Interview report. How to conduct a job interview. The main criteria by which you need to evaluate a person at an interview

Often in large companies, certain people are hired to search for applicants and recruit personnel - recruiters, which carry out all such actions.

At the same time, the heads of departments, for which an employee is required, or the director of the company will take part in its implementation, can also be partially involved in such issues. Also, such a duty may be fully assigned to them, depending on the situation.

How to conduct an interview correctly, how to behave, what are the best questions to ask and what to look for in order to choose the most suitable specialist for employment?

Candidates can be interviewed using one of the common types. Moreover, it can be used both separately and by combining several of them:

Methods and places

The interview can be conducted both with a group of candidates and with each applicant individually. Each of the methods has its advantages and disadvantages and allows you to determine the readiness of candidates for various situations and working moments.

As for the venue, the best option would be the office of the organization, where the employee will directly perform their work. For such a case, you can allocate a separate office or room, the atmosphere of which is suitable for such working needs.

When inviting applicants for an interview, you should listen to the tips on how to start it in order to lead the conversation in the right direction and form a positive opinion about the organization:

Prepare the place for the interview. It must be clean, ventilated and not cluttered. A written resume of the candidate or a completed application form should also be taken with you.
Lighten the mood somewhat by asking how quickly the candidate got to the right place or tell a short story.
Any delays or delays must be avoided. Naturally, there may be many candidates, but this is not at all a reason for allowing such moments.
You can ask for a start to tell a little about yourself and clarify the answers to some.

Main stages

The interview process consists of several stages, each of which must be given due attention:

Getting to know the candidate. In this case, it is important for the employer not only to understand what abilities the applicant has, but also to present his company in the most favorable light.
The interview itself. This stage is perhaps the most important, because it is in its process that the employer evaluates how suitable a potential employee is for him, and the applicant is already determined whether he wants to work in this company.
Organization. This stage involves the discussion of all issues of interest to the parties. The interviewer tells the candidate a brief history of the company, what its activities are, what projects are currently being implemented, the main conditions in which the employee will work. Based on such information, the applicant can already finally determine whether he sees himself in such a place of work or not.

sample interview sheet

Most interviewers often use certain interview sheet, on which they consistently reflect all the questions that in the process will need to be asked to the candidate.

Their list will depend on the format in which the interview itself will take place and the list of items may be next:

personal information;
the candidate's plans for the future;
the reason why the applicant left the previous job, voicing information about the former management;
give an example of a possible situation and listen to what the applicant sees as ways to solve the problem;
ask questions that may be relevant to the direct activities of a potential employee.

Personnel assessment methods

The main assessment methods used in the interview are as follows:

Complex of technologies for the selection of employees. As a rule, they are used by narrower specialists. This method allows you to most accurately assess the possibility of professional growth of an employee.
Proficiency Testing. This method lies in the fact that the mental qualities of the candidate are assessed, their theme and focus are more related to the functions that the applicant will have to perform in case of employment.
Facial ability test. With its help, they get an idea of the candidate's ability to learn, as well as his emotional state.
Acquaintance with the biography of the applicant. It consists in finding out certain facts from his life - marital status, the presence and age of children, existing hobbies or hobbies. For this method, first of all, the data of the questionnaire are used and, perhaps, they are asked to clarify some facts.
The method of conducting a personal conversation. It is used in most cases and, as a rule, gives the most accurate estimate about the job seeker.
Introduction to recommendations- with their help, the employer receives information from the previous bosses of the person about his personal and professional qualities.

Using questions

When conducting an interview, use several types of questions, each of which is significant.

Professional

During the clarification of professional qualities, you can ask the applicant to tell about the nature of his previous work, the main responsibilities.

In addition, you should find out what technical means he used, what computer programs he used, what achievements he managed to achieve.

It would not be superfluous to communicate with him in a foreign language if the potential employee stated that he was fluent in it.

personal nature

Questions of a personal nature can give an idea about the composition of the person's family, hobbies, how he spends his free time. You can ask about the presence of bad habits, what kind of books he likes to read (and whether he likes at all), whether he has a hobby.

situational

Situational questions are asked in order to better understand how an employee will behave under certain circumstances. You can also understand whether he is ready for non-standard solutions to problems that have arisen and how he will behave under certain third-party factors that will prevent him from fulfilling his official duties.

