Interview on values. Interviewing on values. Comparison of individual and corporate values

The factor of coincidence of the values \u200b\u200bof the candidate and the firm plays a significant role in the selection process of personnel in large international companies. At the same time, recruiters do not always realize this against the background of the insufficient presence of the topic of values \u200b\u200bin the Russian corporate culture... Appearance is another significant factor in hiring employees. This is the conclusion reached by a professor at the Faculty of Management, National Research University Higher School of Economics. Veronica Kabalina and graduate of the master's program at the Faculty of Management, National Research University Higher School of Economics Anna Pakhomova.

The factor of coincidence (congruence) of the values \u200b\u200bof the candidate and the company is taken into account by firms in the selection of personnel, but has been little studied in the scientific literature. Foreign companies include such an indicator as "the degree of coincidence of the values \u200b\u200bof the candidate with the values \u200b\u200bof the company", among the criteria for selecting candidates for vacancies when passing an interview with a recruiter. "In Russia, this is still a rare practice, typical, first of all, for international companies", - noted the professor, head of the Department of Management by human resourses Faculty of Management, Higher School of Economics Veronica Kabalina and graduate of the master's program "Human Resource Management" of the Higher School of Economics Anna Pakhomova in the article "The influence of the congruence of values \u200b\u200bof the candidate and the organization on the selection of personnel", published in the journal "Organizational Psychology".

The study showed that the factor of coincidence of the values \u200b\u200bof the potential employee and the company plays a leading role in the decision-making of recruiters. Scientists found this out by analyzing data from interviews conducted by HR managers at the Russian branch of a large international company in 2014. The focus of attention was the work of ten recruiters, who assessed candidates in terms of their relevance to the available specialist vacancies. The sample of interviews with candidates was formed in a random way, the data for every second interview was entered into the database, a total of 127 interviews were included in the sample. The average age of candidates is 21.6 years, of which 71 are women and 56 are men. When working with the data, the authors used the methods of correlation and discriminant analysis.

In addition to their value-related findings, the researchers found that recruiters' choice of appearance and the clothing style of the candidates. This factor is more important than, for example, experience or skills and abilities.

Approaching values \u200b\u200bthrough competencies

In the company under study, there are values \u200b\u200bshared by the staff, which are formalized as company values. The values \u200b\u200badopted by the firm, in turn, are “translated” into competencies, the authors note. Competencies in a company mean behavior that is consistent with the accepted corporate culture.

In the course of theoretical analysis, the researchers came to the conclusion that values \u200b\u200band competences are in fact inextricably linked, since both become “visible”, which means that they can be measured only through the assessment of a person’s behavioral manifestations. “By measuring (evaluating) competencies, we measure ( revealing) and values \u200b\u200bare possible, ”noted Kabalina and Pakhomova.

The authors draw attention to why it is important for an organization to understand the value portrait of a candidate. "In the scientific literature there is a point of view that since organizational socialization cannot change an already formed system of human values, it is necessary at the stage of hiring to rob employees with values \u200b\u200bthat correspond to the values \u200b\u200bof the organization."

Leading factor

The research case provides information on how recruiters conduct competency interviews. “During the interview, the candidate describes his actions in solving specific tasks for previous locations work, and the interviewer identifies elements of compliance or inconsistency of the candidate's behavior with corporate values, ”said the researchers. However, despite taking into account the values \u200b\u200bwhen recruiting, the company did not initially have information about the impact of the factor of coincidence of the values \u200b\u200bof the candidate and the company on the recruiter's decision.

The main hypothesis put forward by Kabalina and Pakhomova is that applicants with values \u200b\u200bthat coincide with the values \u200b\u200bof the company are more successful in interviewing than those candidates whose values \u200b\u200bdo not coincide with the values \u200b\u200bof the potential employer. During the analysis, this hypothesis was confirmed.

The researchers also found that it is the factor of congruence between the values \u200b\u200bof the candidate and the company that plays a leading role in making a positive decision of recruiters about the next stages of selection. It is for this reason that the process of finding a suitable candidate can be delayed, Kabalina and Pakhomova note. “Recruiters are not just looking for an employee who has education in this field and work experience, they are looking for and selecting through the identification of values \u200b\u200bthrough the competence of those who can be successful in the company in the long term,” the authors explain. As a result of the research, the company implemented a communication program for line managers, which took into account the results obtained.

