“Wrong questions” when recruiting personnel. How does a HR interview go during a job interview? What questions does HR ask an applicant for the position of HR manager? Questions for recruiting

2.2 Interview questions when recruiting personnel

In journalism, a question is a very important tool for obtaining information. The question immediately draws the opponent into the discussion, does not allow him to evade the answer, and forces him to answer to the point. The whole network of questions should drive the enemy into a corner, and the final question sums up the discussion and finally dots the i’s. So, some subtleties in posing the question:

· Excellent general knowledge of the subject under discussion

· Formulate questions in such a way as to eliminate the possibility of evasion of answers

· The first question should immediately draw the partner into the conversation

· Anticipating the interlocutor’s possible answers and asking them the following questions

Thus, the question is a form of movement of thought, but not a replacement for it. The main importance of questions is the implementation of the goals and objectives of the interview. Therefore, questions can be classified on a variety of grounds, for example:

Open and closed:

· An open question identifies a topic or subject for the interviewee, and then he is free to structure the answer at his own discretion;

· In a closed question, the possible answers are inherent in itself, so the respondent must choose the statement, opinion that most closely matches his position in the interview. Closed questions are widely used in mass surveys. In journalism, they are used if the interlocutor finds it difficult to express his opinion due to various circumstances: shyness, fear of seeming funny, inability to express his thoughts. However, one must be aware of the danger of unwittingly imposing an answer on the interviewee.

During a conversation, various kinds of psychological barriers may arise: the interlocutor cannot answer the question because he is shy, does not know how to express what the interviewer needs; therefore, to ease the tension, the question is asked indirectly. But this is only advisable in the following case. It is necessary to obtain information about behavior and relationships that are disapproved and unpopular in a given environment. It can be assumed in advance that the interlocutor will find it difficult to express opinions that run counter to the moral or ethical standards shared by those social networks. groups to which he belongs. Then you need to construct a question so that it frees the interviewee from categorical statements, while at the same time allowing you to obtain information about his views and opinions. The choice of personal and impersonal forms of the question is very important. The personal form of the question reveals an individual opinion, the impersonal form gives an answer not about one’s own point of view, but about the opinions of others; it reveals not the personality of the interlocutor, but his ideas about what reality requires.

By impact on the interlocutor: Leading or prompting questions.

Care should be taken that the questions do not contain clues as to what information the journalist wants to obtain and what information is not desirable for him. In interviews published in the press, and especially often on radio and television, there are questions: “Do you know that .....” Few in such cases will dare to object to a journalist who has everything already planned out and clear. Most interviewees in such cases rush to express their consent. Sometimes prompting questions are deliberately used by journalists, especially those. Those who have decided everything in advance and do not want to give up the existing idea.

When preparing for an interview, a journalist must first formulate basic questions that will provide the most important information. However, in a real situation, the main question may not work. People often avoid answering. In this case, with the help of probing questions and analysis of the interlocutor’s behavior, the journalist will be able to determine the reason for the unsatisfactory answer and ask a number of additional questions in order to obtain the information for which the main question was intended. Most often, probing and additional questions are not prepared in advance, but arise when the main question does not work, as well as in cases when an unexpected turn of the topic or a new topic of conversation arises. In the same way, control questions can be drawn up in advance, but also appear spontaneously during the interview. Their goal is to check whether the interviewee actually has the knowledge he claims to have, the feelings he talks about, in a word, checking the incoming information for reliability. One of the components of a successful interview is competent language and style of questions. First of all, the question must be clear to the interviewee and have the same meaning for him as for the journalist. As far as possible, it is necessary to take into account the level of knowledge of the interlocutor and try to structure the question in such a way that the concepts and terms included in the question are familiar to him. You need to be prepared to rephrase an unclear question and explain the term. A good journalist can find a common language with each interlocutor, but this does not mean at all. That he should use the same colloquial expressions, professional words, as the interlocutor. The next requirement for a question is that it must contain one thought. Otherwise, the interviewee answers only the last part of the question or the part that is easier for him to remember. Sometimes a journalist mixes several questions in one question, because he is trying to suggest to the interlocutor a line of thought, and then this set of questions turns into a hint. When constructing questions, the journalist must ensure that they are perceived as relevant to the topic being discussed and consistent with the objectives of the interview. The question can also be unexpected for the interlocutor and unusual in form, which is important. so that the journalist knows how to present it in such a way that it does not create a negative effect. When composing questions, it is necessary to take into account such an important factor as the awareness of the interlocutor. If he can't answer the question. Then the unpleasant feeling arises that he has not coped with his task, does not live up to the journalist’s expectations, and degrades himself in his eyes. The interviewee may become withdrawn and rush to end the conversation.

Allow the candidate to ask questions about the job or company. His questions can give you a greater understanding of his thinking, personal motivation, and values. When finished, thank the candidate for his consideration of the company: “I thank you for the interview and the information you shared.” Be sure to let each applicant know when to expect a response.

After the interview, take time to gather your thoughts and evaluate the candidate. It would be a good idea to refer to the notes taken during the interview. Assess how good the candidate is for the upcoming job, how great is the desire to do it. In addition, listen to your intuition, it rarely fails.

Conclusion

So what is an interview in personnel selection - an interview in its genre is least reminiscent of an exam, in which for every question there is a pre-known answer, but despite everything, this is the style that many often choose when meeting. The most important thing to learn is to “have a conversation as an equal.” But for some reason, the hardest thing to understand is that each side has its own experience, its own view: human and professional, its own position. And professional interviewing when recruiting personnel consists of simple and human things: the ability to be an interesting interlocutor, interested and attentive. Before conducting a recruitment interview, try to create an image of yourself as someone who can be successful in this position. The task is not just to talk with a person and spend time, but to draw conclusions. If you want to understand how responsible and efficient a potential employee is, how inclined he is to independence, whether he has organizational qualities, etc., make a list of these qualities (it should be noted that they should be necessary for a given vacancy), for example, for an accountant or operator you You will demand clarity and diligence. And your interview should be aimed at identifying precisely these qualities. For some reason, it is usually believed that the sole purpose of personnel selection is to decide whether a candidate is suitable or not. This is really the goal that lies on the surface. However, there are several more very important tasks: to motivate a candidate you are interested in to work in the company, to leave a positive impression of the company on someone who is not quite right for you, to assess the candidate as accurately as possible in terms of individual personal characteristics, abilities, skills, potential, experience and values. At the same time, we can talk about the parallel solution of such problems as optimal time distribution, obtaining truly reliable information, storing the received information, and much more. Thus, a matter that seems simple turns out to be complex and complex.

Before starting a recruitment interview, after greeting, the interviewer should spend a few minutes having a small conversation with the candidate to create a favorable interview atmosphere. The conversation can start with some question about how the person got to your office, whether he found it right away, if it’s raining outside - mentioning the bad weather. There is a term in personnel selection - the “40 second rule” - it is believed that on average it takes this time to form a first impression. At the same time, it is important to remember that the impression is formed on both you and the candidate. It is necessary to help the candidate feel comfortable; enable the person to behave naturally in order to obtain the most complete answers to the questions that will be asked during the interview process. This is necessary when recruiting personnel, since an interview conducted in a tense, stressful environment will help the candidate form a negative impression of you, the work as a whole, and the company.

Subsequently, this will facilitate the analysis of the information received, where the following questions are possible:

· Tell us a little about yourself?

· What attracts you to our company?

· How satisfied are you with the pace of your career?

· Tell us about your last place of work?

