essence of the matter is very well developed. Has an 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. Can only solve the most primitive tasks.
2. The ability to solve complex tasks is poorly developed, can only perform simple tasks.
3. The ability to solve complex problems is underdeveloped for the job.
4. The ability to solve complex problems is developed satisfactorily.
5. The ability to solve complex problems is sufficient for the job.
6. The ability to solve complex problems is well developed. Copes with work of high complexity.
7. Has an excellent ability to perform the most difficult tasks.

Striving for the new

1. The desire for the new is practically absent, it opposes any innovations.
2. He is skeptical about innovations and reorganizations, tries to stay away from them.
3. Sometimes he can support a useful undertaking, although he does not particularly like it.
4. Refers to innovation, reorganization quite calmly.
5. Seeks to support many endeavors, innovations and reorganizations.
6. Usually he is too keen on various innovations and reorganizations, wants to live and work in a new way.
7. Great innovator. He is sick of the new with his soul, he cannot imagine how it is possible to live and work in the old way.

Having your own opinion

1. Even on trivial matters, he does not have his own opinion.
2. Usually avoids expressing his own opinion, even on secondary issues.
3. Rarely expresses his own opinion, even when he has one.
4. He especially expresses his own opinion only when asked about him.
5. Usually avoids expressing his own opinion, sometimes even in cases where it is not well thought out.
6. Often expresses his own opinion, even on issues in which he is not very well versed.
7. Seeks to express his own opinion on any issues, even on those in which he absolutely does not understand.

Ability to see perspective

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

Purposefulness

1. Purposefulness is practically absent. Lives without a specific purpose, only for today.
2. Usually he does not set any distant goal in life, any plans extend only for the next month.
3. The goals set in life and work can rather 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. Sets quite realistic achievable goals, usually for the next year of life.
6. Has a system of life goals tactical for the coming years, shows sufficient perseverance to achieve them.
7. Purposefulness is extremely strongly 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. Determination is absent, he hesitates for a long time and hesitates before solving the simplest issue.
2. Determination is poorly developed. She is clearly not enough, she cannot make a decision in a timely manner.
3. Determination is not sufficiently developed. Sometimes he cannot make a decision in a timely manner.
4. Determination is moderately developed. Determination is not always enough, but it cannot be called indecisive.
5. Determination is sufficiently developed. Most often, there is enough decisiveness even when solving rather difficult issues.
6. Determination is highly developed. Takes decisions in a timely manner on difficult issues.
7. Determination is highly developed. Possesses exceptional speed of decision making.

Perseverance and tenacity

1. Perseverance and tenacity is practically absent. He cannot show persistence and perseverance in any way to bring the matter to the end.
2. Obviously there is not enough persistence and perseverance to bring the matter to the end.
3. Sometimes there is not enough persistence and perseverance to bring the matter to the end.
4. Persistence and tenacity are moderately developed.
5. Most often, there is enough persistence and perseverance to bring the matter to the end.
6. Possesses great persistence and perseverance, does not like to stop until the matter is completed.
7. Has a very great persistence and perseverance, will not stop until he reaches the goal.

Self-esteem

1. Self-esteem is extremely low, always underestimates their abilities and capabilities.
2. Quite low self-esteem, often underestimates their abilities and capabilities.
3. Self-esteem is below average. It happens that he underestimates his abilities and capabilities.
4. Self-esteem of the average level. He considers himself to be no worse, but no better than most people.
5. Assesses himself above average. Sometimes he overestimates his abilities and capabilities a little.
6. High self-esteem. Overly arrogant, often overestimates his abilities and capabilities.
7. Very a high self-evaluation... He is extremely arrogant, constantly overestimates his abilities and capabilities.

Diligence, discipline

1. Diligence, discipline are practically absent. Carries out orders at its own discretion, without considering itself to be obliged.
2. Obviously there is not enough diligence and discipline, often does not follow the orders of the management.
3. Sometimes there is a lack of diligence and discipline, it happens that he does not fulfill individual orders, finding various explanations for this.
4. Diligence and discipline are moderately developed.
5. Enough diligence and discipline, tries to accurately follow the orders of the management.
6. High diligence and discipline, even in the smallest detail does not want to deviate from the orders of the management.
7. Very high diligence and discipline, any request from the management is perceived as an order and is accepted to carry it out, even if he sees a more rational decision.

Demanding to yourself

1. Demanding to oneself is practically absent. Forgives himself any mistakes and misdeeds.
2. Obviously there is not enough self-exactingness.
3. Sometimes there is a lack of self-exactingness.
4. Self-exactingness is expressed in an average measure.
5. Most often it is quite demanding of yourself.
6. Possesses high demands on himself.
7. Extremely demanding of himself, worries heavily about his minor mistakes and misdeeds.