Recruiters value business style and attractiveness

An additional benefit of the study is that the researchers identified a number of factors influencing recruiters' decisions, and the significance of each of them. It was necessary to do this in order to understand the place of the value aspect in the selection process. The full list of factors looks like this: education, work experience, appearance, knowledge, skills, skills, knowledge in English, competencies, coincidence of values, availability of recommendations, gender, age, motivation to work in the company, personality of the recruiter.

The results are quite interesting. The least significant factors turned out to be knowledge, abilities, skills, the availability of recommendations, the personality of the recruiter. And this is quite understandable: we are talking about vacancies of specialists for which the company is ready to hire people with little or minimal experience. Also, the recruiter has no interest in hiring someone else's acquaintances - his KPIs (Key Performance Indicators) are based on how effectively the candidate selected by him will perform effectively in the future. As for the personality of the recruiter, the company has developed clear instructions for conducting interviews, which can reduce the influence of the human factor.

But at the same time, the factor of appearance (compliance with the corporate standard in clothes and attractive appearance) was in the list of the leading - next after the factor of education. The authors refer to past foreign research that confirms that physical appearance does indeed influence the interviewer's hiring decision. However, in their opinion, this aspect needs further research. The question is whether candidates who are neat, attractive and adhering to the corporate style of dress are actually more successful at work in the future, or this factor is not so significant in real practice. The results obtained, according to the researchers, can be used in the process of training recruiters /

When Zappos CEO Tony Shay just graduated from college, he sold his first company to Microsoft for $ 265 million. For him, the deal was not driven by financial necessity. Most of all, Neck did not like the culture that developed in the company.

"I didn't want to go back to the office. I didn't feel the urge or the urge to do it anymore," Tony said in an interview with the New York Times. "A year later, I came to Zappos and vowed not to repeat my mistakes."

Since then, Shay has focused on culture and strives to hire people who share the company's 10 core values. These values \u200b\u200bwere developed in the early years of the enterprise and include items such as "constant growth and development" and "fun and a little oddity." To ensure the right recruiting, Zappos HR has developed specific questions to identify candidates with the right mindset.

“We wanted to compile a list of [ten] core values \u200b\u200band use that as a basis for hiring and firing, regardless of personal productivity,” says Tony.

This is just one example of a company that hires according to its values \u200b\u200band selects candidates based on personality traits that match those values.

Here are five questions to address this approach:

1. "Tell us what you have learned over the past six months."

Early in his career at Google, Eric Schmidt realized that technical skills and grades were not the most important predictor of candidate success. It is much more important that the candidate has two specific personal qualities - persistence and curiosity.

"The combination of perseverance and curiosity allows a person to succeed in the knowledge economy," says Eric.

These qualities are fully consistent with Google's core values \u200b\u200b- the so-called "ten principles", which include items such as "more information than it seems" and "can always be done better." Finding a candidate with the right set of personality traits is likely to create a valuable employee.

Recognizing a candidate as an inquisitive person is not easy, but definitely possible - provided you practice asking the right questions. First of all, it is worth asking what the candidate has learned recently or suggesting him to complete the task with research elements in advance, and then discuss the results in the interview. Of course, you can always invert the interview so that the candidate asks you questions and then evaluates those questions.

2. "Suppose you become a member of the XYZ team and work for one year. How do you determine if you are successful?"

ThirdLove company is engaged in online supply of lingerie. It was founded by former Google marketer Heidi Zak. The leaders of the company quickly recognized that candidates who matched key cultural values \u200b\u200bdelivered more value to them than specialists with unique skills and vast experience.

In order not to reduce the selection process to primitive questions like "How responsibly do you approach your work?" Heidi developed a special test that allowed her to identify candidates with the right qualities - such as positive attitude and the ability to adapt to change.

Like Google, ThirdLove also values \u200b\u200bcuriosity. To find curious candidates, Heidi asks everyone a simple question: "Imagine that we hired you, and you worked with us for a whole year. How will you determine if you have achieved success during this time?"

Of course, there are no right or wrong answers to this question, and Heidi is looking for people focused on growth and learning, rather than personal achievement. She knows that these candidates make excellent leaders because they share the goals of the company's management.

3. "What has influenced your personal development besides work and school?"

You’ve probably already noticed that questions designed to identify a candidate’s alignment with the company's core values \u200b\u200boften go beyond the workforce. For example, at Ikea, where values, cultural relevance and communication are also valued above experience and credentials, recruiting chief Marilyn Schroeder asks specific questions to gauge a candidate's true personality.