For greater detail when selecting personnel, in order to provide the candidate with the opportunity to most fully demonstrate the individual characteristics of his behavior in the past, additional clarifying questions should be asked. If the candidate has a long work history, you should focus on questions in which the candidate's answers would describe his past behavior while performing his job duties. On the contrary, if the candidate has little or no work experience, situational questions should be asked. As a rule, a person’s behavior in the past makes it possible in personnel selection to most accurately predict how a person will behave in the future, finding himself in a similar situation. Mentally analyzing the candidate's past behavior, imagine how well he will be able to cope with his future responsibilities, what the candidate's behavior style will be in the position you are filling:

· What are your strengths?

· What are your weaknesses?

· What do you like about your current/previous job?

· Reason for leaving your last job?

· Why should I hire you?

· What motivates people to work most effectively?

· In what situations is lying justified?

It is necessary to record all relevant information obtained during the recruitment interview process. The candidate should be able to see that his answers to the questions are being recorded, but the candidate should not be allowed to read the questions or the notes recording his answers.

Understanding which personal qualities contribute to success in a particular position requires intellectual effort. (It is not enough for a sales manager to be charming and approachable; he also needs to be result-oriented, otherwise he will simply be considered a great guy by customers, but is unlikely to conclude the required number of contracts, since for such people establishing good relationships is already the result).

When recruiting personnel, employers try to identify all the positive and negative qualities in their future employees. What do you pay attention to when conducting an interview? The list offered to you gives an idea of ​​the qualities of a new employee that the employer considers most important when hiring him. Other characteristics (such as being an excellent golfer, not being socially involved, or something else) may be important, but only to you. As well as sample questions that will help you identify these qualities when recruiting personnel.

Hiring a professional, a person who is suitable for the vacancy, is one of the most important tasks that managers face when recruiting personnel. You should make sure that at the end of the interview you have enough information to analyze. Invite the candidate to ask his questions and provide answers to them. There are cases where candidates have been rejected because they did not ask questions. After all, if a person is not interested in the circumstances of his own life, then he is unlikely to be interested in the concerns of the company. In addition, this will again provide an opportunity to determine the candidate’s priorities. Here are some questions you need to be prepared for:

· How will the salary change? What does this depend on? Is there wage indexation?

· Is it possible to make a career in the company?

· Why did your predecessor leave?

The last stage of negotiations when recruiting personnel involves a brief summary: ask the candidate when he can start work, how much time he needs to make a decision, what other offers are there and how will he choose? In any case, thank them for their time, and also clearly agree on further interaction: who will call whom, when and for what decision, what is the further procedure for making a decision. We highly recommend that at this stage of personnel selection you be honest with the candidate and say that we will call him (her) only if the decision is positive, and at the same time approximately specify the terms: after all, the person is waiting and may refuse some other opportunities.

To summarize, we can say that how we are able to present ourselves at an interview with an employer will affect not only the building of our career as a whole, but also the status that we can develop in the future to acquire a stable existence in society. If you read everything described above in the work, you can not only learn about the concepts and types of interviews, stages and conduct of interviews, but also about interview questions during personnel selection, both in theory, but also in practice by applying the acquired knowledge.

Application

What can an employer ask?	What not to say in response	What's the best way to answer?
Why do you need this particular vacancy? Why do you think you can do this job?	Tell your biography.	Report what you know and are able to do for the company in the desired location.
How would you describe yourself? Describe yourself as a person.	Spread about your religious and political beliefs, cry about your personal life. The interview is not allowed to address these questions, and you are not obligated to answer.	Tell us about yourself, focusing on the qualities you will need in this position.
What is your experience? How can you be useful here?	List all the places where you have worked.	Tell us more about your achievements in the area of ​​interest to the company.
How did you manage to cope with any difficult situation?	Provide minor details.	“I was able to change this and that, which brought significant profits to the company.” Or tell us how you managed to help someone out in a critical situation.
What is your biggest weakness?	Be quick with self-criticism.	Mention shortcomings that do not in any way affect professional qualities.
What do you know about our company?	“I was going to make detailed inquiries, but I didn’t get around to it...”	“I know what she does and what she sells, where she belongs in the industry.”
Your resume says this and that... Tell us in more detail.	“Unfortunately, I compiled it a hundred years ago and no longer remember the details.”	It is necessary to give clear and short answers to the point. Be prepared to back up each statement with facts.
Are you ready to take advanced training courses?	“No, that doesn’t interest me too much.”	“Yes, I would like to be aware of the latest developments in this field.”
Do you like working in a “team”?	“I would be much more happy to show what I can do on my own.”	“I really like it and here’s a specific example (give).”
Where do you see yourself in five years?	“I occupy a position created specifically for me.”	“I plan to work for all these years in your company and hope that the new skills will help me advance in my career.”

List of used literature

1. Averyanov L.Ya. The art of asking questions: Notes from a sociologist. M. Science,: 1987.-500 p.

2. Alan E. Ivey, Mary B. Ivey, Lynn Simek-Downing..M.: Counseling and psychotherapy. - New York, 1997. -900s Belanovsky, S.A. Individual in-depth interview/ S.A. Balanovsky – M.: Publishing House S.A. Balanovsky, 1995.-500 p.

3. Andrenkov V.G. Maslova O.M./Methods of collecting sociological information. Toolkit. M.: 1985.-2000s.

4. Andrenkov V.G.; Sotnikova G.N. Telephone surveys of the population. - M.: 1985.-700s.

5. Brown L.M. Image is the path to success / L.M. Brown – M.: 1996.-852p.

6. Butenko I.A. Questionnaire survey as communication between a sociologist and a respondent / I.A. Butenko M.: Sociology and psychology, 1989.-250 p.

7. Introduction to practical social psychology./ Ed. Yu.M. Zhukova, L.A. –M.: Social psychology, 2000.-800 p.

8. Grechikhin V.G. Lectures on methods and techniques of sociological research. M.: 1988.-752 p.

11. Zimnyaya I.A. Pedagogical psychology. - M.: Rostov n/D.: "Phoenix", 1997. -126 p.

12. Ivanova S.V. The art of personnel selection: How to evaluate a person in an hour. - M.: Alpina Business Books, 2005.-421 p.

13. Kravchenko A.I. Fundamentals of Sociology - M.: Nauka, 1997.-142p.

14. Kurbatov V.I. Sociology. M.: Sociology, 2001.-325 p.

15. Merton R., Fiske N./Kedall P. Focused interview. M.: Stringer, 1991.-821 p.

16. Methods of collecting information in sociological research. M.: 1990.-555 p.

17. Organizational and methodological techniques of sociological survey. M.: 1986.-821 p.

18. General psychology / Comp. E.I. Rogov. - M.: VLADOS, 2003.-441 p.

19. Petrenko E.S., Eroshenko T.N. Socio-demographic in sociological research. M.: 1979.-102 p.

20. Petrovskoy, O.V. Solovyova. - M.: Smysl, 1996.-100 p.

21. Sociology. Dictionary-reference book: sociological research: methods, methodology, mathematics and statistics. M.: 1991.-3000s.

22. Sociology. Workshop. M.: 1993.-100 p. (Supplement to the Socio-Political Journal).

23. Khagurov A.A. Social experiment/logical-methodological and social problems.-M.: Rostov-on-Don, 1989.-721p.

24. Khmelko V.E. Social orientation of the individual / V.E. Khmelko.-M.: Kyiv, 1989.-251p.

25. Shalenko V.N. Sociological research program / V.N. Shalenko.-M.: 1987.-521p.

26. Shostak M.I. Reporter: professionalism and ethics / M.I. Shostak - M.: 2001.-700 p.

27. Yadov V.A. Sociological research: methodology, programs, methods. SamSU/V.A Yadov - M.: 1995.-692p.

28. Yakovenko Yu.I., Paniotto V.I. Postal survey in sociological research. M.: Kyiv 1988.-221 p.

Averyanov L.Ya. The art of asking questions: Notes from a sociologist. M. Science,: 6-75 p.