Sociability

1. Constant isolation, concentration on one's thoughts and experiences makes it difficult to find a common language with other people.
2. Difficulty finding a common language, but does not know how to win over people and work with them.
3. Communication skills are not developed enough for work, can not always win over people and find a common language.
4. Communication skills are moderately developed. Although not always, he can find a common language with people.
5. Sociability is quite developed, in most cases it can win over people, and finds a common language with them.
6. Easily disposes of people and finds a common language with him.
7. Perfectly knows how to win over people and find a common language with them.

Commitment to professional development

1. Absolutely not interested in improving his qualifications, refuses any form of education.
2. Usually not interested in improving their qualifications.
3. Little is interested in improving their qualifications, and only in the forms of education that are convenient for themselves.
4. He regards professional development as necessary for work, although he learns without much desire.
5. Ready for advanced training, willingly studying at various courses, faculties.
6. Seeks to improve skills in the most different forms, is engaged independently, willingly studies at various courses, faculties.
7. He considers advanced training to be his professional duty, is intensively engaged in self-training, always willingly studies at various courses, faculties.

Ability to establish business relationship

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

Justice

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

Politeness and tact

1. Politeness and tact is practically absent. Often rude and tactless towards other people.
2. Obviously lacks politeness and tact in dealing with people.
3. Sometimes there is a lack of politeness and tact in dealing with people.
4. Politeness and tact in relations with people are shown 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.

Business orientation

1. There is no focus on the cause. Interests are always in last place for business, they are remembered only when it is profitable.
2. The focus on business is poorly expressed. When solving certain issues, he is rarely guided by the interests of the case.
3. The focus on the cause is not sufficiently expressed. When solving certain issues, he is not sufficiently guided by the interests of the case.
4. The focus on business is expressed in an average measure. When solving certain issues, he moderately takes into account the interests of the case.
5. The focus on business is quite pronounced. In most cases, when solving various issues, he tries to proceed from the interests of the case.
6. The focus on business is strongly expressed. When solving various issues, he is guided only by the interests of the case.
7. The focus on business is very strong. Exclusively devoted to the interests of the cause.

Operability

1. The performance is very low. Works very sluggishly, gets tired quickly.
2. The performance is low. It works rather slowly, with long rest breaks.
3. Performance is below average. It does not work very intensively.
4. Performance is no worse than others, works with satisfactory intensity.
5. Performance is above average. It works with sufficient intensity.
6. Work capacity is high, can work much faster, harder and with greater efficiency than most people.
7. Amazing performance, practically for a few people.

Attitude to work

1. Absolutely dislikes work and suffers from it.
2. Dislikes his work, dislikes its nature and content.
3. I don't really like the work, although some of its elements are attractive.
4. In general, I like the work, although I do one part of the work with pleasure.
5. I like work, treats it with interest.
6. I like work very much.
7. He loves his job very much, devotes almost all his free time to it.

Steadfastness of morality

1. The stability of morality is absent. Does not comply with the moral requirements of society.
2. There is clearly a lack of stable moral values.
3. Sometimes there are noticeable gaps in moral education.
4. The attitude to morality and values of society is the same as that of most people.
5. Characterized by moral stability, respect and observance of social values.
6. It is characterized by high moral stability, respect and strict observance of social values.
7. It is characterized by a very high moral stability, respect and very strict 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 cuts”. Re-announced in the content block withinspecial project edition

V Soviet times the recommendation of the guarantor was replaced by a compiled characteristic. Today, specs are once again dubbed as letters of recommendation. If the period came to go to work, or take an important position. It's one thing to get characteristics, it's another to compose. In modern realities, the capitalist concept has entered our everyday life as a letter of recommendation. Almost everyone had to deal with the concept as a characteristic. As a rule, characterization was required. Here's an example that will leave the time of making the correct document.

Candidate evaluation form

This candidate assessment form will be useful if you have followed the recommended interview scheme. 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: _______________________________________________________________

Position: _____________________________________________________________________

Interview date: "_________ "____________200__ year

The set start time of the interview _____________________________________________

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

№ ______________________________________________________________________

Characteristic "Ideal" candidate (in this column, the desired qualities are entered 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) __ _____________________________________________________________________________ _

