Job Interview Worksheets by gnu15931

VIEWS: 55 PAGES: 30

More Info
									Проведение
собеседования
Наталья Суворова

Human Resources Business Partner

Intel           15 Декабря 2008
Ваши ожидания:
•Как выпытывать у людей
•Как подбирать кадры
•Как правильно задавать вопросы
•Процесс беседы, имидж
•Анализ ответов
•Как отвечать на вопросы
•Как вести себя
•До собеседования – подготовка
•Правильные люди – кто такие?

2
Цели занятия
•Получить представление о структуре проведения
собеседования
•Изучить основные элементы подготовки к
собеседованию (описание работы, компетенции,
вопросы, формы)
•Ознакомиться с основными шагами
собеседования: как выстраивать раппорт, типами
вопросов, с “правильными” и “неправильными”
вопросами и т.д.
•Потренироваться:
     Готовиться к собеседованию
     Проводить собеседование

3
The process
                     1.   Gain knowledge of the specific skills required by the
    Analyze skills        job.




    Define skills    2.   Define skills by behaviors required by the job.



       Develop       3.   Create a structured interview containing questions
      questions           that refer to job-related skills.


      Conduct        4.   Conduct the interview in a way that will help the
                          candidate describe job-related experience.
    the interview
                     5.   Objectively rate current and past behavior to
     Rate skills          determine how individual skills match job
                          requirements.


4                          Structure
The process
                     1.   Gain knowledge of the specific skills required by the
    Analyze skills        job.




    Define skills    2.   Define skills by behaviors required by the job.



       Develop       3.   Create a structured interview containing questions
      questions           that refer to job-related skills.


      Conduct        4.   Conduct the interview in a way that will help the
                          candidate describe job-related experience.
    the interview
                     5.   Objectively rate current and past behavior to
     Rate skills          determine how individual skills match job
                          requirements.


5
Требования - Что ищем?
Компетенции

Технические (профессиональные) и
поведенческие (performance)

Откуда они берутся?

Job scope, описание позиции, ожидаемое
поведение и результаты




6
Job Analysis, Job Description

 Define core areas of responsibilities for the position
 Establish the scope of the job, using inputs from your
    organization, customer groups and stakeholders as appropriate
       Consider, values, culture, organization strategies, skills that all
        employees need at Intel and skills that will help your
        organization be competitive. Examples: Teamwork, Written
        Communication skills, International/Global Business
        Experience
 Identify technical and performance skills needed (technical
    expertise, formal education/knowledge, work habits) for the specific
    scope
 Write the job description




7
Technical Skills

Specific knowledge and skills learned on the job or
through formal education


 Asking technical questions tells us competency: Can this
    person do the job because they have proven competency
    through experience or direct knowledge because of their
    education


 Examples: Electrical Engineering, Computer software or
    programming language, HRM certification for an HR position,
    Program management, Coaching Skills



8
Performance Skills
Skills learned through life experience which are related to habits and
behaviors that are displayed in the work environment


 Asking performance questions tells us if their performance will
    align company values, job values, etc.


 Examples: Leadership, Decision Making, Creativity, Tolerance of
    Ambiguity, Teamwork. Work Standards, Customer Focus



      *The weighting of skills should be 60%   performance

                      and 40% technical*


9
Давайте потренируемся
•Давайте напишем требования к данной работе - Graphics
Software Intern
•Technical Skills
                               KSA – Knowledge, Skills, Attitudes
•Performance Skills


Description
In this position, you will do development, testing and research in software tools
for graphics technologies.

Qualifications
You must be a student currently pursuing a relevant course of studies.
Additional qualifications include:
- Good knowledge in computer science and have good software engineering
skill
- Strong knowledge of C/C++
- Knowledge and experience of work with assemblers of any kind would be an
added advantage
- Knowledge of shader* languages would be an added advantage


10
The process
                      1.   Gain knowledge of the specific skills required by the
     Analyze skills        job.




     Define skills    2.   Define skills by behaviors required by the job.



        Develop       3.   Create a structured interview containing questions
       questions           that refer to job-related skills.


       Conduct        4.   Conduct the interview in a way that will help the
                           candidate describe job-related experience.
     the interview
                      5.   Objectively rate current and past behavior to
      Rate skills          determine how individual skills match job
                           requirements.


11
Types of Questions to Ask

Behavioral:
      Technical: job related questions that directly relate to the skills
       of the job identified in the job analysis
      Performance: Questions that directly focus on gaining
       information about the actions of the candidate in a specific past
       event
      Open-ended: Questions that get candidates talking beyond
       “yes” or “no”, which are closed questions

Probing:
 Follow up questions to behavior based question responses that
     candidates provide. These should be logical questions.
      For example, “How were you able to get the team aligned in that
       example? What were the specific results for that project? What
       tools did you use in the case that you described?