How to complete

Ending the interview is either immediately refusing the candidate, or (if the applicant is theoretically suitable, but you are going to think about this issue even more seriously) by bringing to his attention that you will call back and be sure to report the result.

There is no need to give a person hope by assuring that you will contact him - if you have already decided that you do not want to see him among your employees, worth mentioning this fact.

The best way to evaluate several candidates for a position can be a kind of rating system, for each item of which an employee of the organization will put down a certain number of points.

As a result, you can give preference to the applicant who will gain the most number of them.

To be successful in an interview, you need to answer the following questions: requirements:

neatness and accuracy during the visit;
sufficient level of professionalism;
good recommendations;
high personal qualities;
providing only reliable information about yourself.

Opt Out Rules

In the event that you are going to refuse a candidate for employment, you must adhere to such rules:

State the reason why you decided that he is not suitable for this position.
If you wish, you can offer the applicant employment in other vacant positions.
Try to inform the candidate that you are not going to hire him, even if such actions seem not very pleasant for you.

You can learn how to effectively conduct an interview in this video.

Date of the interview

Surname ___________________________________________________________________

Given name ___________________________________________________________

Middle name (if any) __________________________________________________________

Date, month, year of birth __________________________ Gender _________________

Citizenship (citizenship) __________________________________________________

State of former habitual residence ____________________________

I am aware that the information obtained as a result of this interview is confidential and cannot be provided to government agencies, other organizations and citizens of the state of my nationality or former habitual residence, or to the media without my written consent.

I have been made aware that I am required to:

answer all questions

provide reliable and detailed information about yourself and your past, your close relatives, consistently state the reasons that served as the basis for my application for refugee status or subsidiary protection in the Republic of Belarus (hereinafter referred to as the application for protection), as well as other information that has importance for the examination of my application for protection

provide documentary and other evidence that I have, or convincing explanations for their absence, to confirm the information I have provided

assist the interviewer in establishing the facts relevant to the decision on my application for protection.

I am warned that the information I provided after this interview, which contradicts what I have previously stated, may affect the assessment of the reliability of the information I provided earlier.

I agree that I will be interviewed by an employee of _________ gender.

Database of labor documents

MINUTES OF THE INTERVIEW WITH THE CANDIDATE Surname ______________________________________________________________ First name ______________________________ Patronymic _________________________________ Candidate for replacement _________________________________________________ knowledge_________________________________________________ ____________________________________________________________________________ ________________________________________________________________________ Personality characteristics _________________________________________________ ________________________________________________________________________ External data _____________________________________________________________ General assessment of the candidate Above average Average Below average

sample minutes of the meeting of the commission for the interview

Sample documents for participation in the constituent assembly To approve the Provisional Regulations on the procedure for holding a competition for replacement. Interview, testing of candidates for a specific vacant position Minutes of the meeting of the competition committee are kept by the secretary of the competition committee January 17, 2012 Commissions hold meetings as necessary during the Promotion period organizes interviews with nominees, draws up and signs the minutes of meetings of the Expert Council. to participate in the Promotion (the form is approved by the Organizing Committee).

standing committees · Minutes, recommendations, conclusions of meetings of standing committees · Minutes of plenary city meetings. Form1, Form 1 REGISTRATION CARD for state registration of a legal entity by establishing a new legal entity.

A sample of filling out an application for a city council decision on advertising (for submission to a meeting of the executive committee). 4. A sample of filling out an application for obtaining permission to hold events involving animals. 10. Meetings of standing committees.

These Regulations on the selection committee of the State participate in the meetings of the commission. - participate in interviews with applicants for the right to issue a state document on secondary vocational education. admissions committee protocols.

