Stages, methods and rules of conducting interviews: techniques and plan for interviews when applying for a job. Techniques and rules for conducting interviews. Interview stages and methods

An interview is one of the key elements in the recruitment process in most enterprises in any field of activity. In modern conditions, the performance of the entire organization largely depends on the quality of personnel selected as a result of interviews, so selecting new employees for vacant positions is a responsible and creative task. Its solution begins with the development of a set of requirements for the candidate, including professional and personal ones, which are formed based on job responsibilities, description of the workplace and field of activity. Creating an effective system for searching, selecting, hiring and adapting personnel involves solving one of the most important problems of personnel management. The purpose of the course work is to study and analyze the process and technologies for selecting and evaluating candidates for vacant positions in the organization, methods and methods of conducting interviews in the organization. Consideration of the experience of solving the problems of high-quality staffing of an organization using the example of the personnel service of TsKF Leader N LLC, a comparative analysis of existing and used technologies by the company, offering recommendations for optimizing the technology for selecting and hiring personnel. Human resource management services, as a rule, have a low organizational status and are weak professionally, which means that the management system in the process of recruitment, selection and evaluation of personnel in many enterprises in the trade and service sectors is far from perfect and requires constant review and adjustments. This explains the relevance of the research topic. Because of this, they do not perform a number of tasks in assessing candidates when hiring. To build an effective selection system, it is important to understand its place in the organization's overall personnel management system. Effective selection begins with an accurate description of the job for which the candidate is being selected, with an analysis of the employee’s performance in a specific position. After this, a job description is drawn up, on the basis of which the requirements for candidates for the vacant position are formulated. One of the important and most common ways to attract a candidate is to use the media and Internet resources. But only during the interview, through direct communication, can you get to know the candidate and his autobiography better, find out his personal qualities, manners of behavior, and obtain information about work experience and professional education. Based on the information collected and the behavior of the applicant, the interviewer makes a decision on choosing a potential employee, which is why the quality of the interview determines how well the candidate will fit the vacancy.

In recent years, topics related to personnel selection, the search for new, most effective methods and methods have become very relevant, therefore they are increasingly appearing in the headlines of various periodicals and educational publications, as well as on Internet resources. However, the management system in the process of recruitment and selection of personnel in many manufacturing, service and trade enterprises is far from perfect, since it does not perform a number of tasks for assessing candidates for employment. And it is an effective and high-quality interview that can help solve these problems.

CHAPTER 1. NATURE, CONTENT AND METHOD OF CONDUCTING THE INTERVIEW

1.1 OBJECTIVES OF THE INTERVIEW

The interview is one of the most common methods of personnel selection and assessment in many organizations. An interview is one of the most labor-intensive processes, requiring mandatory and thorough preparation of the employee conducting it. The procedure for conducting an interview with an applicant is as follows: introduction, interviewing the applicant, then a presentation of the company and answers to the applicant’s questions, and in conclusion - formal agreements.

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

1. assess how suitable the candidate is for the proposed position, assess the professional suitability of the applicant (his professional knowledge and skills, business, individual psychological and psychophysiological qualities);

2. determine how much this candidate stands out from all those who have applied for a vacant position (which qualities and skills prevail, and which, on the contrary, need further development; how important these qualities are for the vacant position; is it possible to hire an employee with the condition further growth; whether the vacant position will be an opportunity for professional and personal growth for the applicant or whether he has long “outgrown” the proposed position);

3. establish the reliability of the information provided by the candidate specified in the resume and according to the candidate;

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

Recently, more and more attention has been paid not only to determining whether a candidate meets the required qualifications, but also to determining how well a new employee will fit into the corporate culture of the organization, how well he will fit into the work team and whether he will be able to accept the principles and norms of behavior existing in the organization.

1.2 INTERVIEW TECHNIQUES

The following interview techniques have developed in history:

1. The British interview method is based on a personal conversation with the candidate. Interviewers are interested in his biography, family traditions and the place where he received his education: “Are you a relative of the Duke of Somerset? Who in your family served in the Royal Navy? Where did you study - not at Oxford? If the candidate successfully answers the questions asked, 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 famous experts, scientists, managers, and politicians. An expert commission of competent persons analyzes the submitted documents and ensures their correctness. Candidates for vacant positions undergo a number of mandatory strict procedures prior to the actual interview.

3. The American interview method boils 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 to a weekend, presentation, lunch. At the same time, much 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 working in a team. This method allows you to identify hidden personality flaws that may be unacceptable for working in a particular company.

4. The Chinese method is based on preliminary written examinations and has a long historical tradition. Candidates write a series of essays, proving knowledge of the classics, literacy, and knowledge of history. Those who successfully pass all the exams, and there are only a few percent of those participating in the competition, write a final essay on the topic of their future work. Those who pass this exam are admitted to a direct interview. When hired, their career status often depends on their test scores. In modern HR practice, various combinations of the above methods are usually observed.

Interviewing a candidate with an interviewer, despite its popularity, is not the most reliable way to select specialists. The interviewer should conduct the interview with the participation of at least one assistant in order to make a more objective decision, and best of all - as part of a group (3-5 people). A group interview eliminates biased and subjective assessment of the candidate, but requires careful preliminary preparation, distribution of roles and coordinated behavior of interviewers.

1.3 CLASSIFICATION OF TYPES OF INTERVIEW

There are several classifications of personnel selection interviews, the most common being biographical interviews, situational interviews and structured interviews.

Biographical interviews are built around facts from the candidate’s life and past experiences. During such an interview, questions are asked such as: “Tell me about your previous job. What subject did you like most at school? Why did you choose the institute you entered? If you could go back 10 years ago, what would you do? to another?"

A biographical interview provides an opportunity to assess what a candidate has already done in his life and, based on this, to predict how successfully he will be able to work in the position for which he is applying. The limitation of a biographical interview lies, first of all, in the inability to assess the candidate’s current state, his abilities and motivation.

A situational interview asks the candidate to solve one or more problems (practical situations). As such, real or hypothetical situations related to the candidate’s future professional activity are often used. The interviewer evaluates both the result itself and the methods by which the candidate finds a solution. This type of interview allows us to assess to a greater extent the candidate’s ability to solve certain types of problems, rather than his analytical abilities in general.

Before coming for an interview, the candidate needs to prepare documents. It is mandatory to provide recommendations from specialists, managers, scientists and other significant personalities.

The HR manager checks the correctness of the documents, which is “admission” to the interview.

American

The key condition for conducting an interview is an informal atmosphere. The HR manager evaluates his intellectual and creative potential, and also conducts psychological tests.

Chinese

To get an interview, candidates must write several essays and pass exams confirming their literacy and education.

The next stage is an essay on the topic of future work.

After this, an interview is conducted.

In this case, applicants' grades obtained in exams are taken into account.

Let's move on to interview methods.

Interview

What kind of interview is there?