Alan E. Ivey, Mary B. Ivey, Lynn Simek-Downing..M.: Counseling and psychotherapy. - New York, 1997. -900s Belanovsky, S.A. Individual in-depth interview / S.A. Balanovsky – M.: Publishing House S.A. Balanovsky. 200-300s.

Andrenkov V.G. Maslova O.M./Methods of collecting sociological information. Toolkit. M.: 101 p.

Andrenkov V.G.; Sotnikova G.N. Telephone surveys of the population. - M.: 100-110s.

Shalenko V.N. Sociological research program / V.N. Shalenko.-M.: 1987.-10-162p.

Shostak M.I. Reporter: professionalism and ethics / M.I. Shostak - M.: 25-300 p.

Yakovenko Yu.I., Paniotto V.I. Postal survey in sociological research. M.: 15-30 s.

Khagurov A.A. Social experiment/logical-methodological and social problems.-M.: Rostov-on-Don, 21-100p.

Petrovskaya, O.V. Solovyova. - M.: 100s.

Butenko I.A. Questionnaire survey as communication between a sociologist and a respondent / I.A. Butenko M.: Sociology and psychology, 220-229 p.

Zimnyaya I.A. Pedagogical psychology. - M.: Rostov n/d.: "Phoenix", 12-100p.

Brown L.M. Image is the path to success / L.M. Brown – M.: 10-52p.

Kurbatov V.I. Sociology. M.: Sociology, 2-50s.

Organizational and methodological techniques of sociological survey. M.: 21s.

Khagurov A.A. Social experiment/logical-methodological and social problems.-M.: Rostov-on-Don, 1-25s.

Yakovenko Yu.I., Paniotto V.I. Postal survey in sociological research. M.: 63-69s.

Averyanov L.Ya. The art of asking questions: Notes from a sociologist. M. Science,: 5-60s.

Organizational and methodological techniques of sociological survey. M.: 21-25s.

What should he expect next, but under no circumstances make statements that cannot be strictly followed. 1.3. Foreign experience in recruiting, assessing and selecting employees, and ways to build an effective model for assessing candidates when hiring Personnel is the engine of any organization. Japanese managers emphasize that if the machines disappear, the organization will soon emerge with more...

The areas of activity and the selection system need to be supplemented, therefore, in the project part of the thesis the goal is to propose measures to improve the current personnel selection system. 3. IMPROVING THE PERSONNEL SELECTION SYSTEM IN ZELENOGORSK BRANCH No. 7815 OF SBERBANK OF RUSSIA It is unlikely that today in Russia there is at least one large corporation for which there would not be...

Alas, almost no one is capable of conducting an interview without completely messing things up. With all my many years of experience in personnel selection, I still regularly realize after the fact that I made a mistake somewhere. Didn’t ask about something, succumbed to the influence of stereotypes, took the conversation in the wrong direction, spoiled the candidate’s impression of the company - there are many ways, if not to fail the interview, then at least not to conduct it well enough. Therefore, I urge you: even if you have successfully interviewed thousands of applicants, filled hundreds of vacancies and feel like a duck to water in communicating with any candidates, be sure to prepare for the interview. In a sense, the most important part of such communication is precisely the preparation for it, regardless of whether we are talking about the first telephone conversation or the third meeting.

Preparation for a telephone and in-person interview is approximately the same, and the communication itself in both cases is based on the same principles. Everything discussed in this chapter applies in both cases. A few points that relate only to telephone conversations or only to personal meetings are highlighted in the text with the corresponding icons:

So, let's figure out how to properly prepare for a call or meeting.

Review the candidate's resume

Yes, in the previous chapter I encouraged you to ignore most of the information in your resume and focus only on its formal relevance to the position. This approach is really the only correct one during the initial selection of candidates, when you decide whether to call a person or not. Now the situation has changed: you already know that the call (and if its outcome is successful, the meeting) will take place, and the resume becomes the basis on which all communication with the candidate will be built. Be sure to write down everything that seemed incomprehensible and strange to you, requires clarification, raises doubts and questions. If a candidate has worked in the same position for a long time, it is worth finding out why he has not grown over all these years. Has its functionality changed? What is the reason for such a long delay in one place? If, on the contrary, the candidate changed jobs too often, it is necessary to find out the reasons for this. Perhaps you are dealing with an unstable person, a kind of tumbleweed who does not stay anywhere. Or maybe he just did project work and such experience would be quite appropriate for the position you want to fill.

Some information can and should be clarified before communicating with the candidate, simply by using the Internet. Be sure to Google the candidate's past jobs if they are unknown to you. This way, you will not only learn more about the applicant’s experience, but also establish contact with him faster, showing that you are informed. Sometimes frequent job changes only indicate that the HR department of a complex group of companies transferred an employee from one legal entity to another, while he continued to perform the same work in the same place. And it’s easy to find out about such things even before a personal meeting.

Make sure nothing interferes with the interview

We are talking about funny organizational little things, which in practice, unfortunately, can ruin everything in a big way.

If you spent two months chasing the ideal candidate for a top position, spent three hours persuading him to come to a meeting and took the client away from important matters in order to participate in this interview, it will be very disappointing to forget to book a meeting room. Of course, in the end you will get out, but it is unlikely that an interview conducted in the corridor on boxes will have a good effect on the candidate’s motivation and will strengthen your contact with the client. In a word, make sure in advance that the candidate’s directions have been sent, his pass has been ordered, the meeting room is free, the printer has not run out of ink, the client remembers about the meeting, etc.

This is the first contact with the candidate, as a result of which he will already draw some conclusions about the company and the position. And if you repeat every word, trying to outshout your colleagues, machines or hammer drill, the conclusions may turn out to be quite disappointing. Find an opportunity to talk in a quiet place, make sure you won't be distracted by calls. If you have to make a call in front of your colleagues, think in advance about how to answer questions that you cannot discuss in front of them. For example, when asked about salary, apologize for not being able to directly state the number, but ask the candidate to voice his expectations and comment on them.

Add to calendar

It would seem like a completely obvious thing, but conducting this interview is probably not your only task for the week, and there is no guarantee that you won’t get carried away and forget about it. Don't rely on your memory. Set a reminder in your phone, task planner, or circle the date and time on a calendar that hangs in a visible place.

It is important not only to remember to come to the interview yourself, but also to notify other participants in advance if their presence is required at the meeting. Agree on a time that is convenient for everyone before making an appointment with the candidate.

If the first time you called at an inconvenient time for the candidate and agreed to call back later, be sure to note this for yourself. It’s much easier to forget about this than about an appointment.

Word to the candidates. Preparing for an interview with an employer

Select the most appropriate description of the recruiter's actions in preparing you for an interview with an employer (multiple choice)

Discussion of feedback based on the results of the interview with the employer

Prepare an interview plan

I recently attended an interview conducted by the head of the personnel department of one company. After asking three or four questions, she said goodbye to the candidate, coming to the conclusion that there would be no cooperation: the girl said that she would like career growth, but the company could not offer it at the moment. Out of curiosity, I talked with the candidate and found out that career growth was by no means a priority for her; she was much more interested in expanding her functionality compared to her current place of work. “Unsuitable,” according to the head of the personnel department, the position just assumed such an expansion. In addition, the conversation revealed several other factors that clearly indicate that the candidate and the company are a great fit for each other. And if the interviewer had carried out the interview to the end, asking all the questions as planned, and not interrupted it after ten minutes of conversation, the vacancy would most likely have been filled. This is a very important point: you need to not only draw up a plan, but also stick to it until the bitter end, even if it seems to you that everything is clear with the candidate from the first words. This is especially true for recruiters and consultants.