During the reporting period, 2 meetings of the board were held at which changes to the Procedure for the creation and activities of commissions for conducting were approved by the minutes of the meeting of the EPC of the TSEA of Ukraine dated 05.03.2012 No. 1 and the work of the TSEA of Ukraine for the I quarter of 2013 (form 110) based on

The decision of the Admissions Committee is drawn up in a protocol, which the Subject Examination Commissions and Interview Commissions determine at their meeting and introduce into the Rules. a certificate of the established form is issued for paperwork

Admission Committee of the National Medical University named after Subject examination committees and commissions for conducting interviews. applications to it of the state standard and a medical certificate, students are accepted at its meeting and drawn up in a protocol,

sample invitation letter for interview

Click on this field with the mouse and enter your data instead of the sample. Recently, it has become possible to make an appointment for an interview for a visa to. In general, the interview is an invitation to a sample, from yearning to December 41. Being proactive in your job search can increase your chances of getting an interview. You have compiled a good resume and managed to interest a promising employer by receiving an invitation for an interview. The article contains practical tips to help you correctly compose and issue an invitation to an interview. Related links: a sample of an invitation from the USA, how to get a visa through. If you received an invitation for an interview, it means that your resume has reached its goal and this is a small victory. Example: I have one invitation form for everyone. Most often, an invitation to an interview is issued according to a single model.

6.1. Preparing for an interview

The interviewer should have a clear idea of the vacant position that will be discussed during the conversation: duties, tasks, methods and means of solving them, scope of work, responsibility, rights, service relationships, conditions and place of work.

In addition, the specialist who will talk with the future employee must have the following information:

1. Information about the company (name, form of ownership, history, size, profile, products and indicators of its volume, market place, corporate culture).

2. Information about the unit in which the employee is selected, about its leader and group norms of behavior in the team.

3. Professional and personal requirements for candidates, desirable previous experience data on the work of the employee who held this position before.

4. Compensation package (salary and the procedure for calculating it, bonuses, insurance, provision of a car, reimbursement for the use of personal transport, food, etc.).

5. Opportunities for advanced training, professional and job growth.

It is necessary to set an interview time, prepare a suitable room, a questionnaire that the candidate will fill out before the conversation, study his resume and outline key questions. The interviewer should be aware of the procedure, procedures and terms for assessing the submitted applicants, as well as the personal characteristics of those people who will make the decision to hire.

6.2. Interview strategy and tactics

Job interview is designed to solve the following tasks:

assessment of the candidate's abilities for a certain type of activity

comparative analysis of the competence of applicants for the position

providing the candidate with information about the organization in order to help him make a decision on employment.

Structuring both the hiring decision process and the interview methodology will help to avoid possible serious mistakes.

Internal effects that make interviewing difficult

Stereotypes. Some interviewers believe that certain groups of people have special characteristics (for example, bearded men are untrustworthy and women with glasses are smart).

Edge effect (primacy - recentness). More attention is drawn to the information that was said at the beginning of the conversation than to the next one. This may be explained by the properties of memory or the power of first impressions.

Contrast effect. The interviewer's opinion of a candidate depends on his judgment of previous applicants. On the one hand, this means that the best of them will be selected, on the other hand, they are compared with each other, evaluated in relation to each other, and not to the requirements of the work.

Same as me. Interviewers are more supportive of people who are similar to themselves in upbringing, education, and work experience. There is even evidence that they prefer applicants with non-verbal behavior similar to their own (eye movements, posture, etc.).

Negative information. Negative information makes a stronger impression on interviewers than positive information. This is especially noticeable if negative information appears at the beginning of the interview, after which they automatically begin to look for additional confirmation of the negative.

Personal affection. A higher score is given to those candidates who evoke sympathy, regardless of other factors related to the job. This is a natural reaction of a person, but, perhaps, does not guarantee the selection of the best applicant for the position.

Copy. Interviewers with a preference for a particular personality type choose people who match them, regardless of their other characteristics. This interferes with the conversation and may result in the selected person being unsuitable for the job.

Foreign or local accent. Job seekers with a foreign or local accent often end up at a disadvantage compared to those who do not have accents. However, this effect is less pronounced when it comes to not very prestigious positions, and for working with clients, people with some local accent are even preferred.