Grade

Floor _____________________________________________________________________________
Age __________________________________________ ____________________________
Family status ___________________________________________________________
Names educational institutions where the candidate could receive the necessary for the successful fulfillment of their functional responsibilities knowledge. His desired specialization and additional education ______________________________________________________________________________
Names of possible positions held by the candidate ._______
Profile and names of companies where the candidate could acquire and master the skills necessary for the vacancy.
Minimum work experience.
List of job duties that the candidate was supposed to fulfill.
The degree of possession of office equipment (PC, copier, fax, etc.), knowledge of software products.
Degree of possession foreign language _______________
Professional knowledge and skills required by the candidate.
The presence of a car, a driver's license with an indication of the category, driving experience.
Housing availability, desirable place of residence.
Psychological qualities that will help to successfully cope with job responsibilities and master new skills.
Psychological qualities incompatible with work in this position
Psychological characteristics that make it possible to achieve compatibility with employees who are directly related to the future employee and correspond 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 who conducted the initial interview (i.e. your informal assessment of the candidate) is also very important. Below is the form by which you can rate the applicant.

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

When evaluating, do not confuse appearance with the cost of clothes and personal taste of the candidate, in the column externalview I mean neat hairstyles, adequate makeup and manicure (if you have a woman in front of you), clean, tidy, appropriate clothing, 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 special attention to women and the elderly. You should also distinguish the qualities required when applying for a job from those that can be quickly acquired in the process of adaptation in the workplace (critical conditions).

APPEARANCE

Untidy
Negligence in clothing
Neat
Pays special attention to his appearance
Irreproachable

Harsh, annoying
Indistinct
Pleasant
Clear, understandable
Expressive, energetic

THE PHYSICAL STATE

Unpleasant, unhealthy appearance
Unnerved, apathetic
Good physical shape, good looks
Cheerful, energetic
Very energetic, in great shape

BEHAVIOR

Nervous
Shy
Mannered
Tense
Embarrassed
Calm
Adequate
Unusually seasoned

CONFIDENCE

Shy
Arrogant
Consistent, evidence-based
Confident enough
Straightforward
Demonstrates Confidence
Unusually self-confident

THE WAY OF THINKING

Illogical
Uncertain
Unclear
Sprayed on trifles
Expressed clearly, words are adequate to meanings
Convincing
Logical
Extraordinary ability in the logic of thought

FLEXIBILITY OF MIND

Slow-thinking, slow-thinking
Indifferently perceives what is said
Attentive, expresses his thoughts clearly
Smart, asks adequate questions
Unusual acuity of mind, perceives a complex of ideas

MOTIVATION AND AMBITION

Lethargic, not ambitious
Lack of interest in self-development
Demonstrates a desire for self-development
Defines future goals, wants to succeed
High ambitions, self-development

WORK EXPERIENCE, EDUCATION

Doesn't match the position
Not relevant, but useful
Compliant
Above required
Particularly suitable
Continues to learn, level up

PERSONALITY OF THE CANDIDATE

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

Vividly negative
Shows dissatisfaction
Shies away from 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 demeanor, continues dialogue
Reacts appropriately, looking for ways to continue the conversation

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

Candidate assessment methods for recruiting and assessment objectives

Methods and technologies in the selection process have the following tasks

whether the candidate corresponds to the level of competence of the given position
does he share 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
is the candidate motivated for this particular vacancy in this company

Appraisal of candidates for recruitment should be carried out by an experienced professional who knows the tools of objective appraisal. Free interviews or biographical interviews are not enough here.

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 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 can be distorted, supplemented or reduced as a result of the impact on our perception of certain factors.

Third, the scorecards should be used to meet the conditions of succession (any stakeholder, be it a potential manager, another HR manager can refer 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 for which the candidate applies), there should be characteristics that are important for the position, their assessment.

For example, the assessment sheet may list 5 competencies and opposite each will be the recruiter's assessment and, of course, examples of behavior confirming that it was for this assessment that the candidate demonstrated the development of competence.

Personnel assessment upon hiring

presented by a number of popular and reliable techniques

Major test providers (eg SHL) have questionnaires for every job.

There are tests showing that the candidate profile matches the job (PI)

... 5-8 competencies are determined in advance, and they are tested in depth during an interview using a special technology. Such testing should be performed by a certified technician.
Business case, business problem, business game, in other words, simulation. Recreate the business environment in which the candidate is asked to solve specific problems. During the discussion, the candidate's behavior is observed and evaluated.

Posted On 31.05.2018

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

6.1. Preparing for the interview

Interviewing is the most crucial stage in personnel selection, playing 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 required.
The interviewer must 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, place on the market, corporate culture).
2. Information about the department 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 ( wage and the procedure for its accrual, premiums, insurance, provision of a car, reimbursement of costs for the use of personal transport, meals, etc.).
5. Opportunities for advanced training, professional and job growth.
It is necessary to schedule an interview, 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 timing for evaluating the submitted applicants, as well as the personal characteristics of those people who will make the hiring decision.