Personal

A personal interview is a 1-on-1 interview. Suitable for all categories of personnel. The peculiarity of this interview method is that it can be individual or group.

Group

Can be done in two ways:

1. When several applicants are present at the interview.
2. When several company employees interview one candidate (panel interview).

The first type is suitable for those positions that do not require special skills.

The second type is suitable for those positions where highly professional knowledge and skills are required, which the recruiter is unable to evaluate. In this case, the immediate managers of the department in which there is a vacancy may be present at the interview.

Business conversation

A business interview is a standard interview that is conducted with all candidates.

His the goal is to find out the biography of a person, his ideas about future work, salary expectations, reasons for looking for work.

Also, during the interview dialogue, the recruiting manager learns about the strengths and weaknesses of the individual.

Business conversation is suitable for all categories of personnel.

Important! You cannot limit the interview in business communication if we are talking about a leadership position. If the employee’s qualifications are not important, then such an interview is enough to make a decision.

Open

What is an open interview? This type presents a game form of interview. Several people are invited (at least six), to whom the company tells about its activities and the future work of the candidates.

The next stage is holding games, during which each applicant can show his strengths.

At the final stage, the company invites applicants who have demonstrated the necessary qualities to an individual interview.

This interview is great for sales managers.

By phone and Skype

As a rule, this is a preliminary stage of candidate selection.

Conducted to “screen out” applicants who are not suitable for the proposed work.

This saves time for both the HR manager and the candidate.

Stressful

This is an interview during which they try to unbalance the candidate. In this case, the recruiter may be rude and ask personal questions. They may also create uncomfortable conditions for the applicant. For example, a broken chair, a smoky room, etc.

Fits to fill those positions where a person will constantly be in stressful situations. For example, for a claims manager, insurance agents, sales people.

On a polygraph

suitable for law enforcement agencies, as well as for those organizations in which a person will deal with restricted information (state, commercial secret, etc.).

Psychological interview (individual assessment)

This is an in-depth interview, during which a psychological profile of the individual is built and his personal characteristics are assessed. As a result, a person receives a complete description of his personality.

Examples of psychological interview questions:

1. Tell your key client that you are raising prices.
2. Tell us about your most successful project.
3. Why do you think you are a good negotiator?

This interview is used for top managers.

Important! Individual assessment should only be carried out by an experienced psychologist. This is an expensive procedure, so evaluate how relevant it is for your specific position.

The interview lasts 3-6 hours. The result will be not only a complete psychological profile, but also recommendations for further development.

Competitive

Types of interview during selection include competitive interview.

To be invited for an interview, you need to collect the necessary documents and write a resume.

At this stage, candidates are selected.

This is done to save time.

Situational

A situational interview is when the applicant is asked to solve several problems (cases) that simulate real situations. By working with the candidate’s responses (to cases), the HR manager can judge how appropriate the chosen behavior model is in the organization.

Competency interview

The HR manager needs to create a competency model to evaluate the applicant, i.e. determine the set of competencies required for this job (this is an assessment interview). There should be no more than eight.

For each competency there should be no more than two questions on which the degree of development of the competency will be assessed.

Suitable for positions that require a set of specific competencies.

Structured

Structured interview - used in cases where a large number of candidates need to be assessed. To conduct a structured interview, a special form is created. Each applicant is asked the same questions, then they are compared.

Structured interviews are suitable for line staff.

Technical

What is a technical (professional) interview?

The HR manager asks specific questions related to the candidate's future work.

Fits for positions where professional knowledge and skills are important.

Preliminary interview

The purpose of the interview is to select suitable candidates for further discussion. This is often entrusted to recruitment agencies.

Preliminary interviews are suitable for all categories of personnel.

Tests

Cases

Examples of interview cases:

Situations for assessing your behavior and personal qualities:

1. You find out that your colleague systematically complains about you to his superiors. Your actions?
2. The manager has set a task for you and offered a specific solution to it. When completing the task, you found a more effective way. Your actions?
3. Imagine that you simultaneously received two offers from employers. How will you make your choice?
4. You are asked to perform work that is not part of your responsibilities. Your actions?

Logic problems

Used to identify non-standard thinking.

Logical interview tasks are suitable for sales managers, as well as for other positions that force a person to be in a situation of uncertainty.

Psychological tests

Are used to assess the candidate’s personal qualities.

Suitable for all types of personnel. Particularly relevant for professions that require constant interaction with people.

Business games

The candidate is asked to play the proposed role.

Playing a game during an interview Great for sales people.

We looked at the main types and technology of interviews.

From The choice of interview method also affects the quality of recruitment. Evaluate how suitable a particular method is for a particular position. And only after that conduct an interview.

Useful video

This video presents 8 types of interviews that are very popular in most companies:

For the employer, the purpose of the interview is to get to know the potential employee as best as possible, thereby minimizing the risks associated with hiring errors. A well-conducted interview not only provides the most complete information about the candidate’s real capabilities, but also increases the candidate’s motivation to accept your offer. How to conduct an effective interview?

The ability to create a trusting atmosphere that will help the candidate overcome constraint and tension, choose the most appropriate form of interview in a given case, simulate situations that allow you to reveal different sides of the personality and assess the professional level of the candidate comes with practice.

Basic provisions

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

2. The secretary must be notified 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. Identify the questions you expect to ask. If you don't do this, the candidate may start interviewing you himself.

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

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

7. Don't show bias. The first impression is often dictated by prejudice and may turn out to be completely unfounded.

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

9. Immediately call the candidate by name and patronymic and do this as often as possible.

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

11. Treat the candidate the way you would want to be treated if your roles were reversed.

12. Provide the candidate with information regarding the position - both its attractive aspects and its unpleasant ones. This includes requirements for the employee, length of the working day, working conditions, opportunities for promotion, etc.

13. Speak slowly and clearly, giving the candidate enough time to process 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. Do not praise your company or the proposed position. Don't make promises you can't keep. Don't exaggerate promotion opportunities: if such opportunities don't exist, a disappointed employee may resent you, which will affect his or her performance.

Structured interview

A structured interview is a very complex procedure. But this is quite justified, especially when selecting workers for the most responsible positions.

A structured interview is characterized by the following:

The interview is based only on the job responsibilities and requirements critical to the performance of the job;

The interview program contains four types of questions (situational, qualifying, simulating a work situation and relating to general requirements for personnel);

There are pre-prepared (standard) answers to each question: candidates’ answers are assessed on a five-point scale by comparison with clearly defined criteria;

A group of experts is involved, which ensures an independent assessment of each candidate’s answers by several experts;

Interviews are conducted in full with each candidate, the entire procedure is followed carefully to ensure an absolutely level playing field;

The results of the interview are documented in detail.

When conducting interviews, no matter what form they take, be sure to write down your observations and impressions of the candidates.