12
Other Types of Questions to Avoid
 Leading Questions: The response is obvious and adds no value.
      We need motivated people in our organization. Are you
       motivated to work in this job?


 Theoretical or Hypothetical Questions: There is no evidence
     that they would really do what they say they would do, because
     they might not have been in that situation.
      What would you do if…? Questions are hypothetical and some
       people think that they encourage people to lie.


 Commonly Asked Non-Behavioral Questions: These questions
     evoke a “canned” answer or the “right” answer because they are
     pre-prepared.
        Tell us about yourself
        What are your strengths and weaknesses?
13
More Types of Questions to Avoid
 Irrelevant Questions: These add no value and responses could
     cause bias.
      If you were an animal, what would you be and why?
      What is your favorite movie, and what does that say about
       you?


 Stress Questions: These may be used rarely because they put
     the interviewer under stress. Example: if a candidate is overly
     confident for a position that requires a high level of interpersonal
     stress tolerance.
      I am curious, why didn’t you pursue a Master’s Degree?
      Given your extensive experience, do you think that this
       position is a step down?




14
Давайте потренируемся
Давайте составим список вопросов, которые мы бы
задали кандидату на позицию



Graphics Software Intern




15
The process
                      1.   Gain knowledge of the specific skills required by the
     Analyze skills        job.




     Define skills    2.   Define skills by behaviors required by the job.



        Develop       3.   Create a structured interview containing questions
       questions           that refer to job-related skills.


       Conduct        4.   Conduct the interview in a way that will help the
                           candidate describe job-related experience.
     the interview
                      5.   Objectively rate current and past behavior to
      Rate skills          determine how individual skills match job
                           requirements.


16
Conducting the Interview
Here are the basic elements of an effective
interview:
 Establish rapport

 Explaining the interviewing process

 Documentation during the interview

 Providing thinking and response time

 Self-control

 Asking questions, follow-up questions and probing questions

 Positioning of the job
 Closing the interview




17
Establishing Rapport
    The first goal is to create a comfortable environment for the interview and
     set a positive tone
    Questions and comments at the beginning of the interview that help put the
     candidate at ease:
      Good morning! I’ve been looking forward to meeting you and discussing
       the details of the position.
      Welcome TJ. I hope you found the location of this building without too
       much difficulty. Let’s get you a visitor’s badge and walk back to the
       conference room.
      Hi Michelle. Before we get started I want to put you at ease by telling you
       that the team is really looking forward to meeting you in person.
      Good afternoon! Thank you for coming to this building from your across
       campus.
      Thank you for waiting. I wanted to make sure that all of the interview
       team members were here to welcome you.
    Be aware of legal parameters when establishing rapport
      For example, do not make comments or ask questions about holidays
       such as, “Are you ready for the Chinese New Year Celebration?”




18
Explaining the Interview Process
It is important for a candidate to know what to expect in
the interviewing and hiring process.
Explain the type of interview: team, sequence of interviews/1:1s, if people
are on the phone, introductions
 Tell them the competency categories for the job, and the question
   categories.
 Tell them that they will be asked about their direct experience related to
   those categories
       Stress the importance of being as specific as possible in the examples
         that they share
       Inform them that you prefer work related examples first, but if they do
         not have them then to provide school related examples, and then
         personal examples (in that order)
 Provide direction on how many questions will be asked and how long the
   interview should take
 Inform them that some time will be reserved for them to ask questions that
   they have
 Briefly explain the behavior based interview process and the type of
   questions that they will be asked
 Explain the timing of the hiring decision



19
Providing Time to Think & Respond
    Some interviewers provide the categories of questions to the interviewees
     when the interview is scheduled. This gives interview candidates time to
     think about their experience before the interview
      Outlook meeting or email interview confirmation could include who will ask what
        types of questions
         Example: Lee/tolerance of ambiguity & change adaptability; Maya/oral and
           written communication skills; Jack/influencing and negotiation skills
    When conducting the interview, be comfortable with silence. Give the person
     time to formulate their behavioral example and answer
      Up to 10 seconds is productive, then it is appropriate to restate the question
        differently
      During silence, take a sip of water, glance down
      If you see that they are struggling to provide an example, you might say, “I noticed
        on your resume that you…was there an example that you could provide from that
        project?”, or broaden the question to include the an example in school or outside of
        the workplace (performance questions)
    Be aware of cultural differences and format differences (phone interviews for
     example) and allow time. Offer clarifications if needed
      Speak slowly and clearly, and avoid using speakerphones for interviews
    Encourage candidates to take their time to think of a specific example




20
Self Control
Sometimes it is hard not to react inappropriately in an interview

Sometimes you must fight the urge to respond inappropriately. Inappropriate
behaviors are behaviors that are out of context for the situation and could be
perceived as a micro-inequity:
    Acting surprised at an answer
    Gushing that an answer is “perfect”
    Laughing at an answer that was not intended to be funny
    Looking at another interview team member in a “knowing” way to see if you
     are in agreement
    Prematurely ending an interview when it is clear to all parties that the
     candidate does not have the experience
    Taking notes during silence, or constantly writing and not making eye
     contact
    Staring at a candidate or becoming preoccupied with a physical feature or
     distracting mannerism