The core values \u200b\u200bof this Swedish company include humility, willpower and a constant drive for innovation.

To find out how the candidate lives, Marilyn asks him to talk about what is not on the resume: "What influenced your personal developmentapart from work and study? "This question makes the candidate reflect on the experience that has been gained outside the office.

“Every person has their own value system,” says Schroeder. "The more it fits with Ikea's value system, the more likely a person is to be happy with us."

To hire the right people, Marilyn builds the interview as a dialogue, not an interrogation. In the end, the candidate also needs to understand whether the position and the company as a whole are suitable for him and whether the transition to a new organization is a profitable career step for him.

"The interview is not a question and answer game," says Marilyn. - "We hope that each meeting is mutually beneficial, and each side receives all the information necessary to make a decision."

4. "Does it make sense?"

The most sought-after quality for a candidate is communication skills, according to a LinkedIn survey of American executives. Fortunately, this quality is very easy to assess, but only if the candidate has a chance to demonstrate it.

Josh Millett, founder and CEO of Criteria Corp, says the most important interview question is, "Does it all make sense?" This question forces him to pause the narrative and find out how well the candidate perceives and processes information.

If the candidate answers shortly - for example, "Yes, of course!" - Josh notes this as a disadvantage.

“Actually, I want to assess active listening skills,” he says. "Will the other person be able to rephrase what I said? Does he understand my needs?"

However, this question should be asked with caution, remembering to give candidates freedom of speech.

“In the current environment, job seekers should be able to sell their skills to a potential employer,” says Josh. "Give them the opportunity. Let them show their skills, otherwise you will never find the right employees."

5. "Tell us about your greatest achievement or project that you are most proud of."

Even if the candidate's personality and alignment with the company's values \u200b\u200bare very important to you, you shouldn't deliberately shy away from discussing his achievements. According to Tesla recruiter Max Brown, the way a candidate talks about his accomplishments gives a good idea of \u200b\u200bwhat kind of person he is.

Max has conducted over 1000 interviews for technical positions and has figured out the question that invariably causes difficulties for candidates: "Tell us about your most important achievement or project that you are most proud of."

At first glance, the question is unremarkable and even simple, but in fact it allows you to identify people who have qualities that are highly valued at Tesla, including business acumen, scrupulousness and responsibility.

Business-minded people detail their efforts to achieve their goals, and meticulous people usually give the other person a bunch of technical details. But the most important thing, according to Max, is the ability to take responsibility, that is, the desire to play important role in achieving the result.

“There cannot be many basic values” - from this inDeceuninck RUS»Began work on describing their corporate culture. Olga Tsvetova tells how the process went, what the HR department did, how the CEO participated, how the employees reacted, and also about the custodians of the company's values \u200b\u200band the company's internal currency.

about the author: In 1999. finished State University Management in the specialty " World economy", In 2006. - Presidential program on the basis of the Higher School of Economics, specialty "Organization Management" / In the company "Deceuninck RUS" since 2003, responsibilities - from the organization of the office and admin. department before introducing and improving office personnel management processes. The company supports creative and non-standard approaches to work, over the past 2 years, many new projects have been introduced and interesting ideasaimed at increasing the interest and loyalty of employees, improving internal communications and increasing labor efficiency.

Implementation topic corporate values is now being discussed in almost every company. I do not want to write another theoretical calculation - I would just like to try to summarize our practical experience, our mistakes and findings in this matter.

So, for 7 years we have been actively developing our company thanks to the activity of like-minded employees and investments from the European headquarters, which believed in russian market... Market growth was 15-20% per year, and our turnover grew even faster, and there was simply no time to think about something more global - our rapid growth did not give us the opportunity to realize the need for a strategic component and introduce some philosophy into our business. But the crisis put everything in its place: we began to think about our strengths and focus on them, we began to think in financial categories of business success, we wanted to identify our uniqueness and the corporate culture created by our efforts. We thought about what is especially valuable in our employees and decided that there cannot be many basic values, and therefore settled on three main ones: Openness, Maximum return and Enterprise. Now we had to organize the process in such a way that every employee of the office and production would recognize and remember these names. And I realized that this is important!

We have tried to summarize the actions that have been taken. Time passed, and one can judge what was not done very effectively, and, perhaps, a different approach to implementation was required - in this article we share this experience with everyone who still has a difficult, but interesting project implementation of corporate values \u200b\u200bin the company.

