How to analyze the applicant after the interview. Practical tips for a successful interview. Use of rights and power

Posted On May 31, 2018

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

6.1. Preparing for an interview

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

6.2. Interview strategy and tactics

Job interview is designed to solve the following tasks:

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

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

Internal effects that make interviewing difficult

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

6.3. Interview technique

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

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

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

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

Evaluate the applicant only after the end of the interview.

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

Scheme for constructing an interview

Stage 1. Introduction, establishing contact

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

Stage 2. The main part of the interview

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

Important

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

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

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

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

Stage 3. Completion of the interview

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

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

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

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

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

Top 10 Interview Questions

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

Ten of the most "uncomfortable" interview questions

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

6.5. Technique for assessing information during the interview

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

6.6. Analysis of the effectiveness of the interview

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

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

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

6.7. Interview reporting technique

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

SAMPLE DOCUMENTS

INTERVIEW REPORT

"____" ___________200

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

The interview was conducted by the HR manager

___________________________________________ were present

Head of Procurement Department________________

Marketing director________________

POSSIBLE MISTAKES

Typical mistakes specialists make when conducting an unstructured interview:

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

CONTROL QUESTIONS AND TASKS

Test № 1

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

Test task number 2

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

Test task number 3

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

ANSWERS TO TESTS

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

Technologies are used uCoz

recruitment and selection interview

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

Job interview protocol

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

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

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

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

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

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

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

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

employee appraisal form

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

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

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

The practice of conducting appraisal interviews

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

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

Final assessment sheet at the interview

Final evaluation sheet at the interview of the candidate passing (Job title, department) Level professional excellence 1 - no prof. skill; 3 - good knowledge and skills; 4 - highly professional knowledge; Ability to think independently and solve complex problems 2 - a consultant is constantly required;

Coursework - The system of work with personnel

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

The process of selecting personnel for a vacant position.

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

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

How to conduct a job interview with a candidate

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

Recruitment

Candidate evaluation form after the interview

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

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

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

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

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

sample interview protocol

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

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

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

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

THE PHYSICAL STATE

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

BEHAVIOR

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

CONFIDENCE

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

THE WAY OF THINKING

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

FLEXIBILITY

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

MOTIVATION AND AMBITION

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

WORK EXPERIENCE, EDUCATION

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

PERSONALITY OF THE CANDIDATE

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

ATTITUDE TO THE PREVIOUS PLACE OF WORK

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

BEHAVIOR IN EXTREME CIRCUMSTANCES

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

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

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

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

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

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

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

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

Niyaz Latypov,
CEO and owner of Cuper, Kazan

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

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

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

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

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

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

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

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

Dmitry Fedoseev,
owner and CEO of Aibolit Plus, Moscow

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

1. Willingness to work and earn. Favorite questions “Why do we need you” and “Why do you need us” help to identify it. The answers to them give the best idea about the candidate, and sometimes open up new opportunities. For example, there was such an indicative case. For several months in a row, we were approached by a girl who wanted to get a job as a call center operator. The first time I told her that the vacancy appears or does not appear from the 1st to the 5th of the month. And she called for four months in a row, and on the fifth I, surprised by her perseverance, asked why she wanted to work with us (I already began to think that these were the intrigues of competitors), - I asked the question “Why do you need us?”. The girl directly answered that she liked the free schedule most of all and 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 her to call monthly instead of just saying there was no vacancy. This answer surprised me, and I asked how it could be useful to us (“Why are you to us?”). It turned out that she has experience in the field of HR, but because of the desire to work from home and on a free schedule, she is considering other vacancies. And just before that, I read about a company that attracts a freelancer to search for personnel - this saves money and allows you to select employees more efficiently. And I decided that we should also try this. Therefore, two days later we introduced staffing the position of a recruiter and hired a persistent girl for a job. By the way, with her help, we have already filled several vacancies.
2. Whether the person is ready to look for new opportunities. I recently went to the opening of our veterinary center in Novosibirsk and held several interviews with applicants for the position of manager there. One of them decided to prove herself by starting to criticize our strategy and approaches to work: she said, for example, that a Moscow company had nothing to do in the region. In addition to criticism, I did not hear anything, although I asked why the applicant thinks so and what he offers. The conclusion is this: the applicant saw only the bad (as it seemed to her), but did not offer options on how to do better. This indicates that a person will always find reasons why the plan is not fulfilled, the branch does not develop. Needless to say, I did not hire her?
3. Integrity and adequacy. I love asking provocative questions. For example, I offer the candidate a higher position (my deputy, not the clinic manager), noting that such and such an employee is currently working in this position. If a candidate is interested in where I will put the current deputy, I answer that I will castling. I look at the reaction: will he be happy with the opportunity to get into the company immediately to a high position and sit another - will he doubt that he has the necessary experience - after all, he applied for a different position - will he ask what his duties will be, what tasks he will have? This says a lot: whether I can trust a person, what principles he is guided by in life, whether he adequately assesses his capabilities.
4. Real experience. I also have one more provocative proposal for candidates for managers: if a person is flooded with a nightingale, talking about his achievements in a previous job, I ask if he is ready to start working on a project from tomorrow (to open a clinic in a new location). The braggart will immediately find thousands of excuses why it won't work now.