Real time effect. Interviewers believe that the candidate behaves during the meeting in the same way as in life. This is a serious mistake, as people tend to get nervous during interviews. And vice versa: some applicants are able to splurge and demonstrate qualities throughout the conversation that they do not possess in reality.

Gender preferences. Women candidates are often judged much more critically than men, especially if men are preferred for the job. Although there is evidence that this trend is more characteristic of female interviewers who consider representatives of the strong half of humanity to be more competent, while for the latter, gender does not seem to matter.

6.3. Interview technique

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

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

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

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

Evaluate the applicant only after the end of the interview.

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

Scheme for constructing an interview

Stage 1. Introduction, establishing contact

1. Introduce yourself.

2. Define the purpose and procedure of the interview.

3. Warn the candidate that you will be taking notes.

4. Ask a general introductory question (for example: Where did you work before?).

Stage 2. The main part of the interview

1. Explore the competencies being assessed.

2. Invite the candidate to add information about himself at his discretion.

3. Provide an opportunity to ask questions to you.

The more you learn about the applicant before the interview, the less time you will have to spend on clarifying this information during the interview. Preparation includes:

Review of documents. Collect all available candidate documents - resumes, questionnaires, recorded results of telephone conversations - and select from their contents information about the work experience that is most important for this position.

Experience. Read the information that matches the work experience of the applicant you are interested in. Mark for yourself what seems unclear to you, about which you would like more information.

Gaps in employment. Mark for yourself the gaps in the work or educational activities of the candidate. During the interview, you will be able to discuss these with him in order to establish their cause and draw conclusions about the candidate's track record.

The main goal of the experience review is to get only general information, while spending no more than 5-8 minutes. If the interlocutor begins to delve into the details, politely remind him that at this stage this information is not essential for you yet.

After completing the review part, move on to prepared behavioral questions. Tell the candidate that the next conversation will be more dynamic, and it is desirable that he answers in as much detail as possible.

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

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

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

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

Stage 3. Completion of the interview

1. Provide the candidate with information about the vacancy.

2. Tell us about the next steps and selection procedures. To complete the interview, you must:

review your notes to determine if you need more information or any clarification (ask questions right away if needed)

test (if required)

tell about the position and the company, answer the candidate's questions

end the interview: explain the further procedure and thank the interlocutor.

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

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

Write down key points and phrases, as well as your comments about the characteristics of human behavior. For each competency, it is necessary to collect at least 2-3 facts from the candidate's experience. It is desirable that it be both positive and negative information. Evaluate the applicant only after the end of the interview. Don't suggest answers. Your interlocutor should not get the impression that there are right and wrong answers. Scheme for constructing an interview Stage 1. Introduction, establishing contact 1. Introduce yourself.2. Outline the purpose and procedure of the interview.3. Warn the candidate that you will be taking notes.4. Ask a general introductory question (for example, "Where did you work before?"). Stage 2. Interviewers with a preference for a particular personality type choose people who match them, regardless of their other characteristics.

We draw conclusions based on the results of the interview - good or bad

Attention

Conclusion According to the results of the interview, the Commission consisting of: · Chairman – Dr. so-called prof. head of the department "Technology, organization and economics of construction", members of the commission: - Ph.D., Assoc. , Ph.D., Assoc. after an interview with Kharitonov Vasily Alekseevich on the issue of admission to the postgraduate course of St. Petersburg State Polytechnic University at the Department of Technology, Organization and Economics of Construction, I came to the following conclusion: 1. has a higher education in the specialty construction and restoration of artificial structures on railways, received in Leningrad Higher Military School of Railway Troops and Military Communications in 1980. 2. Work experience in construction exceeds 25 years. 3. Currently works at the design institute "Lengiproinzhproekt" as the head of the POS sector.

Sample summary of an interview

Experienced managers always prepare for interviews with applicants in advance;

you are not told when you can call and find out how the interview went.

See also Correct application for a reduction in the second month. Is it worth it to find out how the interview went on your own? The answer is unequivocal: it is, but only if you are really interested in this job.

It happens that even if a candidate does not fit the employer in some way, he is still taken for a trial period, thanks to his activity and perseverance.