A clearly structured interview ensures a more objective selection and equality of conditions. If all candidates are asked the same questions in the same sequence (be sure to document the interview), it will be easier to compare candidates.

One-on-one interview

There are advantages and disadvantages to one-on-one interviews.

Advantages:

It is easy to agree on a time and place that is convenient for both of you;

Casual conversation in an informal setting;

The candidate feels more relaxed, seeing only one interviewer, and is more likely to reveal his essence;

It is easier for the interviewer to control and steer the conversation in the right direction.

Flaws:

It may be an unreliable assessment method (for example, you have unconscious biases against certain types of people, which may affect your choice);

You may be a bad interviewer, unable to evaluate a suitable candidate;

You may be inexperienced and find it difficult to make a decision.

Group interview

In a small business, the group may consist of you, your immediate supervisor and, if the work is specialized, an expert in the field (to assess the candidate’s knowledge and experience).

Advantages of a group interview:

A fairer and more accurate assessment method, since all interviewers cannot be biased against one candidate;

Interviewers can share responsibility for the questions asked and selection decisions made;

This will make a stronger impression on the candidate;

It's easier to take notes about the candidate without disrupting the flow of the conversation.

Flaws:

The candidate may feel nervous in the presence of several people;

It can be difficult to get all the candidates and interviewers together;

Tensions can develop between interviewers if one tries to dominate.

The Art of the Interview

Questions should be formulated clearly and clearly. The candidate should focus their attention and effort on answering your questions rather than deciphering the questions themselves. Use simple and understandable words. Don't ask several questions in one go. It is advisable to group the questions by topic, smoothly moving from one to another. Sometimes it is worth emphasizing: “Now that we have clarified the issues related to your education, let’s talk about work experience.” Don't let the conversation stray from the course you set. If the interlocutor’s answer led away from the essence of the question, ask him again: “Sorry, I meant...”.

Make the candidate talk more than you do. Remember that you are interviewing him, not him interviewing you. A savvy candidate can make you talk in such a way that you will be left with the most favorable impression of him, even though you were listening to yourself.

Pay attention to the questions he asks you.

- The “golden rule” of an interviewer: 20% of the time asking questions and 80% listening.

Perceive the candidate with all your senses. Wordless contact is no less important than verbal contact. Pay attention to the candidate's facial expressions, gestures, postures, and eye expressions.

Often important information is provided by answers from areas far from the immediate subject of conversation. For example, someone who enjoys hang gliding is essentially letting you know that they like to take risks. If he built the house himself, it means he is persistent and can do a lot himself.

Construction of questions

A good interviewer, in order to extract the maximum amount of reliable information, uses a wide range of questions, varying in both content and form. What kind of questions are these?

1. Questions that require detailed answers - such questions are preferable because they force the candidate to open up better, for example: “How well do you work under high pressure?”

2. Questions that require unambiguous answers, for example: “Are you ready to start working on Wednesday?”, “Have you worked at JSC Perspektiva for 2 years?”

3. Questions aimed at more realistically assessing the answers to the previous questions: “Have you ever had situations in which everything did not work out so well?”

4. Questions illustrating a story about a behavior style: “Tell me about how you did...” or “Give an example of how...”.

5. If something alarms you, then ask: “Have you had to behave this way in other cases?”

6. To guide the conversation, you can use a “isn’t it?” ending, for example: “Since we don’t have much time, I think we should move on to the next set of questions, don’t you?”

7. Mirror questions, when you repeat the candidate’s statement in interrogative form and pause. For example, if a candidate said that he is a good communicator, the mirror question is: “Are you a good communicator?”

8. Questions that require a choice and its justification, for example: “I would like to know what you would prefer if...?”

9. A situation is proposed, and you ask the interlocutor’s opinion, for example: “It always seemed to me that the client should be served only after he has paid the bill, but what do you think?”

10. Leading questions: “We believe that the client is always right, but what do you think about this?”

11. A series of questions to focus on different aspects of the situation, for example:

"Can you work in emergency mode?";

“Tell me about situations when you had to do this”;

“Was it difficult to meet the deadline?”;

“How did the critical situation arise?”;

"Whose fault is it?";

"What did you do?" etc.

By issuing the entire series of questions “in one clip,” you can check whether the candidate is able to quickly perceive information and make decisions under stress.

12. Questions that develop the previous answer: “Tell me more about this,” “Give an example,” “This is interesting,” “What did this teach you?”

Things to find out

Why did the candidate leave his previous job? Have the terms of the contract been violated by the candidate?

The real reason he wants this job.

Is the candidate diligent or lazy?

Does the candidate have a quick reaction time?

Is the candidate open to new things or is he stubborn and dogmatic?

Is the candidate observant?

Is the candidate proactive or does he need to be given directions?

How meticulous is the candidate in his work (and slow in execution), or is he fast but careless?

What you should pay attention to:

The candidate has changed many jobs. More than one job per year is a red flag. Preference should be given to those who have worked in each place for at least 2 - 3 years.

Colorful descriptions of your own achievements. Try to make sure during the interview that these are not obvious exaggerations.

Vaguely worded job titles. Ask what the actual job responsibilities were at each job. You should not assume that a particular position at another company means the same thing as it does at yours.

Remember that for some positions, previous experience is not necessary and may even be a disadvantage for the candidate if you intend to train him to perform according to your requirements.

Character traits

Is the person tactful, restrained, self-confident?

Is it easy to communicate with him?

Is he compatible with other employees in the group?

Does he like being alone or does he enjoy being in public?

Try to ask questions for which standard answers cannot be prepared. Pay attention to nervousness - in general this is not a big deal, but sometimes it can be extremely important.

You should also find out what his ability to adapt is, since this is a very important character trait. Lack of psychological flexibility creates serious problems because it interferes with an employee's growth and development.

Appearance

You have every right to expect that a candidate will appear neat and well-groomed when he or she appears for an interview. This indicates his inherent sense of self-worth and suggests that his work will be characterized by the same accuracy.

If he shows up to an interview looking "unpresentable", rest assured that he won't look any better when he shows up for work. Conversely, just because he showed up for an interview dressed like an IBM salesman should not lead you to believe that this is how he will always look at work.

Intelligence and education

Match the person to the location. If you place highly qualified people in lower-level positions, you will end up with a lot of dissatisfied employees and high turnover.

And vice versa, do not appoint unqualified people to positions where, despite all their best sides, none of them can cope with the responsibilities. You will only let them and yourself down. Book knowledge is rarely directly applicable at work, although it can instill in the candidate an illusory belief in his own capabilities. Common sense and a desire to learn are always more valuable than academic education.

Inquiry

In recent years, the main method of obtaining information from third parties has been making inquiries. It usually follows a survey. In the application form, the candidate is asked to indicate several people who know him closely who can confirm the information provided and further characterize him as an employee.

At the same time, the firm stipulates its right to independently collect information necessary to make hiring decisions. Sometimes information is requested about colleagues, friends, senior comrades, relatives, teachers who could characterize the applicant.