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1. The essence of the interview as a whole

1.1 The concept of an interview, its goals and objectives

At its core, an interview is a means of two-way communication. Its main purpose is to ensure the exchange of information in such a way as to develop an appropriate course of action for the future. An interview differs from a simple message (which it may unfortunately become) in a two-way flow of information. The prefix "inter" in the word interview (interview) means "between". An interview is possible not only when applying for a job, an interview is often used as a form of examination, including a qualifying examination for attestation. Evaluation interview - identification of individuals with the necessary abilities and goals that could become good employees of the organization. Most interviews have specific goals. Evaluation interviews may include issues such as establishing and improving mutual understanding between the manager and his subordinate, or changing the attitude of a subordinate to a particular problem or aspect of his work. In a selection interview, the task may be to select (by the organization) a candidate with the most appropriate level of ability and motivation to perform the job in accordance with the requirements and select (by the candidate) the organization as the appropriate place to apply their abilities. common goal any interview is to reveal the facts, and on this basis - the formulation of appropriate decisions and the development of action plans that both parties accept for execution. The concept of bilateral commitment is central to achieving interview objectives. The interview succeeds or fails according to the action it necessitates, and where there is no commitment, that action either does not take place or is not satisfactory. This theory may seem unrealistic or nonsensical to those who are accustomed to viewing the interview as an opportunity to exercise their power, or as a case in which the interviewee can be made to walk the verbal string before the interviewer delivers his undeniable (and perhaps foregone) verdict. During the interview during the selection of personnel, a meeting takes place with a potential employer or his representative. The purpose of such an interview is to get to know each other personally, to understand how the employer and the applicant are suitable for each other, and also to discuss the details of cooperation. At the interview, the employer asks questions regarding the education of the applicant, his experience, acquired skills and knowledge. Personal questions are also possible: goals, aspirations in life, what the applicant wants to achieve, what plans he has. The job interview is crucial in the recruitment process. It consists in selecting the right person for the job based on objective criteria that are applied to the candidate in a balanced and fair manner.

The interview has two main goals:

1) help the organization evaluate candidates for suitability for the position;

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

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

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

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

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

3) establish whether the information provided by the candidate is reliable (meaning only the initial assessment of the reliability of information). Recently, more and more attention has been paid not only to determining whether a candidate meets the required qualifications, but also to find out how a new person will "fit" into the corporate culture of the organization, whether he will be able to accept the principles and norms of behavior operating in the organization.

1.2 Interview rules

For successful the interviewer must have available: - a checklist of candidates with criteria and space for notes; - model (professiogram) of the workplace or position, or brief requirements for the candidate for the position; - job descriptions; - the plan of the interview; - questions prepared in advance for the interview - a set of forms for recording the answers of applicants; - allocated time at the rate of at least 30 minutes for each candidate; - a prepared room (a separate room, chairs in the corridor for those waiting, etc.). It is necessary to make the room as comfortable as possible, do not conduct interviews while sitting at a desk. Some HR managers find this approach to be appropriate, but studies have shown that a physical barrier inevitably creates a psychological barrier. This is especially important if the interviewer is conducting the interview with assistants. Experienced interviewers ask applicants to sit on a chair (armchair, sofa) standing on the side of the table and are often located next to the candidate. According to psychologists, this demonstrates to the applicant friendliness and respect from the interlocutor. Such an arrangement allows the interviewer to see the eyes and gestures of the applicant well and creates in the latter a sense of his own importance, freedom and naturalness of behavior, stimulates openness and sincerity when answering questions. Psychologists have found that no matter how long the conversation lasts, the interviewer usually develops a positive or negative opinion about the candidate during the first 3-4 minutes of the conversation. After that, the interviewer asks questions depending on the prevailing opinion: with a positive one, allowing a person to open up from the best side, with a negative one, “for backfilling”. That is, the interviewer consciously or unconsciously creates the conditions for his initial opinion to be supported by subsequent facts. Knowing about this psychological trap, the interviewer should avoid it in every possible way. It is better to use the first minutes of the interview not to obtain any information from the candidate, but to create a calm and comfortable atmosphere (for both parties), psychological emancipation of the candidate, establishing positive and constructive relationships of mutual understanding in which you can conduct productive work. In the first minutes it is also advisable to make a clear and concise introduction; The objectives of the interview should be clearly communicated to the candidate along with brief information about the form of the interview, its duration, etc. Having an agreed agenda can go a long way in establishing rapport during an interview. The interviewer should avoid a lengthy introductory lecture about the organization or the job itself, as this may elicit flattering or specifically oriented responses. It is better to postpone this topic until the end of the interview in order to inform the applicant about the features of the job only after the candidate answers questions about his abilities, past achievements and experience. It is best to give specific information about the company at the end of the interview, answering the candidate's questions. In general, it is very important to give the candidate the opportunity to ask questions. This provides valuable insight into which factors are prioritized for a particular individual. The interview schedule should include at least a 30-minute break before starting a conversation with the next candidate. This is necessary to neutralize the psychological effects of perception when the impression of the previous candidate is projected onto the next. So, against the background of a frankly weak candidate, a very mediocre specialist may seem “quite suitable” to the interviewer and vice versa. Time must also be provided for recording and evaluating the candidate's responses, as well as a break for the interviewer to rest. An effective interview is usually very demanding, so it's important to keep the ability to think clearly. The number of interviews that an interviewer can effectively conduct during a working day is no more than five.