Conclusion

After the job seeker posts his resume, he is invited to a personal meeting. But even after it, the question of how to understand how the interview went is still open.
It is worth saying that there are a number of signs that indicate that you can not think about further job search. Knowing these characteristic features will allow you to remain calm and refuse to view other vacancies.
Content

Signs of a successful interview
Signs of a bad interview
Is it worth it to find out how the interview went?
How to try to fix the situation in case of a bad interview
Conclusion

Signs of a Successful Interview A successful interview is a dream job for job seekers.

Topic: interview methodology

Sociable.
It tolerates neuro-emotional stress well.
When involved in a conflict, he is set to search for a mutually acceptable compromise, combines an orientation towards the interests of the cause with the desire to maintain good relations.
Has a high level of formal business communication skills development.
Restrained, rational, trusts reason more than feeling.
Able to make decisions in conditions of lack of time, maintains efficiency in conditions of interference.
Responsible and organized in the performance of assigned work.

Suspicious, inclined to speculate neutral statements, suspecting disrespect for himself.

It is worth saying that this option is inferior to a phone call. There is no guarantee that the recipient will receive your letter and respond.

Info

Very often, emails go to spam, and the employer simply does not see them. See also Rules for drafting and a sample order for the dismissal of employees on staff reduction Letter to the employer after the interview - its example is similar to what you would say if you called on the phone.

The only difference is that at the end of the letter you must include your phone number where the person can contact you. Important! When sending a letter, use the special button to set the importance.

Thus, you will have a guarantee that the addressee will not miss it. If you don't get a call after the interview, try calling yourself. Then there is a high probability that you will be given an answer, and you will be able to plan your further actions.

Conclusions about the employee based on the results of the interview

SAMPLE DOCUMENTS INTERVIEW REPORT » » 200 Interview with candidate I.I. pursued his promotion opportunities.

The need for career growth and success is expressed. Ambitious. An example of an interview conclusion What are you particularly good at? Why do you think so? 2.

Important

Describe, please, the best of your leaders or subordinates with whom you had to work.3. Please name your three main functions or responsibilities at your last job, according to which the success of your activity was assessed.4.

Is honesty always the best policy?5.
If the interlocutor begins to delve into the details, politely remind him that at this stage this information is not significant for you yet. After completing the overview part, move on to prepared behavioral questions. Tell the candidate that the next conversation will be more dynamic, and it is desirable that he answers in as much detail as possible. Important Do not try to form a final impression of the applicant at this stage. Write down the main findings so you can come back to them later. Pay more attention to recent study and work experience that is most relevant and relevant to the position in question. Don't ask too many questions about past events. Regional Manager Interview Conclusion If a candidate talks about what he liked or disliked about his previous job, it will help you gauge his motivation.
In the course of writing the work, the author found that the most effective recruitment methods in the conditions of Shop No. 17 LLC are the use of the Internet and recruitment agencies, since in the first case the cost per unit of labor amounted to 26 thousand rubles, and in the second only 6, 35 thousand rubles. The most inefficient method of recruitment in the company, based on the calculations performed, is the placement of advertisements on the radio.

In this case, the cost per unit of labor amounted to 55.7 thousand rubles. As a result of the analysis of the current system of hiring and evaluating personnel in LLC Shop No. 17, carried out in the second chapter, the author of the work noted the following shortcomings that hinder the development of the company: 1.

The company does not have a recruitment manager, currently the deputy director is recruiting together with the heads of departments, who are in need of a new employee. 2.
The basis of the system for selecting applicants for a vacant position is a one-stage interview. 3. There is no questioning and testing at the firm. 4. As a selection criterion, the practice of working with recommendations from previous jobs, the lack of verification of applicants by the security service, is not applied. 5. If we turn to the analysis of the qualitative composition of the personnel, then, based on the educational level, we can conclude that specialists with secondary specialized education have prevailed in the company all the time, and their share in 2006 increased compared to 2005, while in the whole country there is a trend towards an increase in the proportion of those workers who have higher education. 6.