Two forms of collecting information predominate: a written request and establishing contact with a representative of the former employer by telephone. If an applicant is applying for a management position, HR services are interested in his leadership style, attitude to new things, ability to work with people, and attitude towards taking responsibility for decisions.

In terms of checking factual information, HR specialists are most often interested in the level of pay at the previous place of work and the amount of bonuses; the volume and quality of work performed, information about labor discipline and the number of working days missed (including due to illness), the employee’s health, reasons for dismissal.

If the applicant himself receives the review in his own hands for transmission at the place of request, compliance with the truth is not guaranteed: many people will not want to write their real opinion about the applicant, since the latter can read it. As a result, the authors of such letters either focus on the applicant's shortcomings or exaggerate his good qualities.

A special jury of the employer's organization, familiar with the specifics of the job, sets out these special requirements in order of importance. A request for a letter of recommendation is then sent, asking the former employer to evaluate the applicant. An additional check is also carried out by telephone (especially at the last place of work and education).

How to build a conversation with the candidate you have chosen

So, the selection process is complete. You have identified the candidate to whom you will offer the job. It’s good if you still have one or two candidates left who are also mostly satisfactory for you. Experience shows that it is not so rare that a candidate who has shown interest in your offer cannot be hired for one reason or another.

The message to the candidate that the company has chosen him is usually done over the phone. Don’t forget that if you are calling at work, it may be inconvenient for your interlocutor to discuss this issue at the moment. Be sure to start by asking if he has the time and is comfortable discussing this issue with you.

If you call and say that you offer him to take this position in your company, you will most likely hear a standard thank you and a request to postpone the decision for a while to think about the offer. The candidate may have a variety of reasons for this, for example, he may be waiting for a response from another company that seems more attractive to him. He might just be selling himself out. But in any case, ending the conversation in such a way is completely unprofitable for you.

It is better to call and start by asking whether your interlocutor has retained interest in the position for which he contacted you - as a rule, this always follows a positive answer. Find out if he has any questions during this time. It may be advisable to postpone their discussion until a personal meeting and discuss it after the candidate has familiarized himself with the proposed contract.

Perhaps he will find answers to his questions in the text of the contract, or perhaps, on the contrary, new ones will appear. Now you can move on to your proposal. Thus, the conversation script itself will lead to an immediate solution that is convenient for you.

Having received verbal confirmation, it is advisable to give the candidate two copies of the contract. From the moment the candidate’s signed contract is returned to you, he is considered actually hired. But this does not exclude the need to complete the formalities for hiring an employee by issuing an order.

If during the interview it was not possible to discuss or sufficiently clarify some issues, for example, about payment terms and other incentives, then this issue should be discussed further when concluding a contract.

Basic mistakes when hiring

1. The qualities required for the job are not clearly defined.

2. Repeated interviews with the same questions.

3. False interpretation of the candidate's data. Hypothetical questions like “What would happen if...” lead astray from the right path. Managers “fall in love” with a person who knows how to “tell a beautiful story.” Interviewers become victims of psychological projection. They perceive in the actions of others motives that actually belong to themselves.

4. Judging under the influence of prejudices. A manager who dislikes long hair, likes attractive women, or has his own opinion about the “typical engineer” may or may not be aware of his biases. But they color personal decisions to a greater or lesser extent.

5. Halo effect. The strength or weakness of a signal about some qualities is often considered to be the strength or weakness of a signal about others. Eloquence does not indicate outstanding ability, just as its absence does not provide grounds for mistrust.

6. Rash decisions. A manager can actually make a decision by glancing at an application, glancing at a candidate's face, or shaking his hand. The interview thus becomes a formality. Information that supports the initial assessment is absorbed, and data that contradicts it is eliminated.

7. Excessive sensitivity to negative factors. Hypersensitivity to signs of negative characteristics.

8. Overly high confidence in the interview. Lack of trust in other methods of collecting information (for example, tests).

9. Lack of selection system. A lot of time is wasted interviewing unqualified people. The lack of a system means that some data is controlled and some is not, some candidates are tested, others are not.

10. Lack of a decision-making system. Managers too often compare their impressions spontaneously, without systematizing their conclusions.

11. Big rush. The desire to fill the workplace without delay.

12. Relative ratings instead of absolute ones. Decisions are often made in terms of the relative suitability of the candidates at hand rather than in terms of the true requirements of the candidate for the position. After interviewing several unsatisfactory candidates, the average one appears to be the best.

Bibliography

1. Zakablutskaya E. Effective interview. Recruitment of employees is 100%. St. Petersburg: Peter, 2009.

2. Ivanova S. The art of personnel selection. How to evaluate a person in an hour. M.: Alpina Publishers, 2009.

3. Korda F. Interview with personnel. 14 basic situations. M.: Pretext, 2008.

S. Faibushevich K. e. Sc., Associate Professor, St. Petersburg State University of Economics and Finance

Today, in conditions of fierce competition, only competently selected employees can ensure the success and prosperity of any enterprise. Hiring an employee for a vacancy is a big responsibility for both the organization and the candidate.

As a rule, several applicants apply for one place, and in order to choose the best one, an interview is held. Preparing for this is the task of both parties. We will look at the process from the employer's side.

What tasks are solved during the interview process?

The interview is conducted either by the HR manager or directly by the head of the company. There are two important tasks that need to be addressed in the process:

• Select a candidate for a vacant position taking into account the requirements of the organization.
• During the interview process, a potential employee objectively assesses his or her capabilities regarding the vacancy.

Selection begins with posting an advertisement seeking a candidate for a vacancy. Potential applicants, responding to it, send out their resumes. After carefully selecting resumes, hiring managers call applicants and invite them for an interview.

Types of interviews

Depending on the organization and the specifics of its work, the interview may be conducted in different ways. In many large companies, interviews often take place in several stages. During the interview process, the personnel officer on behalf of the enterprise gets to know the applicant. At the initial stage, it is necessary to determine the candidate’s qualifications, as well as his suitability for the proposed position.

Information about the applicant is important for the employer; in order to obtain it, different types of interviews are used:

• As a rule, several resumes are received for one vacancy. After selecting the most suitable ones, the recruiter calls applicants. IN telephone interview, the recruiting manager informs about the company and also tells the candidate about the proposed vacancy. By communicating by phone, the recruiter has the opportunity to clarify information that is not indicated in the resume. He provides information about the company, asks questions and answers the applicant's questions. A telephone conversation is a very convenient tool because it can be used to weed out uninterested candidates.
• If the employer is interested in the candidate, he is scheduled for an interview. It may be biographical. The applicant is asked to answer a number of questions that provide information about education and work experience in a similar position. As a rule, this is a standard set of questions that may differ in structure. After the applicant has answered the recruiter’s questions, he is invited to ask questions that interest him. In most companies, this is the initial stage of the interview. This type of interview is also used by managers of recruitment agencies.
• Sometimes it is necessary to conduct an interview to determine the competence of a future employee. This type is called behavioral. When conducting it, questions are asked that allow you to obtain information about the candidate’s work experience in a previous organization. In addition, you can find out how the applicant behaved at his previous job. Knowing this information, you can make a prediction about how it will perform in the future. In order to obtain the necessary information, you should ask questions such as:
  • “What was the worst project you took part in?”;
  • “When did you have to take the initiative when working on a project?”