2. Interview techniques

2.1 Types and types of interview

There are several types of interviews with candidates, the choice of which depends on the traditions of the organization, the characteristics of the candidate, the vacant position, and the individual preference of the interviewer. The results of the interview must be documented. Most organizations use special candidate evaluation forms, if such forms do not exist, you can use the portrait of an ideal employee as a kind of evaluation sheet. The results of the interview should contain an assessment of the candidate and a proposal - to continue or stop working with him. The conclusion of the employee who conducted the interview is transferred to the head of the unit that has the vacancy, who decides on further actions in relation to this candidate. In order to better assess the professional and personal qualities of a candidate, organizations can seek information from people and organizations who know him or her from joint studies, work, sports, etc. The Human Resources department may invite the candidate himself to name people who could characterize him, and then interview these people. In both cases - oral or written recommendation, there is a problem of obtaining objective information, since the people chosen by the candidate usually emphasize only his positive aspects. You can also get information about the candidate by contacting directly the organizations in which he previously worked or studied (their names are indicated in his curriculum vitae or resume). However, the human resources department must be extremely careful when assessing the characteristics of the candidate obtained as a result of such contacts - employees providing information may be biased, they do not know the candidate well enough, and so on. Interview with line manager. If the head of the department is satisfied with the results of the interview conducted by the employee of the human resources department, he makes an appointment with the candidate. Unlike interviews with experts in human resources this interview should allow to evaluate, first of all, professional quality candidate, his ability to perform production functions. At the same time, the manager evaluates the degree of his personal professional compatibility with the candidate and the likelihood of the latter's successful integration into the unit. In addition, the manager provides the candidate with detailed information about his unit, the vacant position, and the functions that the candidate will have to perform if he is hired. The results of the interview are recorded by the manager using a standard form for this.

The most common type of interview is the one-on-one interview, during which one representative of the organization meets with one candidate. However, other types of interviews are used today, during which one representative of the organization meets with several candidates, several representatives of the organization talk with one candidate, several representatives of the organization interview several candidates.

In the first case, the interviewer is given the opportunity to simultaneously (rather than in absentia) evaluate several candidates and observe them in a stressful situation (the presence of several applicants for the same position), although it is much more difficult to talk with several candidates at the same time. The participation of several representatives of the organization increases the objectivity of the assessment and the quality of the interview itself, but can create additional stress for the candidate and increase the costs of the organization. The presence of several people on both sides greatly increases the complexity of the interview process and requires careful preparation and consistent behavior of the interviewers.

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

Every day, the toolkit of recruiters is replenished with new developments in the field of assessing the professional and personal qualities of applicants, as well as analyzing previous work experience. Nevertheless, today there are several main types of interviews (interviews) that millions of employers around the world use every day.

By functionality:

screening interview;

selection interview;

final interview.

According to the structure of the event:

free interview;

situational interview (situational interview);

stress interview (stress interview);

Interview on competencies (interview on competencies);

mixed interview.

By format:

telephone / video interview;

individual interview;

mass interview.

Screening interviews are usually conducted over the telephone. The main purpose of this event is indicated in its very name - to weed out random candidates who clearly do not meet the stated criteria and expectations of the employer. The screening interview is the next stage in the interaction of the recruiter with candidates who have passed the screening filter. During this type of interview, the bulk of information about applicants for a vacant position is assessed: work experience, personal qualities, main motives, salary expectations, readiness to go to work, etc. Depending on the number of applicants admitted to the selection interview and the number of persons who decide on further interaction with applicants, the number of meetings with each specific person is also determined. Thus, at this stage, one candidate can be assigned from one to several meetings with representatives of the employer's company. The overall result of the selection interview is the selection of several specialists for the final (final) stage of recruitment.

Final interview. Here we can distinguish two more options for the functionality of this type of interview: making a final decision on the approval of one most suitable candidate for a replacement open vacancy from several finalists and if there was only one finalist - the formal procedure for introducing a new employee to the position. Free interview. One of the most common types of interviews. This type of interview can be used for one of two reasons: the lack of personnel assessment skills of the specialist responsible for the selection or the lack of a need for a detailed study of the candidate's business biography, since the selection criteria are minimal. One way or another, in terms of content, a free interview is more like the process of getting to know one person with another, with the only exception being that one person (the applicant) speaks most of the time. Here, the main task of a company employee is to determine whether he wants to work with a candidate, whether the candidate will be able to get used to the team, etc. In other words, during a free interview, informal selection criteria are tested. situational interview. The methodology is based on the study of human behavior in certain situations (real situations at previous jobs, simulated situations). The information received from the candidate makes it possible to predict his behavior in the company, and, therefore, to determine how successful the assessed specialist may be in the position in question. Stress interview. One of the most difficult interview methods. To use it correctly, you need to be a highly qualified specialist in the field of recruitment and motivation of personnel. The essence of the technique is to create a stressful situation for the candidate and evaluate his behavior and actions in conditions of emotional irritation. The complexity of conducting such an interview lies in the ability of a recruiter to subtly use irritants, and not, succumbing to excitement, spoil the mood of himself and his interlocutor, depriving himself of the possibility of further interaction with the applicant. Due to the inept use of this tool by employers, it is notorious among candidates. Competency interview. One of the most common interview methods. Its main task is to compare the level of professional skills and knowledge (competencies) of the applicant with the declared data necessary for the successful performance of his functions in the position for which the applicant is applying. In the process of conducting this interview, information from previous places of work is used: results, achievements, problems, useful lessons learned from their mistakes with a detailed description of situations and arguments for their actions. It also uses various professional questionnaires, tests, tasks, cases, etc. Most often, direct heads of departments, departments, services, etc. are invited to conduct this kind of interviews. for substantive discussion of specific skills and knowledge. Mixed interview. This approach to the construction of evaluation activities is based on a comprehensive study of the professional and personal data of the applicant for a vacant position and may include any (or even all) of the above methods. The disadvantages of this type of interview include high time resource consumption: it takes a lot of time to communicate with each candidate, time to process the information received during communication and interpret the results. Phone / video interview (preview). The first step to the interaction of the employer with the applicant. At this stage, the level of general interest of the applicant in considering the proposed vacant position is clarified, and candidates that are unsuitable for formal reasons are screened out. Sometimes, such an interview is singled out as an independent recruitment tool and is called personnel screening. Meanwhile, a video interview can also be a form of communication between the applicant and employers at the stage of selection of applicants in the event that we are talking about remote (regional selection). Individual interview. An interview that is conducted with one single specific candidate. Here we can distinguish two options for organizing this event: an interview with a precisely marked time (for example: 02/11/2012, Monday, 11:00) and an interview with a conditionally designated time (for example: 02/11/2012, Monday, from 11:00 :00 to 18:00). Mass interview. An interview conducted by an employee or employees of the company with several applicants at the same time. It is most often used in mass recruitment for low-level positions (low-skilled personnel) to reduce the time for preliminary contacts with candidates and increase coverage.