6.2. Interview strategy and tactics

Job interviews are designed to solve the following tasks:

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

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

Internal Effects Making Interview Difficult

First impressions. Interviewers often draw conclusions about a candidate's personality in a few minutes at the very beginning of a conversation. 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 of people have special characteristics (for example, bearded men do not inspire confidence, and women with glasses are smart).
Edge effect (primacy - recency). More attention is paid to the information that sounded at the beginning of the conversation than to the following. This can be explained by the properties of memory or the strength of the first impression.
Contrast effect. An interviewer's opinion of a candidate depends on his or her judgment of previous applicants. On the one hand, this means that the best of them will be chosen, on the other hand, they are compared with each other, evaluated in relation to each other, and not to the requirements of the work.
The 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 start looking for additional confirmation of the negative.
Personal sympathy. 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, it does not guarantee the choice of the best applicant for the position.
Copying. Personality preference interviewers select the people they match, regardless of their other characteristics. This interferes with the conversation and may result in the person selected being unsuitable for the job.
Foreign or local accent. Jobseekers with a foreign or local accent often find themselves in less favorable terms than those with no special accent. However, this effect appears less often when it comes to "not too prestigious" positions, and people with some local accent are even preferred for working with clients.
Real time effect. Interviewers assume that the candidate behaves during the meeting in the same way as in life. This is a serious mistake because people tend to get nervous during interviews. And vice versa: some applicants know how to "show off" and throughout the conversation demonstrate qualities that they do not have in reality.
Gender preferences. Women candidates are often rated much more pickily than men, especially if men are favored for the job. Although there is information that this tendency is more characteristic of female interviewers, who consider the representatives of the strong half of humanity to be more competent, while for the latter it seems that gender does not matter.

6.3. Interview technique

Build your communication with the candidate in such a way that he can speak openly with you and you can receive necessary information... To do this, encourage, support, show 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 their comments about the features 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 this 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.

Interview structure diagram

Stage 1. Introduction, establishing contact

1. Introduce yourself.
2. Outline the purpose and procedure of the interview.
3. Tell the candidate that you will be taking notes.
4. Ask a general introductory question (for example, "Where have you worked before?").

Stage 2. The main part of the interview

1. Explore the competencies 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 it. Preparation includes:
Review of documents. Collect all available documents of the candidate - resume, questionnaires, recorded results telephone conversations- and select from their content information about the work experience that is most important for this position.
Work experience. Review the information that matches the job seeker's work experience 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 labor or learning activities candidate. During the interview, you will be able to discuss this 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 obtain only general information, while spending no more than 5-8 minutes. If the other person begins to delve into details, politely remind him that on this stage this information is not essential for you yet.
After completing the overview, move on to the prepared behavioral questions. Tell the candidate that the further conversation will be more dynamic, and it is desirable that he replies in as much detail as possible.

Important

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

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

If the candidate talks about what he liked or disliked about previous work, this will help you gauge his motivation.

Don't tell yourself that your job gap is 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 end the interview, you must:

review your entries to determine if you need Additional Information or any clarifications (if necessary, ask questions immediately);
test (if required);
tell about the position and company, answer the candidate's questions;
end the interview: explain the further procedure and thank the interviewee.

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

One of the main factors in the success of an interview is its well-thought-out 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.

Formulate questions based on the assessment of the tasks corresponding to the position, the method of solving them and the required competencies.

Top Ten Interview Questions

1. Introduce yourself using only adjectives.
2. What is your biggest success and biggest mistake in your career?
3. What has been the most serious criticism ever addressed to you?
4. Please describe the best of your supervisors 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. In retrospect, was your solution the best possible solution? Why yes or why no?
8. If I spoke to your supervisor (current or former), what are your strengths and weak sides would he note?
9. Suppose you already worked for our company three to six months ago, but things are not going well. What do you think may not work out and for what reasons?
10. What can make your working day really good? If in the evening you are upset, what could lead you to this state?

Ten most "uncomfortable" interview questions

1. What management beliefs have you developed?
2. What is more important to you - truth or comfort?
3. What did you learn more from: your successes or mistakes?
5. How condescending was your attitude to 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 client always right?
9. If you could organize the world according to one of three principles - no flaws and shortages, no problems, no rules - how would you arrange it?
10. Can, in your opinion, all business relations be absolutely clear, in particular, on the timing of the fulfillment of obligations?