The plan does not have to be drawn up individually for each candidate - you can and even need to use a universal template, slightly changing the wording and supplementing the main questions with clarifying ones (precisely those that you came up with when studying the candidate’s resume). A single plan for all cases is also convenient because it is convenient to transfer clearly structured information to other search participants.

Here is an interview plan that I developed for hiring line personnel. It also turned out to be useful for novice interviewers interviewing candidates for any position. The plan includes the basic questions to ask the candidate to obtain the information necessary to make a decision. The main advantage of this template is its simplicity, thanks to which even a novice recruiter can use it. The only difference will be in the depth of elaboration of each issue. You can use this plan or develop your own.

Interview plan

I would like to note right away that during a face-to-face conversation with a candidate whose formal suitability for the position has already been confirmed over the phone, it does not matter where you start and where you end. For the sake of establishing contact with the applicant, you can always sacrifice the planned sequence of questions, even if you have rehearsed it for a long time in front of the mirror. The only rule that must be followed strictly is to ask all questions. (Of course, with the exception of those cases when the candidate, answering one question, grabbed the next one and answered it too.) Answers can be written down at the bottom of the same sheet of paper, simply numbering them - this way you will save time.

When you first call a candidate, the structure of the conversation should be more rigid: ask filtering questions first so as not to waste your and other people's time. We are talking about clarifying the most important formal criteria. For example, if you need an employee who speaks perfect English, first ask the candidate about his language level. If it turns out to be insufficient, there is no point in continuing the conversation. Is English like your interlocutor’s native language? Move on to the rest of the hard criteria. And only after making sure that the candidate fully complies with the formal requirements, start talking about motivation.

Another advantage of the above plan is that it is generally intuitive. However, in order to completely remove all the questions, let's look at it point by point.

Here, I think, everything is clear.

2. Position, company, business task and area of ​​responsibility at the current moment

This information allows you to once again make sure that the candidate suits you according to all the strict parameters. You can find out everything that raised questions when reading the resume or was not discussed over the phone (if this is a personal meeting). In addition, stating the current status avoids many misunderstandings. For example, it often happens that a candidate left his previous job several months ago, but still lists it as current in his resume. Or it follows from the resume that the person has not been working for the last couple of months, but in fact he has already managed to find a new position, but at the same time continues to search. Agree, this changes the picture somewhat and clearly requires additional questions. There was such a funny case in my practice: a candidate was called to offer a job, and it was found out that he was already working in the same company in a similar position.

3. Motivation

This is the largest and most important block of questions. Separately, I would like to emphasize its seriousness for hiring managers, who often consider questions about motivation to be “HR” and not relevant. In practice, motivation is sometimes even more important than meeting formal requirements. After all, the missing skill can often be learned, whereas with inadequate job expectations, the person will likely quit quickly and you will have to go through the pains of finding a new employee all over again.

If you are one for all

If recruiting is not your main profession, you should not try to carefully analyze motivation over the phone. Make sure that the candidate is formally suitable for you and has at least some motivation (that is, he does not refuse the vacancy immediately), and invite him to a meeting. With a face-to-face conversation, it is easier to understand whether the candidate's expectations match what you have to offer, and it is also easier to sell the vacancy to a suitable but not very interested candidate.

In the interview plan, questions about motivation are divided into two lines, which can be roughly described as follows: “about the future” and “about the present and past.” The questions from the top line, dedicated to the future, are quite difficult for a novice recruiter. However, in any case, ask them - they will be key to making a decision. If it’s difficult for you to formulate questions, use the most primitive ones: “How would you like to grow professionally?”, “What career growth are you interested in?”, “What material growth do you want?” The simpler the wording, the more likely it is that the candidate will answer clearly, will not go off to one side, and you won’t have to ask dozens of new questions to get the conversation back on track.

The questions from the second line sound even more specific; even those who are conducting an interview for the first time in their lives usually have no problems with them. The point here is that you are asking the person to describe their personal, real-life experiences, not hypothetical situations. Trying to get information about whether a candidate will fit into the company by asking an impersonal question like “What should an ideal team look like?” will at a minimum create awkwardness (if not make you look like a strange person). But asking someone to tell you about the best team in which a person has ever worked will probably give a good result. For example, if a person begins to enthusiastically describe the atmosphere of mutual assistance and almost family-like relationships between colleagues at his previous job, and there is fierce competition in your company, this is a clear signal that you are not particularly suitable for each other.

The answer to each question from the “Motivation” block must be checked by asking additional questions: “Why is this good/bad?”, “Why is this good/bad for you?” This way you will understand what stereotypical beliefs the candidate has. By the way, this technique also works great when you need to interest a person in a vacancy. For example, I often come across a situation where a candidate refuses a meeting with a Russian employer, stating that he is ready to work only in a Western company. Afterwards, it usually turns out that the issue is not at all about the “nationality” of the employer, but, for example, about the white salary that is needed to take out a mortgage. Or in a clear management structure, which, in the applicant’s opinion, is found only in foreign companies. There can be a lot of options. Sometimes it gets funny. I once had the opportunity to communicate with a candidate who wanted to work exclusively for a German automobile company only because his father believed that only German manufacturers were worth considering.

And finally, my favorite example is about Ivanovich. I often bring it to trainings.

Recruiter:“Tell me about your best boss.”

Candidate:“Ivanovich, from the tractor factory.”

Recruiter:“What was he good at?”

Candidate:“He was strict, no one could steal from him.”

Recruiter:“Why was that good for you?”

Candidate:“We have a collective bonus, but I have a mortgage, I need money.”

I think the conclusion is obvious - from a thief (in the interviewer’s possible view) the candidate immediately becomes a decent father of a family.

To analyze the candidate’s motivation more deeply, in addition to the questions on the form, you can use the “Vector Motivation” technique given in the chapter “Setting up a search problem.” Especially if the candidate himself finds it difficult to evaluate. Ask the candidate to measure his professional, career and financial motivation at his previous job as a percentage. And then compare the results with what your company can offer him. This simple visualization technique will help break the ice in a conversation with a candidate, and give him something to think about after his meeting with you. In my practice, candidates have often come back and said that they thought again about what motivates them and changed their mind about their motivation. There can be either more or fewer vectors (that is, parameters for assessing motivation) - I give the main ones.

4. Achievements

Most people are happy to talk about their successes, but many exaggerate or devalue their results. Your task is to identify real achievements. Don’t hesitate to ask clarifying questions about functionality, team structure, project details, etc. If you are considering a candidate without work experience, ask him to talk about achievements in school, social life, etc. Without analyzing a person’s accomplishments, it is impossible to understand how It is he who achieves goals and overcomes difficulties. And, believe me, by the age of 20, every person manages to achieve a lot. The question is whether these achievements are interesting to you.

STAR principle

To get clear information about each candidate’s achievement, you can use this simple scheme:

Situation - situation: “What situation, what problems did you encounter when you started work?”

Task - task: “What was the task and who set it?” Action - action: “What did you do?” (we analyze the candidate’s actions step by step). “In your interaction with such and such a colleague, what did you do, what did he do?”

Result - result: “The result of your work? Why can this be considered your achievement?”

5. Current income, expectations

This point needs to be discussed in as much detail as possible, in detail: what the candidate’s monetary remuneration will consist of, whether bonuses and thirteenth salaries are expected, what will be included in the social package, etc. I think you yourself understand perfectly well why all this is needed. At the same time, a complete understanding of the candidate’s current income is no less important than his expectations. The fact is that often people, for some reason (including advice from a friend), unreasonably raise these expectations. For example, a person’s current income is 70,000 rubles, and he unexpectedly asks a new employer for 300,000. Having heard about the current income, you can absolutely calmly offer the candidate 150,000, as you intended, and reasonably expect consent.