2.2 Interview techniques

During the interview, the following are evaluated: the individual characteristics of the candidate; communication skills; possession oral speech; oratorical skills; analytical thinking; the ability to impress. V various methods interviews may evaluate other qualities of the candidate. But it should be borne in mind that the candidate's written speech, his practical skills and abilities are not evaluated during the interview. Impossible during the interview and adequately assess qualification level the applicant, since, when talking with the candidate, the person conducting the interview cannot devote enough time to studying the documents submitted for the candidate, confirming his level of training and work experience. In this regard, the authors strongly do not recommend drawing conclusions immediately based on the results of the interview.

It is best to use the interview, along with other techniques, as part of the candidate assessment process.

Historically, the following methods of interviewing have developed:

1. The British method of interviewing is based on a personal conversation with the candidate members of the personnel committee. Interviewers are interested in biography, family traditions and the place where he was educated: “Are you related to the Duke of Somerset? Who in the family served in the Royal Navy? Where did you study - not at Oxford? If the candidate successfully answers the questions asked, then he is quickly accepted.

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

3. The American method of interviewing comes down to testing intellectual and creative abilities, psychological testing using computers and observing candidates in an informal setting. To do this, the candidate is invited, for example, to the weekend, presentation, lunch. At the same time, great attention is paid to the potential of a person and the shortcomings of his personality, which does not always confirm the possibility of a manager selected in this way to work in a team. However, this method allows you to identify hidden personality flaws that may be unacceptable for work in a particular company. 4. The Chinese method is based on preliminary written examinations and has a long historical tradition. Candidates write a number of essays, proving their knowledge of the classics, literacy of writing, knowledge of history. Those who have successfully passed all the exams, and these are recruited by a few percent of those participating in the competition, write a final essay on the topic future work. Those who pass this exam are admitted to a direct interview. In the case of employment, their official position often depends on the mark obtained in the exams.

One of the interviewing methods was developed by Sergey Iosifovich Faybushevich, Ph.D. economic sciences, Associate Professor, St. Petersburg state university economics and finance.

Basic provisions:

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

2. The secretary must be informed of the name of the visitor and the time of the visit in order to meet him and, if necessary, order a pass.

3. Take the time to read the candidate's bio before the interview. This will help save time.

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

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

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

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

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

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

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

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

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

13. Speak slowly and clearly, allowing the candidate sufficient time to absorb what is being said. In a situation where the candidate is experiencing a lot of nervous tension, it may be difficult for him to perceive you.

14. Don't hype your firm or job offer like you would in a bazaar. Don't make promises you can't keep. Don't exaggerate promotion opportunities. If there are no such opportunities, a frustrated employee may take offense at you, which will affect his work. Galina Nemchenko, a partner at the SuccessLink recruiting company, talks about another method for conducting a successful interview. First, let's decide what goals you have. Usually they look like this: evaluate how this candidate is suitable for the proposed position (that is, evaluate his professional knowledge and skills, business, individual psychological and psycho-physiological qualities); determine how this candidate differs from all the others who have declared their candidacy. That is, which qualities of character and skills prevail, and which ones, on the contrary, need further development. You need to consider how important these qualities are for a vacant position; find out what motivates the applicant in work, whether he is really satisfied with the conditions offered by the employer; “sell” the job to the candidate, clarify what the company is interested in, what are the prospects and why the candidate should want to spend his life on this job. Prepare questions ahead of time.

Start the interview with simple questions about the candidate's background, his studies, his hometown, etc. This will take the pressure off and allow the applicant to be more open and relaxed when talking to you. When interviewing, let the person talk while listening carefully. Ask open-ended questions. The question "Did you not like your previous job?" will not provide much information. It's more preferable to ask, "What did you dislike about your previous job?"