  Very often this type of interview takes place during the biographical interview process.

• Some positions require the applicant to have logical thinking and reasoning skills. Allows you to obtain the necessary information situational interview. Often this type involves the use of cases. You can present the candidate with situations and ask them to find a solution. In this case, it is not the correctness of the answer that is assessed, but the ability to think logically. For example, a similar task: “Can you tear a thick reference book in half with your hands?” - it seems that such a task cannot be completed without foreign objects, although you can tear the book one page at a time. This question allows you to obtain information about the applicant's ability to analyze, perform arithmetic problems, as well as creative and communication abilities.
• Often you need to select a candidate for a vacancy that requires the ability to interact with colleagues. In this case, department heads and representatives of the HR department participate in the interview. This type of interview is called panel. Often such an interview requires preliminary preparation by the applicant himself. He is given a task, for example, to draw up a project plan.
• Large companies often conduct group interview. Sometimes they involve several applicants for the same position. This type allows you to determine leadership qualities and the presence of professionalism. Candidates are forced to prove themselves in order to be noticed.
• Stressful interview. When conducting this type of interview, the recruiter makes every effort to unsettle the applicant. This can be done with questions that are asked very quickly, and the candidate does not have time to answer them. The “intimidation technique” is often used; sometimes the recruiter pretends that he does not hear his interlocutor. This method allows us to draw conclusions about whether the applicant can cope with a stressful situation.

They all have one goal - an objective assessment of a potential employee.

Methodology

In modern interviewing practice, four techniques or combinations thereof are used:

• Often used during a personal interview British method. During such an interview, the applicant may be asked about family traditions and biographical information. For example: “Do you have any relatives among the management members?” If the applicant answers the questions, he is considered hired.
• Interview according to the German method involves preliminary preparation of the candidate. He must prepare documents and written recommendations. When conducting interviews, commission members analyze these documents. In addition, you need to go through a number of procedures that precede the interview.
• IN American method includes a number of tests that reveal the intellectual and creative abilities of the candidate; computer technologies are used. Such interviews often take place in an informal setting. This could be a presentation or a business lunch. The potential capabilities and shortcomings of a person are of great importance. This technique allows you to identify shortcomings that a person usually hides and which are not always acceptable for working in a certain company.
• Chinese technique involves a written examination. Often required to write an essay, show your knowledge of the classics, literacy and historical knowledge. If candidates successfully pass all tests, they must write an essay on the topic of their future work.

Conducting interviews using the methods described above allows you to more carefully select candidates. Unfortunately, classic interviews have a number of disadvantages and do not allow reliable conclusions to be drawn about the suitability of the applicant.

Interview structure, rules and plan

When conducting an interview, the employer must be sure that the candidate fully complies with the vacancy offered to him. In this case, you will need to spend a minimum amount of time on its training.

The difficulty of conducting this is that each vacancy requires certain skills, experience and qualifications. Therefore, in order to identify the necessary experience, knowledge and skills in a potential candidate, it is necessary to draw up a plan and structure for the upcoming interview.

Psychological comfort during an interview is of great importance. It is necessary for the person to talk as much as possible, and the recruiter to direct the conversation in the right direction. In order to achieve this goal, you should ask questions that interest the employer.

It is very important to plan your interview correctly. It would be correct to invite the applicant to fill out a form and print out a resume. It is recommended to take notes during the conversation.

There are several options for constructing an interview:

• In free form.
• Situational.
• Stress interview.
• Behavioral.
• Mixed type.

Each type assumes a certain structure. As a rule, this is determined by the vacancy itself and the direction of the company.

You can learn more about conducting interviews from the following video:

What questions should be asked, their correct construction

The behavior style of the recruiter himself is of great importance. The conversation should be structured as naturally as possible. If the interview is conducted in a confidential tone, then the person becomes more relaxed and his strengths and weaknesses can be seen.

It is important to establish contact with the candidate. In order for a person to relax a little, you can talk with him about general topics. After all, every applicant is a little nervous before an interview.

At the beginning of the interview, you should talk about the company and the specifics of the position. By asking questions, the interviewer gradually moves the conversation in the right direction. The questions should help the candidate reveal his professional and personal qualities. If a person grasps the essence of the conversation, then we can make the assumption that he is attentive and capable of learning.

Observing the applicant during the interview process is of great importance. After talking about the company, you need to invite him to tell about himself. Firstly, you let the person know that you are interested in him, and secondly, this is an opportunity to learn more useful information about him.

Typically, questions are formulated as follows:

• “What exactly interested you in our proposal for cooperation?”;
• “What attracts you to our company?”;
• “What do you expect when working with us?”;
• “What didn’t suit you at your previous job?”

Testing, test and case options

After the first stage, which involves a personal interview, you are often asked to take a test.

There are several test options, which are divided into three types:

• Personal testing allows you to evaluate the properties and certain character qualities that are necessary to perform a specific job.
• In order to determine the professional qualities of a candidate, intellectual tests. They provide insight into the applicant’s experience and knowledge.
• In order to determine the communication style of the applicant, use interpersonal tests. They allow us to identify how conflicted a person is, as well as his leadership qualities.

there are a lot of them, they are selected depending on the type of vacancy and the direction of the company.

Cases are often used. Unlike tests, they do not allow obtaining an objective assessment of the personal and professional qualities of the applicant. However, they allow you to simulate a certain business situation and assess the competence of the applicant. Very often, cases are used when conducting interviews for positions of top managers, other management positions, and even sales managers.

A few examples

Sometimes psychogeometric tests are carried out during interviews. For example, it is suggested to draw geometric shapes, animals, humans. By analyzing the result, you can obtain information about the character and personal characteristics of a person.

You can offer to take a color test. Its essence is that cards of a certain color should be laid out in a certain sequence. This type of testing allows you to draw conclusions about the psychological characteristics of a person and assess communication abilities and stress resistance.

What are the case options:

• What will you do if you find out that your work colleagues regularly complain about you?
• If you have received several lucrative job offers. What will you do? What might influence your choice?
• What will you do if you are offered work that is not specified in the employment contract? What are you going to do?

Many employers do not know how to properly interview a candidate for a position. Such a conversation should take place on equal terms - no arrogance or patronizing phrases. What should an employer look like in the eyes of a potential employee? Undoubtedly, an interesting, very open and attentive listener. A conversation taking place in this vein will help not only to see the pros and cons of the candidate, but also to study him very thoroughly.