6. Job search history

This point often allows you to get details that were left out when discussing other issues. For example, information about how a person approaches his job search can reveal a lot about his motivation. In addition, this often makes it possible to snatch a successful candidate away from under the nose of a competing employer. For example, during an interview it may turn out that the candidate has already passed two out of four interviews at another company, which means that he will most likely receive a job offer in a couple of weeks. And if in your company it takes more than a month to complete all stages of the assessment, there is no reason for the candidate to wait that long. If this specialist is truly ideal for an open vacancy, knowing the situation will allow you to speed up your decision making and make an offer before your competitor. And, of course, the history of a job search is an excellent source of information about how a person makes decisions and acts in difficult situations - balanced and systematic, or fussy and inconsistent.

7. Future action plan

Any communication with a candidate must have a clear outcome: either a polite message that he is not suitable, or an agreement on further actions. Never promise to call back if you don't intend to. Find the words to say good-bye to the applicant who didn’t suit you. The manner of refusal is part of your company's image. And from a purely human perspective, you understand that every contact with an employer creates a lot of expectations for the candidate. In some sense, this is always stressful, and the uncertainty in such circumstances is especially depressing.

If one or more additional interviews are required to assess a candidate, precise arrangements must be made as to when these will take place. If you doubt the need to continue communication, take a break, but immediately clearly state how long it will last, and after this period, give feedback in any case. In the most extreme case, a wording like “We will call you back within two to three days if we make a positive decision” is suitable. In this case, the person will stop waiting for a call when the agreed period has passed.

Get ready for negotiations

Unfortunately, many recruiters (especially hiring managers) tend to take a dominant position and turn the interview into an actual interrogation. This behavior is usually based on the stereotype “he needs a job, let him try,” which has nothing in common with reality. An interview is not a casting, but a negotiation between two parties who are equally interested in a successful outcome. You offer a professional money and certain working conditions in exchange for his knowledge and skills, he evaluates you in the same way, and the tone “come on, dance” is completely inappropriate here. A good candidate can be scared away by the interlocutor's barely noticeable arrogance, not to mention outright rudeness or indelicate questions about his personal life. By the way, this point deserves to be mentioned separately: always formulate questions that affect the candidate’s personal space with the utmost care. Optimal option: “Tell us what you see fit about your family.” If the candidate does not consider it necessary to say anything, leave this topic and inform the manager of the required sensitivity. A person has every right not to talk about his personal life. If the candidate’s personal characteristics are important, look for his profiles on social networks; now almost everyone has them.

Keep it simple

What irritates candidates the most are recruiters who keep asking them strange and difficult questions.

Most of the cunning ways to find out from your interlocutor what he is not talking about directly not only does not provide any new information, but also puts you in the most unfavorable light. Exceptions here are very rare, and only recruiters with very high qualifications and a lot of special knowledge are able to act in this way. In my opinion, the best way to find out everything you need from a person is to speak with him openly and as equals, without pretending to be either a great psychologist or a bearer of some sacred recruiting knowledge. Of course, you shouldn’t be too familiar with the candidate either - just be a live person, speak normal language and ask exactly what you want to ask. Ask again if something is not clear, ask to explain everything in simpler words if you do not know professional terminology. You will not lose authority in the eyes of the candidate, but on the contrary, you will win him over. And even if he doesn’t get the job, he will remain on your list of professional contacts as a person you can turn to for expert advice or recommendations if necessary.

Rules for a successful telephone interview

• Be tactful: if the candidate doesn’t pick up the phone, don’t keep calling him until he wins, don’t wait longer than five rings, don’t write multiple SMS (one is allowed). No matter how much you need him, remember that this is just an interview and not a matter of life and death.
• First of all, create an opportunity for yourself to conduct an interview: introduce yourself, check whether the person is comfortable talking, explain how long the conversation will take, and ask if he has that time now.
• Call back exactly at the appointed time, unless you have agreed on flexible deadlines in advance.
• Immediately explain the purpose of the call: are you offering a specific position or are you calling with an eye toward the future.
• If you are not sure that a person is suitable for the proposed position, do not say that the outcome of the conversation will determine whether you will consider him or not (especially if you are a recruiter or consultant). Choose language like this: “I don’t know exactly how to present the project to you yet, since it is somewhat confidential and I don’t have much information about you.”
• If a personal meeting is appropriate, offer it. However, be sure to clarify whether this meeting will be for a specific project or for the future. In the second case, offer to talk in person only if you really have time for this and the candidate has the desire. Don't be intrusive.
• If you are a consultant and can't get a promising candidate to meet with you, contact the client and ask him to call the candidate. (However, this is only permissible if there is established contact with the client, and it is advisable to agree on this possibility in advance.)
• If in doubt, discuss the candidate with colleagues and/or the client and only then invite him to a meeting.

Rules for a successful meeting with a candidate

• If you are not conducting the interview alone, agree in advance with your colleagues on roles, questions, and the structure of the conversation.
• Everyone present in the room must introduce themselves. Anonymous observers are the best way to ruin an interview.
• Agree on the length of the interview (and keep track of the time), as well as the composition of its participants.
• Be polite and hospitable, remember that the candidate is a client. If cooperation does not work out, he will remain an external bearer of opinion about the company.
• Start with a short two-three sentence presentation of the company, then ask the candidate all the questions and only then sell the company and the vacancy. In this part, it is necessary to present the company, corporate culture, opportunities for professional growth, position, manager, team, activities, taking into account all specified factors of the candidate’s motivation.
• Follow the 80:20 rule - the candidate speaks 80% of the time, you do the remaining 20%.
• Don’t try to be a psychologist or psychic, don’t overthink or make assumptions - check and clarify all the information about the candidate. For this purpose, use the two questions that I have already mentioned: “Why is this good/bad?”, “Why is this good/bad for you?”
• Keep it simple, ask direct, understandable questions. Provocative questions are unconstructive and almost always useless (and often incomprehensible to the person asking); impersonal and other projective questions without special training and an interview entirely in the same style will sound strange and will not give results.
• Remember that there are no bad candidates - there are suitable and unsuitable candidates for a given vacancy.

And in conclusion, there are three main signs by which you can understand that the interview was successful:

1. Do you have enough information about the candidate's suitability for the position?
   Of course, calling a candidate back and asking a question that was missed during the meeting is not a crime. But if 5, 10, 15 questions require clarification, it means the interview was conducted poorly.
2. There is an opportunity to make a decision
   This means that there is not just enough information - it does not raise questions and consists of facts, not your conjectures. In this case, as a rule, there is no need to take a break - the decision to stop or continue communication with the candidate can be made immediately.
3. Detailed records available
   An interview is not a meeting of candidate Ivan Ivanov with you personally, it is his meeting with the company that you represent. And the results must be documented so that they can be communicated to all stakeholders. Among other things, this will avoid the stupid situation when the candidate is asked about the same thing during three interviews with different company representatives.

Word to the candidates. First phone call

Rate the quality of the recruiter’s communication (on a five-point scale from 1 to 5, where 1 is the lowest level, 5 is the highest)

First interview with a recruiter

Did you have a personal interview with a recruiter?

We analyze and draw conclusions

I highlight the adoption of the first decisions in a separate chapter not on a whim - they are significantly different from all subsequent ones (both intermediate and final). In essence, we will talk not so much about decisions as about conclusions - about the correctness of drawing up the technical specifications, about the state of the market, about the level of mutual understanding between the client, the recruiter and the consultant.