Be friendly, open, attentive to the interlocutor. Sample interview questions. Tell us about yourself (give the person, without interrupting him, a couple of minutes to say what he sees fit). Note to yourself what he emphasizes when answering this question. Where were you born? What kind of work do you like the most? Why did you decide to leave previous work? What did you like about your previous job? What were your responsibilities in your previous position? Were you easily dismissed from your previous job? Were you appreciated? For what? What was the team like? What are your special achievements in recent years? What difficulties, problems were in your work and how did you solve them? What was your worst (or worst) mistake? What attracts you to the work in question? Why did you choose our position? Do you have any ideas for this work? Where would you start your work if we chose you? Have you done this kind of work before? Why do you think you are suitable for this job? What salary do you expect? What is most important to you when choosing a job? Where do you see your work in 5 years? How do you envision your professional future? What is the ideal career for you (what are you aiming for in your career)? How did your relationship develop with your manager? What do you value most in a leader? What traits and characteristics of a leader would be unacceptable for you? Name three of your main business qualities that make you a valuable employee for this job. What difficulties may arise in cooperation with you? What would you like to change about yourself? Under what conditions do you work most effectively? Your strengths(what do you value yourself as a specialist for?) If you could start all over again, what would you do? What are your interests outside of work? How do you spend your holidays? What are your core values ​​in life? After asking the questions you are interested in, give the applicant the opportunity to ask their own. If during the interview you see that a person is not suitable for your vacancy, in my opinion, it is better to openly tell him about it (especially for recruiters). Give your recommendations for further interviews, what you need to pay attention to. At the end of the interview, make it clear that the meeting is over. Thank the person for the visit and the time spent, let them know how you will notify them of the results/next steps. Escort the interlocutor to the door. Smile when you say goodbye. Immediately write down your impressions of the applicant. Your notes will be invaluable when you have to decide on the choice of a single person from several applicants who were interviewed.

2.3 Evaluation and final decision

The final decision stage is the end result you worked towards during the selection process; which of the candidates who have declared themselves, have been interviewed, tested and screened, will be accepted, if at all? The result is important for the organization - its investment in a newcomer will increase dramatically from the moment he is hired. It is also important for other applicants: they are all likely to be upset when they receive a refusal, in whatever pleasant words it may take place. Your decision is more likely to be a good decision if it is well informed. So, now is a good time to look back at all the information you received during the evaluation phase.

This involves the following steps:

a) Develop the candidate scorecard, making sure that the results of all stages of the selection are covered.

b) Ensure that there is enough information about each candidate to fairly evaluate his scorecard.

c) Assess the available information in light of earlier comments about bias and limitations in tests and recommendations.

d) Fill out scorecards, one for each candidate, making sure that the criteria used is personal specification as well as the decisions that are made as to what constitutes effective behavior at work.

e) Remember, as far as possible, the reactions of the applicant and assess the likelihood that the job and organization are of interest to him. This is important if you want to avoid the annoyance of offering a job to one candidate only to find that he rejects it immediately or quits after a few weeks. (If you've learned the collaborative problem-solving approach during the interview, then this part of the process should be fairly straightforward.)

f) When all doubts are resolved, the final result should be communicated to candidates, both successful and unsuccessful. (If no one really came up to the Company's defined personality specification, it would be best to reject all applicants, rethink the job or your hiring methods, or both, and start over. Only if the difference between what the candidates are now and the requirements specifications are very small, it would make sense to consider someone who doesn't meet them exactly.Additional training may eliminate some lack of knowledge and experience, but is unlikely to transform someone's personality overnight.

An example of a final score sheet.

2. Position (vacant).

A. General form(behavior, manner of speaking, state of health, energy).

B. Specific traits(stability, diligence, perseverance, loyalty, tolerance, self-confidence, ability to lead)

B. Intelligence, abilities.

D. Relevant experience and/or knowledge.

D. The ability of expression.

E. Education.

G. Inclinations, interests.

3. Readiness for immediate execution of duties.

4. General acceptability (taking into account the future needs of the organization).

5. Overall assessment.

Date/signature. Against each assessment, you should put your own assessment in points on a five-point system. Sum the score in column "5".

Sometimes the assessment of a candidate can be done not in the form of a form, but in the form of a kind of report - a verbal portrait of a person sent to the top to make a final decision. Below I have listed the main points that an employer may need when writing this report: Experience, Education, Education records, in addition to a direct answer to the requirements of the job, provide information about the perseverance, motivation and interests of the candidate. Traits.

Both successful and unsuccessful applicants should be notified of the employer's decision at the earliest opportunity. As general rule, it would be impolite to keep candidates waiting for more than a week before they are notified of the final result, so any preliminary negotiations with the most likely candidate should be carried out at a pace

Conclusion

interview personnel managerial

The job interview is crucial in the recruitment process. It consists in selecting the right person for the job based on objective criteria that are applied to the candidate in a balanced and fair manner. The interview has two main goals:

Help the organization evaluate candidates for suitability for the position;

Help candidates evaluate the organization as a future place to work.

Putting a person in the wrong place has never been considered good practice in personnel work, and this led to adverse consequences in the activities of the organization if this practice was repeated. However, what is a person correctly appointed to a position? This is a person who is able and willing to work, who has a sense of the team and manages, a professional who matches the image of the organization and who is compatible with the place it occupies on the evolutionary scale of development. And, of course, an emotionally mature person, capable of correct and rational judgments, will be a necessity in your organization.

Since there is never a perfect choice, compromise and careful evaluation must be made. Sifting through the list of candidates, it is necessary to identify several top contenders. Why? Because the assessment interview process is a two-way street, and your first choice can be unattractive to both you and the candidate. Since the interview usually touches on the past, present and future, it is in this aspect that the interviewer's questions should be built. It should always be remembered that the person asking the questions controls the process and determines his future in the most serious way.