21
Asking Questions
 Follow question structure as determined in the pre-interview
     planning
 Ask open ended behavior based questions

 Allow silence and time to respond

 Capture responses using key words
 Ask Probing Questions or Follow up questions to get specifics
 When behavioral example is complete, start again by asking
     another question
 YOU are responsible for managing the time
      It is illegal to “run out of time” because candidates must all have
       the same opportunity to answer the same questions. You may
       need to clip an answer and remind participants that you have a
       number of other questions and that you want to provide time for
       their questions.


22
Avoiding & Acknowledging Bias
 Stereotyping – Assigning attributes based on assumed
      characteristics of a group of people. “People from that school aren’t
      very bright”
 Comparison Errors – When none of the candidates have
      appropriate technical & Performance Skills. “She looked great
      compared to the others. Maybe that’s as good as it gets. We
      should hire her.”
         Note: It is illegal to compare candidate to candidate. You
          must compare each candidate to the job.
 “Just like Me” – The bias to hire someone like yourself.
 “Halos & Horns” – When one answer to one question
      overshadows the entire interview positively or negatively and is
      over-weighted.
 First Impressions – Positive or negative, the tendency to more
      heavily weight initial response to attractiveness, speech,
      confidence, handshake, eye contact impressions.
     Why is it important to not base or influence hiring decisions on first
                                 impressions?

23
Behaviors vs. Interpretations
Behaviors are observable,            Interpretations are
  specific actions that are             characteristics based on traits,
  objective.                            subjective impressions and gut
      Examples: The person has lead    feelings.
       teams in the past, has examples          Examples: The person seemed
       of successful stakeholder                 friendly, pushy, confident,
       management, has successfully              nervous, smart, unreliable, able
       negotiated, has never used                to take direction, willing to learn
       Microsoft Project in their project
       management experience                Interpretation of what the
                                            behavior means
Behaviors – What the person did
                                            •Excited or angry
    Raised voice
                                            •Works with a sense of urgency
    Walked fast
    Crossed arms                           •Defensive or not listening

    Had an extra copy of resume            •Organized and well prepared on the
                                            job




24
Effectively Closing the Interview

    Close the interview at the pre-designated time
        Do not offer any candidate an unfair advantage with more time, or a
          disadvantage with less time
    Thank the candidate for their time and interest in the position
    Provide enough time for a few questions, but if time is over offer to answer
     questions on the phone or via email
    Ask for work samples or verify references as appropriate if discussed in the
     interview
    Ensure that all interview team members have an opportunity to thank the
     candidate by shaking their hand or nodding their thanks
    Remind the candidate of the next steps in the process and what to expect
    Make sure they have your name, title, phone and email in case they want it for
     follow up
    Escort the candidate out of the conference room or building as appropriate




25
Давайте потренируемся
Необходимо разбиться в группы по 3 человека.
      Interviewer, Interviewee, Observer
 3 rounds so that each person plays each role
      15 minutes per interview round (10 minute interview, 5
       minute debrief)




Graphics Software Intern




26
The process
                      1.   Gain knowledge of the specific skills required by the
     Analyze skills        job.




     Define skills    2.   Define skills by behaviors required by the job.



        Develop       3.   Create a structured interview containing questions
       questions           that refer to job-related skills.


       Conduct        4.   Conduct the interview in a way that will help the
                           candidate describe job-related experience.
     the interview
                      5.   Objectively rate current and past behavior to
      Rate skills          determine how individual skills match job
                           requirements.


27
Documentation Requirements

Interview Worksheets
 Take notes with key words from responses
      Capture “what they said”, not your interpretations
      All formal interview notes must be kept for 3 years
 Focus on what a candidate says, not how they said it.
          –   Do not focus on body language. Intel is a culturally
              diverse company of 100K+ employees.
 Rate skill questions and evaluation “anchors” (1-5 scale)



Evaluation Summary Sheet – all candidate ratings and comparison of
  each candidate to the job




28
Back-up




29
Мифы
Есть идеальный кандидат. Надо только поискать.
•Нет. Если только более или менее подходящий.
Если кандидат похож на меня – надо брать.
•Вовсе нет. Это типичная ошибка нанимателя.
Нужно сравнивать кандидатов между собой
•Нет. Сравниваем кандидатов с job scope.
Я их всех сразу насквозь вижу.
•Неправда, Вы интепретируете поведение исходя из Вашей
картинки мира.
Как сейчас найду сложный вопрос и посмотрю на него, как он
мучается
•Следует задавать только те вопросы, на которые Вы знаете ответ
и знаете, как интерпретировать

30

								
To top