    The personnel department made a presentation in in electronic format with the aim of deciphering and explaining each of the three values, with examples of behavior from our daily work life. The presentation was made informally, colorfully, but not all examples were "taken" by the employees seriously - this suggests that all employees (for example, through focus groups) should in one way or another independently participate in the process of generating everyday examples - this is how they will accepted with great optimism.

    General Director's presentation to employees in the office and at the factory. Of course, such a presentation should be! And by all means firsthand - the General Director must present the values. Ideally, this should be preceded by work on identifying the common values \u200b\u200bof the company in working groups among colleagues, so that the topic is not completely new for employees, otherwise it is perceived as an imposed ideology from above.

    The presentation on values \u200b\u200bwas included in the adaptation program for new employees of the company. This is the responsibility of the HR officer. From the very first days, a new member of the team gets an idea of \u200b\u200bwhat is valued in the company, we consider this experience positive.

    At the semiannual general meeting of all employees, the CEO returns to the issue of values \u200b\u200bin his informal speech and names “keepers of values” - employees who, in his opinion, most clearly demonstrate these values \u200b\u200bin performing their professional functions in the Company. It should be borne in mind that some employees may perceive this initiative with caution. The General Director cannot always “see” and evaluate absolutely all employees of the Company; the opinion is formed, basically, about those with whom he contacts the most. Some employees had the feeling that the director did not see the work and merit of ordinary employees.

    Almost immediately after the meeting, as suggested by one of the female employees, we conducted a survey on the Custodians of Values \u200b\u200bin the company - i.e. now only the opinion of employees was taken into account. Employees who were voted for by 2 or more people were publicly named and awarded. This is a good experience, it is just necessary to make this initiative more public, using all possible ways internal communication so that the survey picture is complete.

    At the summer holiday, we announced a fresh idea - the introduction of the Company's internal currency - minted nominal coins that can be earned and then exchanged for certain bonuses (for example, 1 day off, or payment for part of a sports pass, or the ability to work from home for several days, pay for an employee's holiday table on his birthday, etc.) through a vivid demonstration of one of our values \u200b\u200bor a number of other merits (a clear list was determined). The competition aroused general interest and was actively discussed. The most important thing here is to develop a common criterion for rewarding employees so that there is no impression of inequality between departments.

    The marketing department offered to visualize our values. The designer has developed various options from which the heads of departments should choose the graphic image (icon) that would best reflect the content of this value. It is planned to use these images for any reference to the corresponding value - in press releases, in emails, on the website, etc. A graphic image is usually remembered better and faster than a verbal one. The most difficult thing here is to decide on a single option. graphic image, which would suit each of those choosing. Everyone has different associations.

    Marketing department proposed and implemented non-standard idea communicating values \u200b\u200bto employees through children's statements. A film was edited with interviews of employees' children, who were asked to explain in their own words how they understand Openness, Maximum Impact and Enterprise. The film was presented to employees at the annual general meeting. The employees took this idea with enthusiasm and were happy to decipher the statements of the children, guessing what value they were talking about.

    Assessment of employees by values. We have introduced an employee assessment form that assesses the degree to which employees demonstrate values \u200b\u200bon a given scale. The opinion of both the employee and the manager is taken into account. The assessment does not have a direct impact on the material remuneration of employees, but is the basis for a conversation between a manager and an employee at the end of the year. If the manager takes this procedure seriously, then the employees have the opportunity to once again think about their behavior in the framework of the values \u200b\u200bof the Company.

    A questionnaire for conducting interviews on values \u200b\u200bwas developed and introduced (for candidates applying for vacant positions in the company). A selection of questions helps to better understand a person and his values, in addition to a purely professional assessment. Questions need to be tailored to the specific values \u200b\u200bof the company.

Of course, the completion of this table does not mean the end of the process of introducing values \u200b\u200b- this is a long chain of communication, introspection, awareness, development of the team and the organization as a whole. We will think about new ideas and initiatives in this area and will definitely share them with colleagues, choosing our most effective innovations in this area.

We are grateful to the editors of the "Planet TBM" magazine for providing this material.

Staff - an irreplaceable resource of the Company, its intangible asset and intellectual capital at the same time. The level of personnel development determines competitive advantages any organization, therefore the selection of employees who meet the values \u200b\u200bof the Company is one of the most important strategic tasks.

In 2015, the personnel management service of TBM Company developed and implemented the Standard for assessing competencies based on corporate values \u200b\u200bwhen hiring employees.