A personnel interview (interview) is, apparently, the most universal way to assess personnel, and can be the basis for both its selection and subsequent certification. The environment in which a personnel interview is conducted must match the environment in which the person will work in order to ensure that he is compatible not with the interviewer, but with future colleagues.

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

Interviews can take place one-on-one or immediately with a group of applicants; An applicant or a group can be interviewed simultaneously by several people (a line manager who has undergone special training in the selection of applicants and interview methods; a psychologist who is now on the staff of any medium, and even more so large Western company; personnel manager; representative of the team). A group interview gives a more objective and fair assessment of candidates, although it creates psychologically difficult situations.

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

Other mistakes in interviews are making inadequate demands and being exposed to irrational factors such as mood.

It is believed that during the preparation of a preliminary interview, the following main questions should be clarified:

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

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

3. Who should be involved as interviewers: one person or several in what form to interview. If a group interview is preferred, which is considered more reliable, the question of the chairman of the commission arises. He introduces experts to candidates, explains the procedure for conducting an interview, removes psychological barriers and creates the necessary atmosphere, and makes the final decision in case of disagreement. In general, interviews allow you to evaluate intelligence, professionalism, erudition, quick wits, etc. And yet, for subjective reasons, they are not a very reliable way to select personnel, since, as already mentioned, most decisions are made on the basis of personal likes or dislikes, and not objective criteria, because they are usually taken not by those with whom the given candidate will have to work later.

Literature

1. Averchenko L.K., Zalesov G.M., Mokshantsev R.I., Nikolaenko V.M. Management Psychology: Course of lectures. - Novosibirsk: NGAEiU; M.: INFRA-M, 2003.- 150s.

2. Belyaev M.K. Personnel management at the enterprise: a tutorial. - Volgograd: VolgGASA, 2005.

3. Bern E.V. Games People Play. Psychology of human relationships. Psychology of human destiny. - St. Petersburg: Lenizdat, 2002. - 296s.

4. Bizyukova I.V. Management personnel: selection and evaluation. - M., 2008.

5. Vesnin V.R. Practical management personnel. - M., 2006.

6. Vikhansky O.S. Management: person, strategy, process. - M., 2001.

7. Goncharov V.V. In search of management excellence. - M., 2003.

8. Dessler G. Personnel management. - M.: Binom Publishing House, 1997.- 432p.

9. Personnel management of the organization. Workshop: Tutorial/ Ed. AND I. Kibanova.- M.: INFRA-M, 2002. - 296s.

10. Bazarov T.Yu. Personnel management. - M .: Mastery, 2002. - 224 p.

11. Kafidov V.V. Personnel management. - St. Petersburg: Peter, 2009. - 240s.

12. Korolevskiy M.I. Search and selection of personnel. - M .: Business School "Intel-Sintez", 2008. - 254 p.

13. Egorshin A.P. Personnel Management. - Novgorod: NIMB, 2003.- 607s.

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This form candidate's assessment, 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: _______________________________________________________________

Applicant for the position: ___________________________________________________

Date of interview: "_________" ____________ 20__

Scheduled start time for the interview: ____________________________________

The actual time of arrival of the candidate (if late, indicate the reason for being late): _________

First impression of the candidate: ______________________________________________

Psychological qualities that will help you successfully cope with job duties 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 a form by which you can evaluate the applicant. To fill out this form, circle the appropriate (your, if possible, objective, opinion about the candidate) number in each line.

Appearance

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

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

The physical state

1. Unpleasant, unhealthy appearance.
2. Not energetic, apathetic.
3. Good physical shape, pleasant appearance.
4. Cheerful, energetic.
5. Very energetic, in great shape.

Behavior

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

Confidence

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

The way of thinking

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

Flexibility of mind

1. Slow-witted, thinks slowly.
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 succeed.
5. High ambitions, self-development.

Work experience, education

1. Do not correspond to the position.
2. Not relevant, but useful.
3. Comply.
4. Above required.
5. Particularly suitable.
6. Keeps learning, leveling up.

Candidate's identity

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

Relationship to previous job

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

Practical work experience

1. There is no practical work experience.
2. The experience of practical work is very small and completely insufficient to cope with the work.
3. Experience in practical work is not enough and it happens, it interferes successful implementation assigned duties.
4. Experience in practical work is sufficient for the satisfactory performance of duties.
5. Has sufficient experience in practical work, which allows him to successfully cope with the work.
6. Has extensive experience in practical work.
7. Has exceptionally 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 the satisfactory solution of practical professional issues.
5. There are professional knowledge of the issues sufficient for the work.
6. Professional knowledge is strong, deep, make it easy to understand the practical professional matters.
7. Professional knowledge exceptionally deep and extensive, well versed in many practical professional issues.

Ability to plan

1. Can't even plan simple job.
2. Poor job planning.
3. Not good enough at planning.
4. The ability to plan work is developed to an average degree, plans satisfactorily.
5. Ability to plan work to the extent necessary.
6. Good at planning work.
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 transmits very slowly, the documents needlessly stale.
3. Usually rather slowly receives, analyzes and transmits information, which sometimes slows down the work of others.
4. The ability to process the information necessary for work is developed to an average degree.
5. Usually 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 the work.
7. Exceptionally quickly and efficiently processes the information necessary for work.

Organizational skills

1. Organizational skills are practically absent.
2. Organizational skills are poorly developed. Organized work is carried out with difficulty and errors.
3. Organizational skills are underdeveloped. Cannot always organize the work of people.
4. Organizational skills are sufficient for a satisfactory solution of organized issues.
5. Has the necessary organizational skills, can organize the work of people.
6. A good organizer, knows how to properly and quickly organize the effective work of people.
7. A great organizer knows how to organize effective work of people.