Posted On May 31, 2018

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

6.1. Preparing for an interview

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

6.2. Interview strategy and tactics

Job interview is designed to solve the following tasks:

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

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

Internal effects that make interviewing difficult

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

6.3. Interview technique

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

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

Evaluate the applicant only after the end of the interview.

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

Scheme for constructing an interview

Stage 1. Introduction, establishing contact

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

Stage 2. The main part of the interview

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

Important

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

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

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

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

Stage 3. Completion of the interview

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

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

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

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

Top 10 Interview Questions

1. Describe yourself using only adjectives.
2. Name the biggest success and the biggest mistake in your career.
3. What was the most serious criticism ever addressed to you?
4. Describe, please, the best of your leaders or subordinates with whom you have worked.
5. What would your last boss try to improve in you?
6. If the last ten years of your career were repeated, what would you do differently?
7. Describe the most difficult decision you have ever made. Looking back, was your decision the best possible decision? Why yes or why not?
8. If I spoke to your manager (current or former), what strengths and weaknesses would he point out about you?
9. Let's say you already work for our company three to six months ago, but things are not going well. What do you think might not work and for what reasons?
10. What can make your working day really good? If by the evening you are upset, what could lead you to such a state?

Ten of the most "uncomfortable" interview questions

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

6.5. Technique for assessing information during the interview

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

6.6. Analysis of the effectiveness of the interview

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

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

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

6.7. Interview reporting technique

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

SAMPLE DOCUMENTS

INTERVIEW REPORT

"____" ___________200

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

The interview was conducted by the HR manager

___________________________________________ were present

Head of Procurement Department________________

Marketing director________________

POSSIBLE MISTAKES

Typical mistakes of specialists when conducting an unstructured interview:

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

CONTROL QUESTIONS AND TASKS

Test task number 1

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

Test task number 2

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

Test task number 3

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

ANSWERS TO TESTS

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

Technologies are used uCoz

recruitment and selection interview

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

Job interview protocol

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

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

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

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

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

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

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

employee appraisal form

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

Candidate interview scorecard

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

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

The practice of conducting appraisal interviews

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

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

Final assessment sheet at the interview

The final assessment sheet at the interview of the candidate passing (Position name, division) Professional skill level 1 - absence of prof. skill; 3 - good knowledge and skills; 4 - highly professional knowledge; Ability to think independently and solve complex problems 2 - a consultant is constantly required;

Coursework - The system of work with personnel

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

The process of selecting personnel for a vacant position.

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

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

How to conduct a job interview with a candidate

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

Recruitment

Candidate evaluation form after the interview

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

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

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

The presence of a car, a driver's license indicating the category, driving experience.
Availability of housing, desired place of residence.
Psychological qualities that will help you successfully cope with job responsibilities and learn new skills.
Psychological qualities incompatible with work in this position
Psychological characteristics that allow achieving compatibility with employees directly related to the future employee and corresponding to the corporate culture of the organization.
Psychological qualities incompatible with work in this company
Additional requirements.

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

sample interview protocol

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

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

Untidy
Carelessness in clothing
Neat
Pays special attention to their appearance

Harsh, annoying
indistinct
Nice

clear, understandable
Expressive, energetic

PHYSICAL STATE

Unpleasant, unhealthy appearance
Lack of energy, lethargic
Good physical shape, good looks
Cheerful, energetic
Very energetic, in great shape

BEHAVIOR

Nervous
Shy
Mannered
Tense
Embarrassed
Calm
Adequate
Extraordinarily aged

CONFIDENCE

Shy
Arrogant
Consistent, evidence-based
Enough self-confident
rectilinear
Demonstrates confidence
Unusually self-confident

THE WAY OF THINKING

Illogical
Uncertain
Unclear
Spread over trifles
Clearly expressed, words adequate to meanings
Convincing
Logical
Extraordinary ability in the logic of thought

FLEXIBILITY

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

MOTIVATION AND AMBITION

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

WORK EXPERIENCE, EDUCATION

Doesn't fit the job
Not relevant but useful
Conform
Above required
Particularly suitable
Keeps learning, leveling up

PERSONALITY OF THE CANDIDATE

immature, impulsive
Stubborn
sensible, mature
Cooperative
Responsible
Mature, self-sufficient

ATTITUDE TO THE PREVIOUS PLACE OF WORK

Vividly negative
Shows dissatisfaction
Avoids direct questions
Expresses a positive attitude
Demonstrates positive, objectively evaluates "+" and "-"

BEHAVIOR IN EXTREME CIRCUMSTANCES

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

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

First of all, it should be noted the main characteristics of a person who apply for any position:

responsibility;
independence;
desire for leadership;
enterprise;
resistance to stressful situations;
organizational skills;
planning ability.