She told about what it is, how such a personnel assessment system will help TBM Company in its further development

- Julia, what is competency selection? How does it differ from the standard interview when hiring employees?

First, let's define what competency is. Competence is a combination of business and personal qualities that allows an employee to act within the framework of his profession, position.

For example, for a picker, an important competence is “quality of work”, for commercial personnel - “result orientation”, for a manager - “leadership”. These are examples of professional competencies.

The basis for recruiting strong and successful companies are corporate competencies. Corporate competences - standards of employee behavior that follow from the values \u200b\u200bof the Company and set requirements for all employees, regardless of their position - from service personnel to general director... For example, the corporate competence "customer focus" is a description of the standards of behavior based on the value adopted in TBM Company: "We work for the Client." Customer orientation, external or internal, is important for every employee of the Company - then all work will be done efficiently and on time, with an understanding of how this will affect the overall result of the Company.

Therefore, selection by competence is an assessment method that is used by the world's leading companies in the selection of personnel. This interview is also called behavioral: the meaning of this method is that a person's previous experience can help predict his behavior in the future.

Competency interviews increase the efficiency of recruiting in contrast to the standard interview.

Behavioral interviews are applicable to candidates from any field of work. During the interview, the recruiter collects complete behavioral examplesfrom the experience of the candidate.

These components are easy to remember by their acronyms. STAR — Situation, Task, Action, Result.

... Situationthe situation the candidate has encountered;
... A task, which stood in front of him (task);
... Actionstaken by the candidate (action);
... Result, the result of the situation (result).

- Why did TBM start working on such a system?

As Akiro Morita, founder and owner of the company said SONY: “No theory, program or policy can make your enterprise successful. No matter how smart or adventurous you are, the fate of your business is in the hands of the people you hire. ”

I would add that an integral part of a strong company is a strong corporate culture and a team of like-minded people, and this is possible only when each employee shares the values \u200b\u200bof his Company: the interests of the organization and the employee coincide. Strong company easily overcomes any crisis and maintains its success and leadership in the long term.

Therefore, the management of TBM Company made a decision to shift the emphasis from personnel selection based on professional qualities to personnel selection based on corporate competencies, that is, according to values.

- Is recruitment by competence related to the recruitment of absolutely all employees or only management personnel?

Staff recruitment based on corporate competencies is carried out for all positions. But in the selection of leaders, this is given special attention, since it is the leaders who form and develop the corporate culture on the ground.

There are social competences, and there are professional ones. If the interviewer sees that the candidate fully possesses only one set of competencies, what to do in such cases?

According to the current standard for staff recruitment by competencies in TBM Company, the candidates are initially assessed for the compliance of their values \u200b\u200bwith the values \u200b\u200bof the Company. Our employee must be customer-oriented, be able to work in a team, enjoy the respect and trust of team members, constantly develop, do their job efficiently and improve the efficiency of their work. If the candidate meets these competencies, then at the second stage we evaluate him professional qualityrelated to the requirements for his position.

Is it realistic to accurately select, according to this system, exactly those people who are suitable for a particular company? Often in interviews, people looking for a job try to appear better in order to make a good impression.

Indeed, there are many resources on the Internet now that tell how a candidate should behave in an interview, how to answer frequently asked questions. Competency interviews are most effective due to a certain technology of asking questions - the STAR model. We turn to the candidate's past experience and find out in detail how he acted in one or another working situation... The answers to these questions show that he has one or another competence. For example, you can suggest that a candidate for the vacancy of a sales manager recall the most difficult negotiations with the Client and ask him to describe his actions in this situation, what difficulties he faced, how he made decisions, what arguments he gave to the Client, what were the final agreements. Such questions require detailed answers from the candidate, which reduces the likelihood of errors in skill assessment.

Of course, an experienced interviewer still observes a person's facial expressions, gestures, as well as his speech, in order to exclude distortion of facts on the part of the candidate.

But, in any case, the likelihood of an error in the selection of personnel is possible, therefore the next filter that determines inappropriate employees is probation... At the end of the probationary period, an anonymous survey is conducted among colleagues to determine whether the newcomer complies with corporate competencies. And we had cases when it was the survey that identified newcomers who did not share the values \u200b\u200bof the Company, the accepted norms of behavior in the team.

But already, having worked for a year on the system of recruiting employees by corporate competencies, we can say that with such an approach to recruiting, turnover decreases, the adaptation period is easier, employees are ready to develop together with the Company and change it for the better.

- To what extent are the TBM Company employees prepared for recruiting specialists in competencies?