6.5. Technique for evaluating information during the interview

In order to correctly assess the incoming information, use as many interview methods as possible.
1. Questions to the candidate (open, closed, alternative, repeated, clarifying, consistently clarifying - chains in which each new question follows from the answer to the previous one).
2. Please provide examples from personal experience.
3. Specific situations for analysis.
4. Role-playing games.
5. Tests and tasks built into the interview.
6. Written assignments.
7. Provocations.
8. Invite 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. Conclusion on the candidate for presentation to the position in question.
2. Recorded conclusions about the applicant for an 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 you get at least one of the possible results.
2. The quantity and quality of the results of the conversation are determined:

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

3. Ideally, the structure of the interview should include specific questions to obtain all possible data.
4. The limited time of the interview 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 data is lost, and the effectiveness of such activities decreases.

6.7. Technique for preparing interview reports

It will take you some time to prepare your 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 (direct supervisor, mentor), record their questions and answers to them. You can assign a secretary or colleague to take the minutes of the interview.
2. Analyze the information received.
3. Immediately after the interview, discuss the results with all interviewees.
4. Evaluate the information.
5. Summarize, record in the protocol.
6. Try to schedule interviews in the morning in order to draw up a report on the interview in the second and coordinate it with all interview participants.
7. After agreeing on the report with the interview participants, 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

Interview with the candidate Ivanov I.I.
on vacant post Sales Manager
Professional experience extensive and fully consistent with the proposed position (seven years of work in sales, of which five - in management positions).
The candidate was actively pursuing his promotion opportunities. The need for career growth and achieving success. Ambitious. Capable of taking reasonable risks.
Intelligence is high and corresponds to education. Creative thinking, capable of non-standard approach in solving problems. Speaking and writing are highly developed. The 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. Low anxiety. Sometimes quick-tempered, but quick-witted. Comes across as an emotionally mature person.
Sociable, knows how to establish and maintain interpersonal contacts. Prefers group activities. Active in communication. He quickly adapts to the team and strives to take on the role of a leader. Sometimes he is intractable, does not yield to group pressure, but he is quite tolerant of the opinions and shortcomings of other people. He willingly accepts responsibility for joint actions.
Self-esteem is adequate. The level of claims is high. Understands the ulterior motives of others. Shows an active interest in people.
The current place of work does not satisfy his ambitious plans, but he respects the management with respect. Purposeful, persistent, initiative. Capable of clear strategic planning... Quickly grasps the essence of the matter, we teach. Understands and can apply in practice the mechanisms of his business. Fully accepts responsibility for their actions. Knows how to work in a team. As a manager, she is equally focused on personnel and on a task. In tense conditions, he adheres to an authoritarian style of leadership, in more calm conditions - a democratic one. Knows how to delegate authority and distribute responsibility between subordinates.
The appearance is neat. The style of dress is appropriate for the situation. The manner of being open, on an equal footing. The pose is mostly open. The answer is expanded. Has a presentable appearance.

The interview was conducted by the HR manager _________________

Attended by ___________________________________________

Head of Procurement Department ________________

Marketing director________________

POSSIBLE MISTAKES

Typical mistakes of specialists when conducting an unstructured interview:

ambiguity and heterogeneity of the grounds for making a decision on hiring;
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 dissimilar ones;
"hanging" on the applicant of 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 positions;
attributing to the applicant skills that are considered typical of people with similar work experience;
comparison of candidates with each other, 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 job.
1. What are you particularly good at? Why do you think so?
2. Please describe the best of your supervisors or subordinates with whom you have worked.
3. Please name your three main functions or responsibilities in your last job, by which your performance was assessed.
4. Is honesty always better policy?
5. What knowledge do you lack or lacked 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 your last layoff?
9. Please describe your working day. For example, yesterday's.
10. What is it about your former colleagues that made you jealous?

Test task number 2

Choose from the list of five questions with which you can assess the real interest of the candidate in the work 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 undergo 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 on employment in a new place?
6. Describe a situation where you made the wrong decision.
7. What could keep you from changing your job?
8. What benefits can employees receive by assuming additional authority?
9. How did you identify the causes bad job subordinate?
10. In what case would you refuse our offer?

Test task number 3

Choose from the list below five expressions related to manageability and compatibility that can be assessed by the candidate.
1. Factors that tie a person to the company.
2. Attitude towards negative statements addressed to you.
3. Self-criticism of a person and adequacy in his opinion about himself.
4. The way of making a decision on the choice new job.
5. 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 perform the required duties.
8. Education and level of theoretical preparedness.
9. Experience of forming relationships with others.
10. Motives for moving to another job.
11. The applicant's talkativeness.
12. Formation of a generalized assessment of the controllability and compatibility of the applicant.

ANSWERS TO TEST PROBLEMS

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

Technologies used uCoz

personnel selection and screening interview

Staff Selection and Screening Interview 2.2 Post-Interview Candidate Evaluation This form of candidate evaluation will be convenient if you follow the recommended interview pattern.