Use of rights and power

1. Absolutely does not know and does not know how to use their rights and power.
2. Rarely uses his rights and power.
3. Uses his rights and power 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. He knows well and fully and fully uses his rights and powers, sometimes even somewhat exceeding them.
7. Knows perfectly, fully uses his rights and powers. Often exceeds them.

Behavior in a stressful situation

1. There is no ability to find a way out in a stressful situation.
2. The ability to find a way out in a stressful situation is poorly developed. Obviously not enough character to find a way out.
3. The ability to find a way out in a stressful situation is not well 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 developed to an average extent. Not always enough character to find a way out.
5. The ability to find a way out in a stressful situation is quite developed. Most often enough character to find a way out.
6. The ability to find a way out in a stressful situation is well developed. Usually enough character to find a way out.
7. The ability to find a way out in a stressful situation is very well developed. It has a strong character and can escape even from a hopeless situation.

Leadership Ability

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

Independence

1. Cannot decide for himself simple questions.
2. There is clearly a lack of independence. Constantly needs help, tips, directions.
3. Sometimes there is a lack of independence and then help is needed in the work.
4. Independence is developed to an average extent.
5. Independence is sufficiently developed. Solves many issues related to work.
6. Has great independence in solving issues related to work.
7. Possesses exceptional independence in work. He 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 quite low.
3. The level of culture is not very high.
4. Has an average level of culture inherent in many people.
5. Has a fairly high cultural level.
6. Has a high cultural level.
7. Has a very high cultural level.

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 needs 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 thing from the secondary.
3. The ability to understand the essence of the matter is not developed enough. When studying a particular issue, it is difficult to distinguish the main thing from the secondary.
4. The ability to understand the essence of the matter is moderately developed, satisfactorily distinguishes the main thing from the secondary when studying various issues.
5. The ability to understand the essence of the matter is developed above the average level, can quickly understand a particular issue and highlight the main thing.
6. The ability to understand the essence of the matter is well developed. Can quickly get to the heart of the matter and distinguish from the secondary.
7. The ability to understand the essence of the matter is very well developed. He 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 solve only the most primitive tasks.
2. The ability to solve complex problems is poorly developed, can only perform simple tasks.
3. The ability to solve complex problems is not sufficiently developed for work.
4. The ability to solve complex problems is developed satisfactorily.
5. The ability to solve complex problems is enough for the job.
6. The ability to solve complex problems is well developed. Handles high complexity jobs.
7. Has an excellent ability to perform the most difficult tasks.

Striving for the new

1. The desire for a new is practically absent, opposes any innovation.
2. 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 this.
4. Relates to innovation, reorganization quite calmly.
5. Strives to support many undertakings, innovations and reorganizations.
6. Usually too fond of various innovations and reorganizations, wants to live and work in a new way.
7. Great innovator. His soul is rooting for the new, he has no idea how to live and work in the old way.

Having your own opinion

1. Even on trifling matters he does not have his own opinion.
2. Usually avoids expressing his own opinion even on minor issues.
3. Rarely expresses his own opinion, even when he has one.
4. Especially expresses his own opinion only when asked about it.
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. Strives to express his own opinion on any issues, even on those in which he does not understand at all.

Ability to see perspective

1. The ability to see the perspective is missing. Sees only this moment.
2. The ability to see perspective is limited. Current issues are so relevant that there is no time to look into the distance, to see the future.
3. The ability to see the future is not developed enough for work.
4. The ability to see perspective is average, like most people.
5. Sufficiently full and timely sees the prospect.
6. Sees and understands the future well, knows how to predict the development of events 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 goal, only today.
2. Usually he does not set any distant goal in life, any plans extend only to 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 himself for several months of his life and tries to achieve them.
5. Sets quite realistic, achievable goals, usually for the next year of life.
6. Has a system of tactical life goals for the coming years, shows sufficient perseverance to achieve them.
7. Purposefulness is exceptionally 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. Decisiveness is absent, hesitates and hesitates for a long time before solving the simplest question.
2. Decisiveness is poorly developed. She is clearly not enough, she cannot make a decision in a timely manner.
3. Decisiveness is not developed enough. Sometimes he cannot make a decision in a timely manner.
4. Decisiveness is developed to an average degree. Decisiveness is not always enough, but it cannot be called indecisive either.
5. Decisiveness is quite developed. Most often, decisiveness is enough even when solving rather complex issues.
6. Decisiveness is highly developed. Makes timely decisions on complex issues.
7. Decisiveness is highly developed. Possesses exceptional speed of decision-making.

Persistence and perseverance

1. Persistence and perseverance is practically absent. He cannot at least to some extent show perseverance and perseverance in order to bring the matter to the end.
2. Obviously there is not enough perseverance and perseverance to bring the matter to the end.
3. Sometimes there is not enough perseverance and perseverance to bring the matter to the end.
4. Perseverance and perseverance are developed to an average extent.
5. Most often, perseverance and perseverance are enough to bring the matter to the end.
6. Has great perseverance and perseverance, does not like to stop until the case is completed.
7. Has a very great perseverance and perseverance, will not stop until he reaches the goal.