A short introduction

Employers are often at a loss, not knowing what questions to ask. Here it is important to start not only from the professional component, but also from other aspects of life. It is important to learn about something completely abstract. This approach will help to win over the candidate and inspire confidence in him. The beginning should be informal in order to defuse the situation and prepare the applicant for the main part of the conversation, during which work issues will be discussed.

It is very important for an employer, before conducting an interview, to think about how he would like to see his employee, what traits will be important to him and which are unacceptable. In this case, you first need to think about the following two questions:

1. What type of employee should be suitable for a specific vacancy?
2. What qualities should he have?

Having an approximate portrait makes it much easier to find the right person. Knowing the approximate result, a solution is always found faster.

Interview - what psychologists think about it

Regardless of the duration of the conversation between the employer and the candidate, an opinion about the candidate is formed already in the first 3-4 minutes of communication. During this time, the manager makes positive or negative conclusions about the applicant.

Psychologists believe that the first few minutes should be devoted not to receiving information, but to creating a cozy and calm atmosphere, both for the employer and for the job seeker. This will help the candidate to relax. Constructive relationships and understanding will appear between the parties. It is this atmosphere that will allow you to work as productively as possible in the future.

The first few minutes can be devoted to the introduction. It should be short, informative and understandable. The employer must communicate the interview objectives to the candidate. It is also necessary to inform about the form in which the communication will take place and what its duration will be. Coordination of actions will allow you to establish psychological contact between the parties.

Interview formats

Before planning the structure of the interview, the employer must decide on its form. They can be divided into the following categories:

• Structured

This type of interview requires a clear and structured template. Before starting, the employer draws up questions, paying special attention to their wording. This variety is the most popular among respondents.

• Stressful

At such an interview, the employer deliberately tries to unbalance the applicant. This effect is achieved through personal questions, lack of time to think and other tricks.

• Situational

In this format, the applicant is placed in conditions reminiscent of work. This way he has the opportunity to demonstrate his professional and personal qualities and find a solution for a specific situation.

• Competency interviews

If used correctly, this format can be very effective. A list of competencies that the employee must fully possess is drawn up in advance. During the interview, each of them is assessed on a 5-point scale.

• Interviews for Skype

This option is most often used when searching for an employee to work remotely. Sometimes it is also used to make a first visual impression and establish contact. But in such cases, the interview presupposes a subsequent meeting in life.

Methods of conducting

In addition to formats, there are also certain interview methods. Here are the methods used today:

1. Retrospective method

It is based on obtaining information about the applicant's past work experience. The manager learns about the results obtained and the lessons learned. Relationships with superiors at your previous place of work also play an important role. This information allows us to predict how the applicant will behave in a new place.

1. Perspective method (also called modeling)

The employer offers the applicant certain conditions or a situation, who in turn must comment on what he would do and how he would act.

1. Situational method (game)

The point is to bring the proposed model closer to a realistic scenario. Sometimes it is possible to simulate situations where the employer is the recipient of the service, for example, and the applicant must serve the client.

1. Stress method

It makes sense to use this technique only when subsequent work will involve the occurrence of stressful situations. It is very important to use it very carefully so as not to harm the image of your organization.

After the manager chooses a certain technique and type of subsequent interview, he should understand how to begin communication.

First impression and appearance

It’s not for nothing that they say that the first impression is the most correct. It is formed before meeting the applicant, while studying his resume, communicating by phone or e-mail. This can be called a kind of selection, based on the results of which a decision is made whether to invite the candidate for a further interview or not.

Some people think that appearance is not that important when choosing. People say that you meet someone by their clothes, but they send you away by their intelligence. However, don't discount a person's appearance. Neatness, clothing - all this is a reflection of a person’s internal attitudes and values.

Many people mistakenly believe that starting an interview is very simple; they have probably never encountered this. The applicant forms his opinion about the organization within the first 3-5 minutes. It is very important at this moment not to disappoint the candidate. The following four tips will help you get started successfully:

1. It is necessary to prepare a meeting room or your own office for an interview. There must be order there. The room should not be stuffy. Before starting negotiations, ventilation would be an ideal option. It is important to obtain a written copy of your resume and place it in front of you.
2. Defuse the situation. This will help the candidate feel comfortable, and he will be able to begin to trust the potential employer. This can be done by asking abstract questions. For example, whether the applicant quickly found the right building or whether there were any difficulties in finding the right transport. Another option is to tell some interesting story that will relieve tension.
3. No delays or tardiness. The manager must accept applicants exactly on time. It is important to understand that it is the director who is the role model for his subordinates. If the leader does not have discipline, then how can we talk about discipline in the team?
4. Self-presentation of the applicant. It is very important here to start talking openly with the candidate. This will also help evaluate his communication skills. At the very beginning of the interview, you can ask the applicant to tell a little about himself, clarifying some questions or letting him choose what to talk about.

If free communication between the parties is established, then you can start asking questions.

Questions to ask

When deciding on a list of questions, you need to think not only about their content, but also about their sequence. The conversation should be logically structured. Here is a procedure that will allow you to conduct the interview as correctly as possible:

1. Tell me something about yourself

The leader should note several nuances in this story:

• How the applicant presents information - talks about his biography or immediately starts talking about his advantages. The latter indicates a desire to work for this company.
• It is a good sign if the interlocutor speaks clearly, clearly and concisely. But an employee should not mumble. His thoughts should be clear.

1. What are your views on life?

You can also ask the applicant about how he deals with difficulties and obstacles. A question like this will help determine a person’s character, his nature. Pessimists will focus on the large number of problems and complexity of their lives. Optimists will agree that difficulties exist, but all of them can be overcome.

1. Why are you interested in this position?

Most answer in a rather formulaic manner, noting good working conditions and the availability of prospects. If a person is a truly valuable specialist, then he will probably focus on some important details.

1. What advantages (advantages) do you have?

You can immediately ask why the person decided that he was suitable for the position. This question is one of the key ones. At this point, the applicant will be able to talk about his advantages. It is very important to monitor how a person presents information. Some people speak abstractly, others very reasoned. More attention should be paid to those candidates who prove their words with facts and figures. Their benefits are more real and significant.

1. What shortcomings (weaknesses) do you have?

A competent employee will not start talking about “real” weaknesses, but will focus on those points that will only increase the chances of getting a particular position. This includes increased demands on yourself and others. Some would call themselves a workaholic.

1. Why did you leave your previous job? What was the management's opinion of you?

These questions are relevant for those who no longer have a job at the time of the interview. If the candidate has not yet been fired, then it is worth asking why he decided to change jobs. It is very important to see how a person responds to his previous place of work. If he does this with negativity, showing his conflicting side, then this will certainly affect his future relationships with the team. Such employees need to be hired very carefully, after weighing all the pros and cons.