For each interview feature invented their own questions. We will talk about this below.

How are they assessed in an interview?

As an example, we will offer the main questions. So, purposefulness - how to check at an interview with a candidate:

can you overcome difficulties;
what will be your decision in case of obstacles: do not pay attention, continue to act and achieve results, step back;
whether you can withstand a large number of failures;
what do you want failed to achieve in life and what are the reasons.

Responsibility rating:

Could you you take responsibility for defeats, problems and failures;
whether you accept help from a stranger;
whether you helped someone, when it was, how it manifested itself;
whether your work result influenced the success of the company, its employees and how it influenced.

Entrepreneurship score:

can you come out from a difficult situation a winner;
whether you will take action in adverse situations;
what obstacles, difficulties, problems you had to face in your previous position and how you solved them;
How did you manage to get your previous job?

Assessment of the candidate's independence:

when you earned their first wages;
where did you spend the money?
how long have you lived apart from your parents;
how long have you been living on your earnings.

Stress resistance rating:

are you able make a decision in a situation when there is a panic lack of time, uncertainty appears, pressure is exerted;
what conditions the company must provide you for successful work;
are there any conditions under which you can quit and give examples.

Applicant's organizational skills assessment:

How do you exercise control over your wards;
how do you share the responsibilities of workers;
for what oversights you penalize, for what achievements you reward.

Grade tactical and strategic planning:

Can you do multiple tasks at the same time?
how do you plan your day, time for work;
how many ways you usually have to solve a problem;
can you describe what was planned a year ago, what could not be achieved;
who makes your plans;
What do you know about time management?

Grade leadership qualities:

have you ever been appointed headman;
Do you have the ability to influence others?
what are the main qualities that employees value in you;
do you value your boss and for what qualities;
three of your negative qualities, which are noted by colleagues.

How to check systematic thinking at the interview with the candidate:

have there been difficult situations in your life and how did you find a way out;
you acted intuitively;
did you have any solutions?
Have you thought about the reasons that caused this situation.

How to evaluate moral values interview employee:

What do you think might motivate an employee to quit?
what motivates a person to work;
why it is worth firing an employee immediately;
What do you think, is the lie justified, in what cases.

Important: Questions may vary. It all depends on the company and the position for which the applicant is applying.

Factors affecting the analysis

Each position implies characteristics without which the work cannot bring results. For example, applicants for an accountant position are often assessed for accuracy; the sales manager - sociability, the ability to communicate; at the leader the ability to think, etc.

So, what are the main factors used to evaluate a candidate who applies for an ordinary position:

Ability to express opinions and ideas only after guidance.
Ability to communicate with clients for no more than 15 minutes.
If a problem occurs, fix it yourself.
Ability to complete assignments on time.
The need to enlist the support of management and colleagues.
Discuss tasks with management.

If the applicant chooses from the above characteristics those that are correct from the point of view of the company, then this is the ideal candidate for the vacancy.

Attention: when considering applicants for a position, you should also pay attention to age. If an applicant with a long work experience is in the rank and file, then he probably lacks the desire to develop, and his ambitions are incompatible with real opportunities.

And on what factors to analyze at the interview of a candidate applying for the position of manager:

Awareness importance of their role in the development of the company.
Adequate assessment of the degree of risk and importance of information.
Willingness to communicate directly with customers and staff.
The ability to get things done.
The ability to take responsibility.
Enterprise.
Ability to timely find the causes and consequences of the problem and eliminate them.
Ability to assess the quality of work.
Efficiency and activity.
Ability defuse the situation and establish contacts.
The ability to admit failure and quickly bounce back.
Tendency to unconventional solutions.
A commitment to everyone's success.