Self-esteem

1. Self-esteem is extremely low, he always underestimates his abilities and capabilities.
2. Quite low self-esteem, often underestimates his abilities and capabilities.
3. Self-esteem is below average. It happens that he underestimates his abilities and capabilities.
4. Self-assessment of the average level. He considers himself no worse, but no better than most people.
5. Rates 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. Extremely arrogant, constantly overestimating his abilities and capabilities.

performance, discipline

1. Diligence, discipline are practically absent. Performs orders at its own discretion, without considering itself obligated to that.
2. Obviously lacks diligence and discipline, often does not follow the instructions of the leadership.
3. Sometimes there is a lack of diligence and discipline, it happens that he does not carry out individual orders, finding various explanations for this.
4. Diligence and discipline are developed to an average extent.
5. Enough diligence and discipline, tries to accurately follow the orders of the leadership.
6. High diligence and discipline, even in small things does not want to deviate from the order of the leadership.
7. Very high diligence and discipline, he perceives any request from the management as an order and is accepted to fulfill it, even if he sees a more rational solution.

Self-demanding

1. Demanding on oneself is practically absent. He forgives himself for any of his mistakes and misdeeds.
2. Obviously there is not enough exactingness to oneself.
3. Sometimes there is a lack of exactingness to oneself.
4. Self-demanding is moderately expressed.
5. Most often, he is quite demanding of himself.
6. Has high demands on himself.
7. Extremely demanding of himself, he is very worried about his minor mistakes and misconduct.

Sociability

1. Constant isolation, focus on one's thoughts and experiences makes it difficult to find a common language with other people.
2. Finds a common language with difficulty, but does not know how to win over people and work with them.
3. Sociability is not developed enough for work, it can not always win over people and find a common language.
4. Sociability is developed to an average degree. Although not always, but 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 wins people over 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. He is not at all interested in improving his qualifications, refuses any form of education.
2. Usually not interested in improving their skills.
3. He is little interested in improving his qualifications, and only in forms of training that are convenient for him.
4. He considers advanced training as a matter necessary for work, although he studies without great desire.
5. Ready for advanced training, willingly studying at various courses, faculties.
6. Strives to improve skills in the most various forms, studies independently, willingly studies at various courses, faculties.
7. He considers professional development his professional duty, he is intensively engaged in self-training, he is always willing to study at various courses, faculties.

Ability to build business relationships

1. Does not know how to establish business relations with other enterprises, as well as with other divisions of his enterprise.
2. There is obviously a lack of ability to establish business relations with other enterprises and organizations, as well as with other divisions of one's enterprise.
3. Sometimes there is a lack of ability to establish business relations with other enterprises and organizations, as well as other divisions of one's enterprise.
4. The ability to establish business relations with other enterprises and organizations, as well as with other divisions of one's own enterprise, is moderately developed.
5. The ability to establish the necessary business relations with other enterprises and organizations, as well as other divisions of your enterprise.
6. Ability to establish good business relations with other enterprises and organizations, as well as other divisions of your enterprise.
7. Ability to establish excellent business relationships with other enterprises and organizations, as well as other divisions of your enterprise.

Justice

1. There is no fairness in relation to other people.
2. There is clearly a lack of fairness towards other people.
3. Sometimes there is not enough fairness in relationships with other people.
4. Justice in relationships with other people is manifested as often as with others.
5. Usually fairly fair in judging other people.
6. Often shows fairness in judging other people.
7. Always shows justice in dealing with other people.

Politeness and tact

1. Politeness and tact are practically absent. Often rude and behaves tactlessly towards other people.
2. Obviously there is a lack of 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 dealing with people are manifested to an average extent.
5. Usually behaves with people politely and tactfully.
6. Often behaves with people quite politely and tactfully.
7. Always behaves with people extremely politely and tactfully.

Orientation to business

1. There is no focus on the case. Interests for business always come last, they are remembered only when it is beneficial.
2. Orientation to business is weakly expressed. When solving certain issues, it is rarely guided by the interests of the case.
3. Orientation to the cause is not expressed enough. In resolving certain issues, he is not sufficiently guided by the interests of the case.
4. Orientation to the cause is expressed in the medium measure. When solving certain issues, he moderately takes into account the interests of the case.
5. Orientation to the cause is quite pronounced. In most cases, when solving various issues, he tries to proceed from the interests of the case.
6. Orientation to business is strongly expressed. When solving various issues, he is guided only by the interests of the case.
7. Orientation to business is expressed very strongly. Exceptionally devoted to the interests of the cause.

performance

1. The performance is very low. Works very sluggishly, gets tired quickly.
2. Performance is low. Works rather slowly, with long rest breaks.
3. Performance is below average. Doesn't work very hard.
4. Workability is not worse than others, works with a satisfactory intensity.
5. Above average performance. Works with sufficient intensity.
6. Efficiency is high, can work much faster, more intensively and with greater returns than most people.
7. Amazing performance, almost for a few people.

Attitude to work

1. Does not like work at all and suffers from it himself.
2. Does not like his work, does not like 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 the work, treats it with interest.
6. I really like the work.
7. He loves his work very much, devotes almost all his free time to it.

Moral stability

1. There is no stability of morality. Does not comply with the moral requirements of society.
2. There is clearly a lack of stable moral values.
3. Sometimes gaps in moral education are noticeable.
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. Characterized by high moral stability, respect and strict observance of social values.
7. Characterized by a very high moral stability, respect and very precise observance of all social values.

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

The article was first published on Executive.ru on December 26, 2006 under the heading "Creativity without cuts". Re-announced in the content block as part ofspecial project editions

 

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