If the specialist is competent, patient and competent, then he will rather point out the positive aspects associated with his previous work. At the same time, he will say that he is now striving for more, wants to grow in his career.

1. Do you have any other job offers?

The qualified specialist was clearly invited for interviews somewhere else. An undoubted advantage will be his emphasis on the fact that he is interested in obtaining a position in this particular company.

1. Where do you see yourself in 5–10 years?

Many people don't think about their lives in the long term. The company hardly needs such specialists if the manager wants to find an employee for a responsible position for a long time. Someone will answer in a very abstract way, which is also not very good. It is important to get a specific answer. There are not so many candidates with clear plans for life. They talk about desired personal successes and professional growth.

1. How would you improve your work in our company?

The best option would be if the applicant can offer specific ways to improve work. Having your own experience will also be a plus. It is unlikely that this will be possible to do at the first interview, because the candidate needs to look at the company’s work from the inside, evaluate its advantages and disadvantages, and only then offer his own solutions.

1. Where can you get feedback on how you performed at your previous job?

This question is very important and will be very useful to the employer. The best option would be to provide the employer's phone number or even several employee contacts that could characterize the candidate. Often, applicants do not provide such information. The reason may be a lack of work experience or positive recommendations.

1. What salary would you like to receive?

A qualified employee always values ​​his work. The company cannot always offer a salary that would suit the applicant. But sometimes candidates are simply bluffing when they claim high fees. It is quite simple to calculate such actions - you need to significantly reduce the amount offered or offer some benefits. This will certainly throw a person off balance.

1. What do you do in your free time from work? What are your hobbies?

You should ask about this at the end of the interview. Perhaps the employer will find a like-minded person, a colleague in hobbies. This will also have a positive impact on the applicant’s opinion of the director, which will help build the right relationships in the course of further work.

Sergey Abdulmanov, Dmitry Kibkalo and Dmitry Borisov

Founders and directors of the Mosigra company, authors of the book. They have opened many retail outlets and know how to conduct an interview like no one else. They talked about this in their book and we will write their recommendations below.

They looked at "Rejection in the second minute of the interview." This approach is very useful!

It happens like this: an applicant comes in and after a few questions you realize that he is not suitable at all. In this situation, there is no need to torment yourself or him with further questions. It is enough to explain that he is not suitable and end the interview. You still have to work with this person, and if you didn’t like him in the first minute, what to talk about further.

After all, it often happens that a person simply does not suit you in spirit. And most importantly, do not take such people into the core of the team. Therefore, if a tough professional comes to fill the same vacancy, with whom you feel it will be difficult to work, and a person with less knowledge, but burning with positivity, the choice is clear!

Boris Petrov

General Director of the Petrocomplex company, St. Petersburg. Interview in 15 minutes? Easily!

Boris claims that his interviews usually last no more than 15 minutes. He shared the most important details that will help negotiate with the candidate as efficiently as possible:

Language of the body. Undoubtedly, you need to observe how a person behaves during an interview. The body will always reveal whether the interlocutor is sincere or disingenuous. Thus, insincerity usually means scratching behind the ears, a distant gaze not directed at the interlocutor, hiding his palms (he puts them on the table or lowers them between his knees).

If a person comes to an interview and never looks the interviewer in the eyes, this is a bad sign. It is unlikely that he was frank during the conversation. At the same time, there is little point in spending time finding out the reasons for this behavior.

What were you paid for? What is the product of your labor? Any person, regardless of what field he works in, creates some kind of product for which he receives money. Some are responsible for drawing up documentation, others work directly in production. At the same time, a person must understand that paper itself is not a product until it has brought some benefit. Otherwise, it will simply be useless.

If a potential employee responds that he receives money for performing job duties or for “sitting” the required time, he is unlikely to become a key and active employee. Such personalities, as a rule, cannot interest the interviewer. Some, on the contrary, speak very clearly about what they did, what they created. The detailed answer indicates two key factors at once. The first is that a person knows what he is doing and what he can do. The second is that it is aimed specifically at work, and not at “walking around” in order to receive a salary.

Evgeniy Demin

CEO and one of the owners of the companySplat, Moscow. What to pay attention to, what questions you can ask additionally.

Evgeniy notes that the duration of the interview depends on the position. It can last 10 minutes or an hour.

Thinking. To understand how a person thinks, you should ask him a question that can be answered in different ways. As an option, ask who is his authority or what he can teach the company’s employees. Such questions allow a person to answer in a free form. At the same time, he involuntarily demonstrates his character traits.

Trainability, ability to learn from one's mistakes. A person often exaggerates his successes and tries to minimize his failures. Everyone makes mistakes, but it is important to understand whether the applicant is able to learn some lessons from them and adjust his activities. Much depends on the specific situation and the scale of the consequences that occurred as a result of incorrect work.

Unusual questions to ask a candidate during negotiations:

1. What kind of superhero would you like to become if you had the opportunity? The answer will help identify those qualities that a person considers most important and valuable.
2. Ask the candidate to describe their ideal job. This applies to place, time, scope of activity and specifically functionality. This way you can learn about hobbies, interests, life principles. This will allow you to understand how honest a person is and whether he wants to work.
3. The question of shortcomings can be replaced with a kind of game. To do this, you need to draw a square on a piece of paper and ask the candidate to shade it in accordance with how professional he is. A completely shaded figure means that knowledge and skills are at the highest level. Typically, people leave part of the square unshaded. In this case, you can ask why it is not completely painted over, what the person specifically lacks.
4. What shortcomings of yours would immediately catch the eye of a new manager? This question will also help to find out the weaknesses of the interviewee. In this case, the candidate will have to look at himself from the outside.
5. For what reason do you want to change jobs now? Maybe this is how a person wants to change something radically in his life, maybe the work environment or relationships with the team. At the same time, the employer will also be able to learn about the priorities and motivation of the applicant.
6. If I contact your previous employer, what will he say about you? This question will also help the candidate look at himself from the outside and understand why he wants to change jobs.
7. How will you join the new team? The new employee is not aware of how the work process takes place in the company, so he needs increased attention. A person will have to contact many colleagues in order to understand the principle of work, get help, explanation or advice. The answer to the question will help to understand whether the applicant himself is aware of this, whether he understands what will be required of him in the first months of work.
8. Explain to an 8-year-old child a concept from your field of activity (you need to name a specific one). Any professional term will do here. The clarity and speed of explanation will show whether a person is able to explain the whole essence of his work to a child who is completely uninitiated in this field of activity. This will once again demonstrate the candidate’s professionalism.

Vladimir Saburov

GGeneral Director of the company "Glinopererabotka", Bryansk. Don't give time to think.

It is important to ask about the presence of family (children, spouse, parents), clarify their age. Many people will feel that this question will not help clarify anything. In fact, these answers will help to understand whether the applicant has an incentive for intensive and fruitful work, whether he can work focused and intense, approaching his responsibilities with a high degree of responsibility and genuine interest.