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 to evaluate a person at an interview

how not to fall under the charm 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 in the first place personal qualities the applicant, the amount of his knowledge and skills.

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

how to assess and test the moral values or purposefulness of an employee during an interview: how does a sample protocol help? identifying the 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 decide on the choice of a candidate and conduct a proper analysis, therefore there are methods for evaluating a candidate at an interview that will lead the applicant to clean water.

employee scorecard form

form of the employee scorecard manager (name, position) job duties for the past period, agreement with the list of responsibilities activities for reporting period:  achievements (balance of responsibilities and achieved results);  assessed qualities (3033);  areas for possible improvement;  need for special training;  need for mentoring; the final grade on a 5-point scale comments of the personnel manager the 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 Job Interview Evaluation Sheet

Evaluation sheet for the interview of a candidate 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 * = (conformity assessment / for the number of parameters).

The candidate secured a personal interview with the employer. Recommendations: an approximate list of questions is offered that can most often be asked during an interview (it is necessary to answer the questions briefly, easily and naturally).

Practice of conducting appraisal interviews

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

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

Final score sheet at the interview

Final score sheet for the interview of the candidate passing (Job title, department) Level professional excellence 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 - Human Resources System

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

Personnel selection process for a vacant position.

The rules for drawing up the candidate's scorecard and job description... Determination of the number of basic workers and the annual average wages.

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

How to properly interview a candidate when applying for a job

How to properly interview a candidate when applying for a job Often in large companies to carry out the search for applicants and the selection of personnel, they hire certain people - specialist recruiters, who carry out all such actions.

Staff recruitment

Post-interview candidate evaluation form

As soon as the door slams behind the candidate, without putting it on the back burner, until fresh impressions have evaporated, evaluate him. After the form below is completed (and pre-printed according to the sample), put it in the personal file of the candidate.
This candidate assessment form will be useful if you have followed the recommended interview design. 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: _______________________________________________ ________________
Position: _____________________________________________________ ________________
Date of interview: "_________" ____________ 200__
The set start time of the interview _____________________________ ________________
Actual time of arrival of the candidate (if late, indicate the reason for the delay) ______________________________________________________ ________________
№ _____________________________________________________________ _________
Characteristic "Ideal" candidate (in this column, the desired qualities are entered 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) __ ________________________________________________________________ _____________ _
Grade

Floor _____________________________________________________________ ________________
Age __________________________________________ _______________ _____________
Family status ______________________________________________ _____________
The names of educational institutions where the candidate could receive the knowledge necessary for the successful fulfillment of his functional duties. Its desirable
specialization and additional education ________________________ ______________________________________________________
Names of possible positions held by the candidate ._______
Profile and names of companies where the candidate could acquire and master the skills necessary for the vacancy.
Minimum work experience.
List of job duties that the candidate had to fulfill.
The degree of possession of office equipment (PC, copier, fax, etc.), knowledge of software products.

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

The presence of a car, a driver's license with an indication of the category, driving experience.
Housing availability, desirable place of residence.
Psychological qualities that will help you successfully cope with job responsibilities and learn new skills.
Psychological qualities incompatible with work in this position
Psychological characteristics that make it possible to achieve compatibility with employees who are directly related to the future employee and correspond 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 rate the applicant. To fill out this form, circle the appropriate (your, if possible, objective opinion of the candidate) number in each line. Calculate the overall mark, the maximum score is 60, the minimum is 12. The optimal score will be obtained if the candidate scored no more than three triples, provided that the remaining marks are 4 and 5.
When assessing, do not confuse the appearance with the cost of clothes and the personal taste of the candidate; in the column, appearance means the neatness of the hairstyle, adequate makeup and manicure (if you have a woman in front of you), clean, tidy, appropriate clothing, unobtrusive accessories. In addition to the timbre of the voice, you need to pay attention to the rate of speech, possible defects in sound pronunciation, vocabulary, the use of slang words.

In the box for physical condition, be especially careful about 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 in the workplace (criticality of conditions).
APPEARANCE

Untidy
Negligence in clothing
Neat
Pays special attention to his appearance

Harsh, annoying
Indistinct
Pleasant

Clear, understandable
Expressive, energetic

THE PHYSICAL STATE

Unpleasant, unhealthy appearance
Unnerved, apathetic
Good physical shape, good looks
Cheerful, energetic
Very energetic, in great shape

BEHAVIOR

Nervous
Shy
Mannered
Tense
Embarrassed
Calm
Adequate
Unusually seasoned

CONFIDENCE

Shy
Arrogant
Consistent, evidence-based
Confident enough
Straightforward
Demonstrates Confidence
Unusually self-confident