In my practice, there have been cases when vacancies were filled after meeting with the first candidate. This usually means that the technical specification was drawn up flawlessly, nothing in the company changed during the sorting of resumes and telephone interviews, the recruiter and consultant did an excellent job, and the client clearly knew what he needed from the very beginning. This also means that all participants in the search were very lucky.

Much more often, the first candidate is completely unsuitable, and not at all because his resume lacks the competencies listed in the technical specifications. It’s just that only after meeting a living person who fits a carefully thought-out description can one judge with confidence that everything in this description is truly correct. It often turns out that either the client formulated his request incorrectly, or the recruiter and consultant misunderstood it. It is for this reason that the first interview should be carried out as early as possible (at Aveco, for example, we guarantee our customers to provide the first candidate within a maximum of five working days). This approach is much more effective than lengthy processing of resumes and searching for several “ideal” candidates - after all, if an incorrect technical specification is discovered at the very beginning of work, it can be corrected without missing deadlines.

First candidate

1. The first candidate must fully comply with the formal requirements of the technical specifications (hard skills)

I have already talked about this in previous chapters, but repetition will not be out of place. Since the first candidate acts as a kind of litmus test for double-checking the technical specifications, he cannot be “conditionally suitable”. From the optimal three candidates for making an informed decision (a little higher than the required level; a little lower; the required level), the first interview should be conducted with the applicant who absolutely matches the position. Otherwise, it will be difficult to make a decision based on the results of not only the first interview, but also all subsequent ones. If the position is not balanced and there are, in principle, few suitable candidates on the market, it is better that the first applicant does not meet the specifications based on salary expectations, rather than formal criteria.

2. Analyze your conclusions about the first candidate especially carefully.

If you are a recruiter or consultant, it is about the client's reaction; if you are a client or one for all, it is about your own reaction. If a candidate appears to be unsuitable, it is important to clearly understand whether it is because the candidate's competence or motivation truly does not match the position profile, or whether the position profile has been created incorrectly. In small dynamic companies, it also happens that during the analysis of the resume the situation changes, and by the time the first candidates appear, the technical specifications require adjustment. For example, someone else in the department quit, and part of its functionality is planned to be transferred to a new employee. Or the company was bought and the staffing table is seriously changing. Another reason why the right candidate doesn't seem like one is very simple: we are all human and tend to look for the best when there is good. Let’s say that to successfully work in a position you don’t need experience in managing key clients at all, this is reflected in the search task - but, of course, it would be better to hire a more experienced person. If such a situation arises, it is worth returning to the description of the required competencies and once again analyzing them using the “What? What does it look like? For what?"

3. Do not rush to refuse the first candidate

Of course, if a person is categorically not suitable and you have no doubts about this, you need to refuse immediately (in recruitment there is nothing more harmful to a company’s reputation than endlessly keeping candidates “on hold”). However, if in general the candidate is suitable, although it seems that much better can be found, do not rush to refuse. Again, there is no need to turn on the “waiting mode” - it is better to say that the first stage has been successfully completed, and subsequently meet with the candidate again. This way you will form a positive image of the company in him. In addition, there is a high probability that the first candidate will indeed be the best. I have more than once encountered situations where clients, confident that they would definitely find something better, in the heat of the moment decisively rejected the first candidate, and were subsequently forced to persuade him to return.

4. Don't rush to hire the first candidate.

This situation is less common, but still: the first candidate seems ideal. As I already said, in some cases it will be so, but you shouldn’t make a final decision without talking to at least two or three applicants.

An interview with the first candidate, conducted literally in the first days of working on a position, can be indispensable if the client does not want or cannot actively participate in the search. As a rule, managers are much more willing to devote ten minutes to a short conversation with a real person than to long “theoretical” meetings devoted to clarifying and adjusting technical specifications. Presence at the first interview and analysis of the feedback received from the client will help you understand whether you are moving in the right direction.

Decisions, waiting mode and human FACTOR

Making decisions on the next two or three candidates is not much different: a thorough analysis of the information received, reconciliation with the technical specifications, refusal in case of discrepancy and moving to the next stage if there are no serious deficiencies. The main thing, I repeat once again, is to avoid the standby mode.

If the need for it arises often, most likely you are doing something wrong even at the interview stage. After a well-structured conversation with a candidate, serious doubts usually do not arise.

Separately, it should be said about decision-making in a situation when a candidate, whose experience and motivation fully corresponds to the profile of the position, is simply not liked by the client. Of course, in an ideal world such cases should not happen, and most large companies believe that the human factor should not play a role in personnel selection. However, we live in the real world, and the argument “I just don’t like it, it won’t work out” quite often turns out to be decisive. Of course, it is rare that a manager will speak directly about his personal dislike. Rather, he will purposefully look for more objective, in his opinion, reasons. Or answer something like: “Well, somehow it’s not very good, it didn’t light up, we’ll see.” However, if it is clear that in fact the reason is in a subjective assessment (yours or the client’s), be sure to formulate this and analyze whether the hostility is situational or permanent. Perhaps the candidate was not liked simply because the meeting with him took place immediately after unsuccessful negotiations. In this case, refusing the applicant would be clearly unprofessional and even stupid. If a person is really unpleasant (for example, he resembles an ex-wife or a long-time enemy), and it is difficult to get rid of these associations, then it is better to continue the search and settle on another applicant. Yes, this is not very professional, but there are no ideal people in the world who are able to completely and completely leave their personal qualities outside the office.

Word to the candidates. Compliance by the recruiter with deadlines and agreements

Did the recruiter provide the necessary additional information that you agreed on during the interview?

Did the recruiter provide feedback based on the employer's review of your resume?

If you are one for all

At the decision-making stage, it is especially important for you not to act alone. Be sure to contact experts with whom you established contact in previous stages to discuss your findings on candidates. Ideally, you will have the opportunity to do this with professional recruiters, otherwise at least get the opinion of your colleagues. Sometimes, if the candidate does not object and the meeting does not involve discussing confidential information, you can even ask the expert to be present at the interview. If you're interviewing alone, be sure to meet with candidates several times before making a final decision (to avoid repeating yourself, come up with questions for the final interview, such as personal hobbies or retirement plans).

FEDERAL EDUCATION AGENCY

STATE EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION

"ALTAI STATE UNIVERSITY"

FACULTY OF POLITICAL SCIENCES

DEPARTMENT OF DOCUMENT STUDIES

"Interview"

Completed by a student

3 courses, 1472 in group

Ainura Novruz kyzy Besedskaya

Scientific adviser:

teacher

Anastasia Evgenievna Berezina

Barnaul 2010

ABOUTheadship

• Introduction
• Chapter 1. Basic characteristics of the interview
• 1.1 Concepts and types of interviews
• 1.2 Stages of conducting an interview
• Chapter 2. The role of interviews in personnel selection
• 2.1 Interview as a method of personnel selection
• 2.2 Interview questions when recruiting personnel
• Conclusion
• Application
• List of used literature

Introduction

The relevance of this research topic is of great practical importance in the personnel selection process, since with the effective use of a method such as interviews, it is possible to select the most worthy potential employees on whom the future of the organization will depend.

The relevance of this method, first of all, lies in the fact that when it is used, the source of primary sociological information is a person (respondent) - a direct participant in the studied social processes and phenomena in the sociocultural sphere.

In order to understand the complexity of the interview and deal with the most pressing issues of this topic, this work reviews literature that is interesting in its content from the point of view of practical and theoretical significance. I would like to highlight the following authors.