Ask to rank priorities. In this case, you can indicate the following factors that may influence the choice of place of work: salary (size, availability of benefits), opportunity for career growth, independence, location close to home, opportunity to improve your professional skills, good atmosphere in the team, complexity of work.

Situational question. Here it is worth asking what the applicant will do if he is assigned a job that is not part of his job responsibilities. Refusal indicates a lack of desire to develop. Such a person will constantly have reasons and circumstances not to do what he should not do. Such employees can only be hired in the accounting department.

Getting to know the place of work. It is important here to show what the applicant will be dealing with. Sometimes expectations often do not match reality. In such situations, applicants themselves may often refuse to work.

Life interests. Vladimir shared a case from his practice. One day, a young applicant with an economic education came to his company for the position of head of procurement and logistics. The decisive factor in choosing this candidate was that he plays sports and trains children. Vladimir realized that such interests probably mean that the applicant has strength of character, endurance and a clear understanding of the value of time. All this was exactly necessary to work in the proposed position. The manager was not embarrassed by his small age; he invited the young man to work with him. Within a year, this employee was able to positively influence the work of the service on a global scale. He established a supplier monitoring system and honed the interaction between different services of the organization. Such activities made it possible to significantly reduce the costs of purchasing components and transporting finished goods.

Honesty check. You can also ask a situational question here. For example, a job seeker is preparing to go on vacation with his family, and then he is unexpectedly called to work to complete an urgent task. What will he do in this case? Even if a person is insincere, it will be immediately noticeable.

Self-esteem. Here you can also resort to modeling the situation. Let the applicant imagine that he has done a lot of work, on which he has spent a lot of time and effort. The results of his work turned out to be unclaimed. How will he react to this? What will he feel? If a person has low self-esteem, he will probably think that no one appreciates him, and that his time and effort were wasted.

A manager who doesn't know how to lead? It makes sense to ask the next question in a situation where you are searching for an employee for a leadership position. You can ask what the candidate will do if his employee does not complete his work on time. If he says that he will carry it out on his own, then this means that the person does not have the makings of a leader, he is only a performer.

Rigidity. This question should also be asked of those who want to get a management position. You should ask what the applicant will do if a subordinate is rude to him. If he resorts to moralizing, it is unlikely that the employee will be able to work as a manager. Work requires strict discipline; subordinates must complete assignments on time and in accordance with requirements. A positive response would be the application of penalties, dismissal if the incident repeats. A particularly tough position is needed by those who work in production.

Do you have any interest in the work? It is very important to understand whether the applicant is interested in the activity or just wants to receive a decent salary. Any manager wants to see in his employees an interest in the process and the resulting result. This is the only way to build a strong system.

Life principles - what suits the company? It is necessary that the company's principles coincide with those of the applicant. Vladimir again shared a situation from his life. Once he did not ask a candidate during an interview for the position of production director what “production culture” meant to him. It was important for the manager that everything in the workshop area was always in order and clean. It is this factor that directly affects the size of wages. This culture is also associated with honesty at work. The hired candidate performed well, was able to join the team, and organize work. But he also had one serious drawback - he tried to hide shortcomings in his work. The employees worked in perpetual chaos. Vladimir tried to fight this for some time until he found out that the director and the house had the same situation. It became clear that there was no point in raising such a person. I had to part with him. The issue of cleanliness is very serious in production, because clutter increases the likelihood of injuries at work and equipment breakdowns. Ultimately, this leads to additional costs. In addition, the workers themselves treat the company very differently when there is chaos around them and they do not support it in any way.

How to formulate questions correctly

To get a true answer, you need to ask open questions. They always begin with question words - when, with what, why, how many and others.

Closed they also call those questions that do not require a detailed answer, only yes or no. They are used exclusively to collect formal information. Do you smoke? Have a family? Do you have your own car? And others.

There is no need to give the applicant hints, offer answer options, or say anything else immediately after the question.

There is no need to set other applicants as an example. Under no circumstances should a leader talk much himself.

Questions for backfilling

The following questions help the manager figure out whether this is his employee or not, and reveal the motivation of the applicant:

• Have you been criticized lately? Do you agree with the critical assessments directed towards you or do you prefer to challenge the statement? Why is this so?
• Where do you see yourself in a couple of years? What do you need to do for this?
• What goals are you guided by when identifying your desire to take up this position? Are your plans for career growth and development of professional skills related to the development of the company?
• What is missing in your work so that it can be called ideal?
• What job responsibilities bring you the most pleasure?
• What three adjectives would you use to describe yourself? What adjectives would your subordinates use?
• What does “achieving results” mean to you?
• Tell us about three situations in which you achieved recognition and success?
• Is it possible to get people to work better? What motivation do you give to your subordinates?
• Are you able to sufficiently praise a person for his achievements?
• What difficulties will you expect at your new job? Which ones would you like to discover? 3 examples for each.
• Tell us about three traits of yours that you would like to change.
• Why did you decide to change jobs? What don’t you like about your current (former) place of work?
• How do you work with “difficult” subordinates? How will you continue to communicate with an applicant whom you will not hire?
• What new things do you want to bring to the company?

Question form: what question to ask in a specific situation

The manager must compose the questions in such a way that the applicant is not engaged in deciphering them, but in answering them. They should be formulated clearly and understandably. The sentence must use simple words. There is no need to ask several questions right away.

• Open-ended questions help reveal a candidate. They are the ones that are used most often.
• Closed questions are applicable in situations where the manager expects to receive a positive answer or wants to receive clarifying information.
• If the manager really liked one of the answers, it’s worth asking a question for negative balance. So, one might ask, have there been situations in life that didn’t go so well?
• If something suddenly alerts the employer, he can ask a question that will confirm or refute the negative information.
• Clarifying questions are used as additional questions when the manager would like to know a little more about what was said before.
• Questions ending with “isn’t it?” They help direct the conversation in the right direction.
• Mirror questions. The person uttered a statement, the leader repeated it, only in a question form.
• Questions with choice or justification. In this case, the most effective way to obtain reliable information will be to model a certain situation.
• Provocative statements. The manager sets a specific situation and asks for the applicant’s opinion.
• Leading questions that already contain the answer.
• A series of questions helps you immediately learn about all aspects of a particular situation and see it through the eyes of the applicant from different angles. This is a more stressful mode in which you can understand how the candidate perceives a large amount of information.
• Questions related to the previous answer. They provide an opportunity to learn more about the statement or situation that interests the employer.

A lot depends on how a manager prepares for an interview. The more carefully he approaches this issue, the faster he will be able to find a suitable person to work in his organization.

Conclusion

This article turned out to be so long, but we tried to collect all the tips and recommendations for conducting an interview correctly. But these recommendations are only a support for you, and you will build your own interview format yourself. Because there are no identical leaders.

If you have your own methods for conducting interviews, please share them in the comments!