THE WAY OF THINKING

Illogical
Uncertain
Unclear
Sprayed on trifles
Expressed clearly, words are adequate to meanings
Convincing
Logical
Extraordinary ability in the logic of thought

FLEXIBILITY

Slow-thinking, slow-thinking
Indifferently perceives what is said
Attentive, expresses his thoughts clearly
Smart, asks adequate questions
Unusual acuity of mind, perceives a complex of ideas

MOTIVATION AND AMBITION

Lethargic, not ambitious
Lack of interest in self-development
Demonstrates a desire for self-development
Defines future goals, wants to succeed
High ambitions, self-development

WORK EXPERIENCE, EDUCATION

Doesn't match the position
Not relevant, but useful
Compliant
Above required
Particularly suitable
Continues to learn, level up

PERSONALITY OF THE CANDIDATE

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

ATTITUDE TO THE PAST WORK

Vividly negative
Shows dissatisfaction
Shies away from 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 demeanor, continues dialogue
Reacts appropriately, looking for ways to continue the conversation

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

They joke that a person is never as close to perfection as when they were writing a resume. Research shows that 24% of job interviewers mislead potential employers by embellishing and exaggerating their success, merit, personality, or experience. How can you determine who is really in front of you? Consider a few quick questions to help you get a fresh perspective on the job seeker.

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

Boris Petrov,
general manager company "Petrocomplex", St. Petersburg

I usually interview top candidates: CTO, Deputy CEO and CFO... Conversations usually last no more than 15 minutes. Let me tell you what I pay attention to during the meeting.

Language of the body. During a conversation, I follow the behavior of the candidate - this way you can find out if he is telling the truth or dissembling. For example, according to my observations, when a person is telling a lie, he hides the palms of his hands (squeezes between his knees, puts on the table), does not look into his eyes, and scratches his ears. If a candidate for a top position has never looked a potential leader in the eye during the interview, it 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 an applicant answer the question "Why did you get paid 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 this or that 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 business, they must be exchanged for something of value to the company. Then the job is done. For example, an accountant can prepare reports without errors and on time, but if he does not submit them 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 so many answers from candidates! For example, the first question is answered like this: “For coming to work”, “For fulfilling official duties”. Why do I need such leaders? However, there was a case that I remember - I recommended the head of the department to immediately hire that candidate. True, he applied for an ordinary technical position. A young man came to the interview, he was 23 years old. It would seem that there was not much to expect: he simply did not have enough time to gain experience. Nevertheless, when asked about the result of his activities in the company, he replied: 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'm just taking a specific approach.

I 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, office 314, find Marya Ivanovna there and hand this paper to her personally”). The next level - the task can no longer be specified so much, it is enough to name only the address, room number, name. I need people who, having received a task, are able to determine intermediate goals themselves and draw up an action plan. The level of competence is easy to identify: the most advanced are those who know how to make quick decisions, and the same ones that I would have made in a similar situation. Questions about a person's experience, past problems and methods of solving them help me to understand this. 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 them, and how long it usually took him.
I analyze whether the applicant is able to think outside the box and whether he is ready to acquire new knowledge. If a person lacks knowledge, then he should not be ashamed to admit this and fill the gap - to take the literature on the topic and study the issue. To find out if a candidate possesses these qualities, I ask what problems are the most interesting of those that he has ever solved (it does not matter, at work or in his personal life); how familiar he was with the topic at the time the problem arose, what was the plan of action, whether it was necessary to learn something further. The essence of the tasks and the approach to their solution demonstrate very well whether a person knows how to be creative in any business.
I find out if this is a keen person. I am interested in what the candidate does in his free time, what is his hobby. Once the habit of talking about it with everyone (not only at job 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 passion. He was the mayor of a small town (about 100 thousand inhabitants), in the administration of which I was brought in by work affairs. We got to talking: it turned out that during the day he served as an official, and in the evening he became an inventor, spent all the time in the laboratory, which he set up in the garage. This self-taught (he did not have a specialized technical education) has already received several patents! I convinced him that you shouldn't waste your life on boring work - you need to devote yourself to what your heart is in.

I analyze whether a person knows how to draw conclusions from his mistakes

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

I interview all candidates for vacancies in the main office and at key positions in regions and other countries. I try to personally consider as many candidates 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 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 in the course of the conversation.

Vladimir Saburov,General Director of the company "Clay processing", 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 it over: this way you can learn more about a person. Here are the topics that help figure out what's important to me.