Brown L. Image - “The Path to Success.” In my work, I revealed the fundamental points related to how to correctly and more advantageously present yourself at an interview with an employer, so that you are noticed and invited to work as a specialist in an organization. Revealed the secrets of compiling interviews by large global enterprises. He spoke about the features of compiling questionnaires and preparation methods and the development of a step-by-step interviewing process.

Ivanova S.V. "The Art of Recruitment: How to Assess a Person in an Hour." This is simply a unique guide for those employers who want to find truly worthwhile specialists with creative potential and maximum work readiness for work. This is a manual that describes all the methods for revealing a person’s creative potential, as well as a number of methods for revealing talents and various kinds of abilities that almost every person has.

Butenko I.A. “Questionnaire survey as communication between a sociologist and a respondent.” This paper describes the methods of questioning and interviewing as the most effective methods for unlocking the potential of creative resources in a person, and how to identify these abilities in a person in a short time with the greatest efficiency. And also how to correctly compose questionnaires and how to most effectively obtain the maximum number of high-quality answers.

“Introduction to practical social psychology.”/ Ed. Yu.M. Zhukova, L.A. Petrovskaya, O.V. Solovyova. Reveals the psychological and socio-moral aspects by which candidates for positions are screened using the interview method. It also gives a complete description of the methods that managers most often resort to when selecting candidates for vacant positions through interviewing.

Khmelko V.E. "Social orientation of the individual." This work examines the concept of personality-direction-character, and also states that different types of interviewing should be applied to people with different temperamental traits, since a person’s personal characteristics are revealed differently under the influence of the same factors and techniques.

The object of the study is an interview.

The subject of the study is the principles that reveal aspects and elements associated with the concept of an interview.

The main method by which this topic was studied is structural-functional analysis. Method of analysis and differentiation of data on this topic with interpretation at the current stage of development of the interviewing method in the organization. As well as a historical analysis of the literature on the origin and development of the interview method as an independent method in sociology.

The purpose of the work is to study and analyze the concepts and principles of conducting interviews when selecting personnel for an organization, as the most appropriate and effective.

The objectives of the work are to reveal the concepts and principles of the interview, dwell on the main elements of the interview, consider by what criteria, stages and stages the interview takes place.

This work is of great interest for a modern organization, since the novelty of this topic is determined by its practical significance. After all, the selection of personnel for an organization is largely characterized by the correct choice of the method of interaction with potential employees to determine a suitable candidate, therefore, this is a complex and time-consuming process, which must contain those methods and techniques that will most effectively solve the problems and issues of the organization’s management. And the interviewing method is one of the most accurate, clear and productive methods in resolving this issue.

The scientific novelty of the topic is determined by the fact that in my work I tried to reveal the main number of factors characterizing the interview, since various literature does not discuss this topic very fully and in detail, and such an aspect as interviewing during personnel selection is almost never fully covered. In my work, I tried to reveal the main aspects of the interview and highlight the basic rules by which the interview takes place, and determined the practical significance of the interviewing process in personnel selection. I tried to enter the role of a person answering the employer’s questions when applying for a job, and formulate answers to the most asked questions to reveal my creative potential, as a future employee, in the eyes of the employer, to obtain a vacant position. I included a number of books with the most interesting and unusual approach to the concept of interviews.

The structure of the work includes two chapters with two sections in each chapter. The first chapter reveals the main characteristics of interviews, concepts and types of interviews, and stages of conducting interviews. The second chapter talks about the role of interviews in personnel selection, interviews as a method in personnel selection, as well as interview questions in personnel selection.

Chapter 1. Basic characteristics of the interview

1.1 Concepts and types of interviews

An interview is a method of obtaining primary sociological information through direct, focused conversation between the interviewer and the respondent. Interviews, as a sociological method, are used in the process of recruiting personnel for an organization, and are considered one of the best methods for determining the creative and professional potential of a specialist.

Interviews are usually used, firstly, at an early stage of research to clarify the problem and draw up a program; secondly, when interviewing experts, specialists deeply versed in a particular issue; thirdly, as the most flexible method that allows taking into account the personality characteristics of the respondent.

According to V.A. Yadov, for whom an interview is a conversation conducted according to a specific plan, which involves direct contact between the interviewer and the respondent, and the latter’s answers are recorded either by the interviewer (his assistant) or mechanically. But this definition probably only covers formal interviews, since a certain predetermined plan is assumed.

A more general definition seems to be given by Dobrenkov V.I.: “An interview is a method of obtaining the necessary information through a direct, focused conversation between the interviewer and the respondent.” From this it is clear that the author focuses primarily on conversation as the basis of the interview.

The interview method continues to be one of the main methods of collecting information to this day. The subject areas for which it was and is used to study are extremely diverse. Along with the widespread practice of using this method, the efforts of many scientific teams were aimed at developing an effective interview methodology and improving interviewing procedures, techniques and techniques. Averyanov L.Ya. The art of asking questions: Notes from a sociologist. M. Science,: 6-75 p. His methodological sophistication is evidenced by the fact that back in 1929. American sociologists distinguished 17 interview procedures and 64 types of techniques and means used in conducting interviews. Interview is a specific research method characteristic of social cognition. M. Weber called this method of collecting information “royal.” It is inaccessible to natural sciences, because “rocks don’t talk.”

Its advantages over a written survey are as follows:

· When interviewing, it becomes possible to take into account the level of culture, education, and degree of competence of the respondent;

· This method makes it possible to monitor the interviewee’s reaction, his attitude to the problem and the questions posed; if necessary, the sociologist has the opportunity to change the wording and pose additional, clarifying questions.

An experienced sociologist can see whether a respondent is answering sincerely or not, which is why interviews are considered the most accurate method of collecting sociological information. When conducting a survey, communication is completely mediated by the questionnaire: the surveyor is passive, the content and meaning of the questions are interpreted by the respondent himself in accordance with the ideas and beliefs that he has developed regarding the essence of the problem being discussed. The respondent independently formulates his answer and records it in the questionnaire. It is obvious that to obtain the same amount of information when using the interview method, much more time will be spent than when using the questionnaire method. Alan E. Ivey, Mary B. Ivey, Lynn Simek-Downing..M.: Counseling and psychotherapy. - New York, 1997. -900s Belanovsky, S.A. Individual in-depth interview / S.A. Balanovsky - M.: Publishing house S.A. Balanovsky. 200-300s.

Types of interviews when recruiting personnel:

· Regardless of whether the company manager or a staffing agency employee is recruiting, the same interview methods are used to assess the personal and work qualities of the applicant. If testing and questionnaires during personnel selection automate and mechanize the work of personnel officers to some extent, then an in-person or correspondence interview provides more opportunities to obtain the most important information. Depending on the structured personnel selection methodology, there are many types of interviews, each of which is suitable for its own case;

· Brief telephone interview. This is the most common and least time-consuming type of interview, which is conducted by a personnel specialist after studying all written resumes and questionnaires from applicants for a given vacancy. A telephone interview is a universal way to obtain operational information about a candidate with the aim not so much of clarifying biographical data, but of determining his general mood and interest in the job. The main disadvantage of this interview method is incomplete and biased information due to its brevity and remote format. Advantage - a telephone interview is suitable for recruiting personnel for any vacancy;

· Traditional structured interview. A convenient way to obtain comparative characteristics of a candidate, since this type of interview contains an approved list of questions for a specific vacancy or category of personnel. After a short block of questions about previous jobs and responsibilities, questions about professional skills follow, then about personal passions and hobbies. There may be a lot of questions, but the main advantage of this interview method is the ability to compare the answers of several applicants and reasonably choose the right one. The interview is convenient because the applicant will be asked the right questions. This eliminates inaccuracies and errors in personnel selection. Used for almost all line positions;