Important: when choosing a candidate for the position of a manager, it should be taken into account that a person who does not know how to make decisions, use power and build effective communications cannot apply for a vacancy.

How to evaluate a candidate during the interview process?

So, what are the main criteria for assessing a candidate in the interview process?

Accuracy:

the applicant came to the interview a few minutes before the agreed time;
the candidate arrived long before the start of the interview;
applicant is very late.

Appearance of the candidate cloth:

dress neatly and cleanly;
dressed fashionably;
dressed sloppily.

Communication activity:

normal activity level;
lethargic, rather low activity;
the candidate is concise, answers questions too briefly, does not support the conversation;
active, lively, asks questions, actively supports the conversation.

Intelligibility, intelligibility:

perceives questions quickly, immediately gives clear answers;
quite legible, intelligible;
asks again, does not immediately understand questions;
the candidate does not understand what he is being asked about, gives off-topic answers, low level of intelligibility.

Attention: each recruiter can draw up criteria for evaluating a candidate at his own discretion and depending on the interests of the company.

After the end of the interview

After the interview is over, a comparison is made of the personal characteristics of the applicant and the position for which he is applying. Then the results are summed up.

Non-standard methods

These methods are not designed for experienced job seekers. It is better to use them on young candidates who do not have practical experience behind them.

Collective verification and high bar

This characterization of the candidate after the interview is carried out with a group of applicants for one position. Instead of a standard survey, the recruiter offers various unexpected situations. Candidates should quickly find their bearings and suggest suitable options.

Important: this method reveals the applicant's ability to think quickly, make decisions, determine the degree of skill, the ability to work in a team and independently.

Often, recruiters test applicants using the “high bar” method. It is also used on experienced candidates. In this case, an overestimated requirement is made and a clear picture of the personal characteristics and skills of applicants is drawn up.

Battlefield check and reaction time

This technique is often used during the late selection period. The applicant is invited to take a job for a certain period of time. So his reaction and knowledge is tested.

The applicant is offered an out of the ordinary situation. This technique is to determine the ability to make correct spontaneous decisions.

Interview protocol

An interview protocol is a document that compiles an assessment of a candidate for a vacant position. The document must include general data, personal information and past professional experience of the candidate.

The format of the protocol is not regulated, that is, can be compiled by a recruiter depending on the preferences of the company. The document is created in advance and filled out as detailed as possible.

During the entire interview, notes are taken in the minutes and the most significant points are recorded. At the end of the interview, the recruiter decides whether to hire the candidate or him.

Fill example

FULL NAME. candidate: Kiseleva Ekaterina Andreevna

Applying for the position: Sales Manager

Interview set start time: 9:00

The actual time of arrival of the candidate (in case of being late, the reason for being late should be noted): 8:30

First impression of the candidate: neat appearance, friendly

Psychological qualities that will help you successfully cope with job responsibilities and learn new skills: purposefulness, enterprise, the ability to find a way out of a difficult situation, the ability to quickly make the right decisions

Psychological qualities incompatible with work in this position: none

Psychological qualities that make it possible to achieve compatibility with colleagues associated with the future employee and corresponding to the corporate culture of the organization: sociability, sociability

Psychological qualities that are incompatible with work in the company: none

Compliance with additional requirements: meets

Accept: hired

Refuse:

Analysis of the entire interview as a whole

First of all, it is necessary to identify which particular characteristics of the candidate are the most significant for the position. Based on the notes made in the protocol during the interview process, the recruiter should analyze the situation. At the same time, it would be good to take into account your impressions of the conversation with the candidate.

As a result, you should choose one of the most suitable candidates and notify the "lucky one" of being accepted for the position either orally or in writing.

It is very important for each company to choose a suitable applicant for a vacant position, because its success will directly depend on this. Therefore, you should take care in advance how the applicant will be evaluated, according to what parameters, personal qualities, what questions should be asked during the interview, and also what little things to pay attention to.

Seal

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