Where work (or study) the applicant's closest relatives (wife or husband, parents, children), their age. From the answers, one can understand whether a person has an incentive, whether it is customary in his environment to work hard, with interest and responsibility to deal with the matter.
I ask you to prioritize in descending order when choosing a job: career, money (benefits), psychological climate in the team, independence, work intensity, proximity to home, prestige of the company, gaining experience and knowledge, the complexity of the tasks.
Your supervisor has assigned you a job that is not part of your job responsibilities. What will you do? If he refuses, then this is not our person. 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 to the accounting department.
I accompany the candidate (if he is applying for a position in the production service) to the shops. After the excursion, many immediately leave, as they expected to work in an air-conditioned office.
I ask what a person is generally interested in in life. Once we hired the head of the procurement and logistics service (procurement for production, communication between manufacturing enterprise and 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 is actively involved in sports, while still training children. This means that he must have both firmness and endurance, and the ability to plan the time, which will be useful in work. Despite the age of the candidate, I invited him to work - and I was not mistaken. Over the course of a year, he managed to achieve global positive changes in the work of the service: he created a supplier monitoring system, a harmonious scheme of interaction between the company's services, as a result, we significantly reduced the cost of purchasing components and transporting finished products.
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 late at work. This will lead to the cancellation of personal plans. What will you do. " I expect a truthful answer. Falsity is always felt here. Another question: “You are faced with unfair reproaches from the management in your address. How do you react? " I appreciate the answer in the same way.
What is the candidate's self-esteem. To understand this, I ask this provocative question: “You did a great job, spent a lot of time and energy, but the results were 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 they have wasted their time and effort and that no one appreciates them.
Does he know how to lead. I ask the question: “The subordinate did not complete the task on time. Your actions?". If the answer follows “In the interests of the company, I will do it myself”, then you can immediately refuse to cooperate with such a candidate, and it does not matter what he adds to what he said (for example, what will punish a subordinate). There was once a candidate for the position of chief engineer who answered that way - I did not even bother to continue the conversation. A 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 answers “I will educate, explain that the rude man acted wrong,” this is not our person. Such an answer is a reason for refusing applicants for the positions of middle managers who work directly in production. There must be tough discipline, employees must be ready to obey unconditionally. I expect an answer: “I will severely suppress, I will impose a penalty; I will fire him on the second occasion ”. There should be no liberalism in production.
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 lover will try to do everything perfectly, because his beloved pet will use our products.
Are the life principles candidate to 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 means by the culture of production. At our enterprise, maintaining cleanliness and order is one of the critical factors on which wages depend. Also, production culture implies honesty in work. So, 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 his work. And most of all it was depressing that there was always a mess in the workshops in the shops. I struggled with this until one of the employees, having visited his house, said that there was also a mess there. 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. And the workers treat the enterprise in a completely different way, if they are surrounded by order, and they themselves maintain it.

Applicants 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 (although 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?

Desire to work and earn. His favorite questions “Why do you need us” and “Why do you need us” help to identify it. Answers to them give the best idea of the candidate, and sometimes open up new opportunities. For example, there was such a significant 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 day of the month. And she called for four months in a row, and on the fifth I, surprised by her persistence, asked why she wanted to work with us (already started to think that it was the intrigues of competitors), - asked the question “Why do you need us?”. The girl directly replied that she liked the free schedule most of all and remote 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 to call monthly, and not just told that there was no vacancy. This answer surprised me, and I asked how she could be useful to us (“Why do we need you?”). It turned out that she has experience in the field of HR, but because of the desire to work from 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 find personnel - this saves money and allows for better selection of employees. And I decided that we should try this too. Therefore, after two days we entered into staffing table the position of a recruiter and hired a persistent girl for work. By the way, we have already filled several vacancies with her help.
Is the person ready to look for new opportunities. I recently went to the opening of our veterinary center in Novosibirsk and conducted several interviews there with applicants for the position of manager. 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. Apart from criticism, I heard nothing, although I asked why the applicant thinks so and what he offers. The conclusion is that the applicant saw only the bad (as it seemed to her), but did not offer options for how to do better. This indicates that a person will always find reasons why the plan is not being fulfilled, the branch is not developing. Needless to say, I didn't take her to work?
Integrity and adequacy. I like to ask 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 the candidate is interested in where I will put the current deputy, I answer that I will castling. I’m looking at the reaction: will he be delighted with the opportunity to get into the company immediately for a high position and sit up for another - will he doubt the necessary experience - after all, he applied for another position - will he ask what his responsibilities will be, what tasks will he have? This says a lot: can I trust a person, what principles he is guided by in life, does he adequately assess his capabilities.
Real experience. I also have one more provocative proposal for candidates for managers: if a person is filled with a nightingale talking about his achievements at a previous job, I ask if he is ready to start working on the project from tomorrow (to open a clinic in a new place). The braggart will immediately find thousands of excuses why it won't work now.

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