Implementation of selection by competence is a time-consuming process. The project was launched in September 2014. For this was organized working group, which included: me, Marina Kapralova, deputy head of the personnel service, Elena Rozhkova, head of the personnel service of TBM-Logistic, Irina Kryukova, head of the personnel service of TBM-Privolzhie and Vyacheslav Absalyamov, director of the TBM-Ufa branch, - a pilot project for the selection of personnel based on corporate values \u200b\u200bwas tested in this particular branch. At the first stage, corporate competencies were developed, the skills necessary for practicing in practice were identified in the qualification matrix. Then a global training of managers was carried out - 168 people in 3 months. After the training, the leaders in triplets (head - HR manager - candidate) were engaged in practicing skills in real interviews. This period lasted more than half a year. The final stage there was an assessment of skills according to the developed checklist by the personnel management service Management Company... We watched how the manager conducts the interview, put down points in the qualification matrix and gave feedback on what was done during the interview, and what skills still need to be worked on.

Today, the average level of qualification of managers using this method is 67%. This is a solid four.

The most successfully used competence selection is TBM-Privolzhie, TBM-Ural and TBM-Sever. This is, among other things, the merit of the heads of the personnel service of the Divisions Irina Kryukova, Yulia Karlina and Olga Erokhina. They were able to clearly organize the work on mastering the skills of personnel selection by values \u200b\u200bin practice.

Of the managers, I would single out the five most qualified: Vitaly Viter, Evgeny Kortunkov, Anatoly Chipizubov, Yulia Polyaeva and Vyacheslav Absalyamov.

And if the director of the branch changes? How new leader learns about the possibilities of recruiting employees based on corporate values?

Training in selection by values \u200b\u200bwith the subsequent assessment of the skills formed is mandatory in the work plan for the trial period of the new manager, so there should be no problems due to the change in personnel.

- What tasks are currently facing the personnel management service? What new projects await us?

In business today, the winner is the one with the best team and stronger corporate culture. Therefore, we have many challenges ahead. The “right” people in the “right” places with the “right” attitude and the “right” culture are what we have to work on in the near future. These are projects for the adaptation and rotation of employees, the development of leaders within the Company, and the improvement of corporate culture in divisions.

If you see a job seeker who is capable of a certain job, thinks in a certain way, and his skills and personal qualities complement the existing set, the missing piece of the puzzle will be his ability to fit into your corporate culture.

Cultural fit is defined differently for different companies. Moreover, the degree of compliance can change over time. To hire the best people, before publishing a vacancy, it is necessary to conduct thorough preparation. Before creating a system that would allow evaluating candidates, it is necessary to analyze the existing types of employees. What are their strengths and weaknesses? What qualities do the company benefit from in particular?

Once you have a clear image of the employee who could be the missing piece of your puzzle, start preparing for your interview. Develop clear criteria that work for you and your team, and make sure all decisions are based on information from the interview and not on guesswork or guesswork. Good system assessing the degree of compliance with the corporate culture should take into account the goals and values \u200b\u200bof the company, as well as personal qualitiesthat could be useful to a successful candidate. You can give the candidate the freedom to decide for themselves by being honest about your culture and needs early in the interview.

After that, you can ask him questions and evaluate the answers according to a predetermined scheme. The questions may vary.

Please describe the culture of the company in which you worked before.

What did you like about her? What did you dislike? What was it difficult to adapt to?

Possible answers:

1. Does not attach much importance to culture. Cannot describe it even in simple terms ("good" or "bad").

2. Tells about his preferences, but the answers in no way meet your expectations.

3. Clearly describes the culture, preferences are in line with your expectations.

4. Describes his experience in the smallest detail, preferences meet expectations, the proposed ways of adapting to changes seem acceptable to you.

5. In addition to the criteria listed in paragraph 4, demonstrates a desire to adapt and thinks about what contribution he could make.

Use questions to identify the candidate's core values \u200b\u200band personal qualities that would enable him to achieve professional success. For example, if the job involves attention to detail, ask the candidate to talk about how they had to redo something from scratch. A suitable candidate will surely have a story to tell, while an unsuitable candidate will hesitate and will not be able to squeeze out a single example.

After the interview, assess how well the candidates fit your culture. Be sure to note the obvious strengths and weaknesses of each. After signing the contract, re-check after three months, six months and a year. Use this information to change the rating system and improve the hiring process.

eremedia.com, translation: Airapetova Olga

 

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