· Free unstructured interview. This type of interview is used in cases where there are not very many applicants for a position and the position itself is quite creative, where tough standard type questions will not allow you to get the overall picture. A HR specialist with extensive experience can use this interview method at a good level. The main thing in an unstructured interview is complete freedom in constructing a conversation and interpreting answers. The personnel officer can reveal the topic most fully, finding out the main preferences and hidden qualities of the candidate;

· Situational interview. Used to obtain important data when recruiting personnel for management positions, as well as vacancies for managers with a high level of responsibility. In essence, this type of interview is a special psychological test, adjusted to meet the requirements for the specific responsibilities of the future employee. For each situational interview question, several answer options are offered that are more or less close to the “correct” ones. However, the assessment of the totality of answers should be carried out not by a specialist from a recruitment agency, but by a group of experts - managers, specialized specialists. Analysis of responses by a group allows you to obtain objective results;

· Expert group interview. A fairly common and quite effective type of interview for recruiting personnel and a large number of employees for retail trade, sales consultants, catering employees, etc. Conducted by a group of experts from a company or recruitment agency in the form of a general meeting of several dozen candidates, who are given the opportunity to speak to the audience with comments on a personal assignment. Often, applicants are asked to demonstrate the process of selling a specific company product, as well as verbally present themselves and their skills in the best possible way. The disadvantage of this interview method when recruiting personnel is the impossibility, due to the excessive activity of some candidates, to objectively assess the abilities of calmer and more competent specialists;

· Sequential or step-by-step interviews. In Russia, this type of interview is used with a hierarchical emphasis, when a step-by-step conversation is conducted when selecting personnel for a position with narrow responsibilities. Typically, the interview begins with a human resources employee and ends with an executive or senior manager of the company. In the case of using sequential interviews in a recruitment agency, the hierarchical order is maintained - from bottom to top. The conclusion is made jointly based on the criteria for this type of interview, for different people to evaluate the specific qualities of the applicant. The downside is the large amount of time spent on the conversation process itself, and on coordinating and evaluating the opinions received;

· Stress interview. A special type of interview that is necessary when selecting personnel to work in conflicting or difficult conditions for normal communication. During the conversation, a personnel specialist with special skills in conducting aggressive dialogues provokes the applicant into a forced reaction. Basically, a stress interview is used to identify such qualities as resistance to stress, balance, the ability to react correctly in unusual situations, and select arguments for a reasoned answer. The interview is quite difficult to conduct, personality-oriented, but absolutely necessary for recruiting personnel for complex positions associated with active communication. Andrenkov V.G. Maslova O.M./Methods of collecting sociological information. Toolkit. M.: 101 p.

There are no strict recommendations on the use of specific types of interviews, except in objective cases of mass recruitment. Managers and specialists of recruitment agencies, as a rule, know the tasks facing them and choose an interview package for successful recruiting, depending on the situation.

The features of the interview are manifested in different ways in its various organizational forms:

· Interview at the place of work, classes, that is, in the office premises. It is most appropriate when production or educational teams are studied, the subject of research is related to production or educational affairs. For example, if a conversation with participants and propagandists takes place in conditions that are familiar to them, where they usually work, then all the circumstances related to the subject of the interview are more quickly updated in their minds;

· Interview at the place of residence. It becomes preferable if the subject of the survey concerns problems that are more convenient to talk about in an informal setting, free from the influence of official or educational relationships. Such conversations are usually devoted to issues of leisure, the organization of ideological and educational work at the place of residence, the work of cultural and public service enterprises, etc.;

· At home, a person has a lot of time. Under normal conditions, he is more willing to answer pressing questions that require the communication of critical information about negative factors and phenomena. The conversation becomes less formal than in an office setting.

Regardless of the location of the interview, it is worth taking care to eliminate or at least reduce the influence of “third parties”. Experience shows that even the silent presence of a “third” person (co-worker, family member, guest, neighbor) during an interview, as a rule, influences the psychological context of the interview and can cause a bias in the content of the respondent’s answers. If a group interview is being conducted, then it is advisable to place those answering the questions so that they do not interfere with each other, and any possible exchange of opinions between them should be crossed politely but firmly, invariably emphasizing: “I need to know the opinion of each of you, and not your general opinion.” ". Andrenkov V.G.; Sotnikova G.N. Telephone surveys of the population. - M.: 100-110s.

Types of interviews in journalism can be considered on different grounds. Below is one of the classifications (North American model):

· Depending on the type of organizational Interview (press conferences, random, by agreement);

· From the subject of discussion (crime, politics, incidents);

· On the type of interlocutor (well-known, stars, invisible, eyewitnesses of events);

· On the social status of the interlocutor (from the upper strata, equal to the journalist, from the lower strata);

· From the method of communication (face to face, by phone)

· protocol interview, the purpose is to obtain official clarifications on issues of domestic and foreign policy;

· Informational interview; the goal is to obtain information from a competent person on topical issues. The style is close to that of ordinary everyday conversation. The interviewee's responses are not formal statements of the interview;

· Interview-portrait: the goal is to reveal the personality of the interlocutor;

· Interview - discussion: the goal is to identify different points of view and, if possible, different ways to solve the problem;

· Interview - questionnaire: the goal is to find out the opinions of different people on the same issue.

Interviews are also distinguished depending on what requirements are imposed on the journalist’s behavior:

· According to the degree of interview standardization;

· By the nature of the information received;

· In relation to the interviewee's attitude towards the interview.

Types of interviews according to the degree of standardization:

· Strictly standardized

Questions are drawn up in advance, which the journalist strictly adheres to, without deviating either from their wording or from the order of the interview. In this case, questions can be sent to the interlocutor in advance so that he can prepare for the meeting.

· Semi-standardized:

A list of questions is also drawn up in advance. However, during the interview, the journalist can rephrase the questions, change their places, ask additional questions, adapt to the individuality of the interviewee, that is, delve into the area of ​​his special interests.

· Not standardized or free

It does not provide for a pre-compiled rigid list of questions, nor a strict order of topics. The journalist simply outlines what information he needs and tries to implement the plan. This type of interview gives the journalist initiative and gives him a boost. Opportunities for obtaining unplanned information, developing unexpectedly discovered topics and problems.

· Mixed type of interview

Having begun an interview of the first or second type, it develops into a free one, due to an unforeseen situation: the absence of a fact confirming the journalist’s hypothesis.

Types of interviews according to the nature of the information received:

· Interview to obtain purely factual information.

Here, the personality of the interlocutor is important to the journalist only from the point of view of the ease of communication with him: is he competent, does he willingly provide information, how does he understand questions, how logically and clearly does he answer.

· Interview to find out the facts and opinions of the interlocutor about another person or problem.

What is important here is the assessment of opinions: what does it reflect - a personal position or he acts as a member of a group.

An interview to get an idea of ​​the personality of the interviewee. It is distinguished by the particular importance of the psychological atmosphere of the conversation. The journalist is required to pay attention not so much to the actual content of the interviewee’s verbal statements, which will contain facts, opinions, assessments, but to his personality. Shalenko V.N. Sociological research program / V.N. Shalenko.-M.: 1987.-10-162p.

Shostak M.I. Reporter: professionalism and ethics / M.I. Shostak - M.: 25-300 p.

Types of interviews in relation to the interviewee’s attitude to the conversation:

· Interview with an interviewee who willingly cooperates with the journalist.

Interview with an indifferent interlocutor (he doesn’t speak very willingly, but he doesn’t mind either). Such a person does not refuse to meet with the journalist, but also does not help him during the interview.

· Interview with a reluctant interlocutor

For interviews considered from the point of view of attitude, on the part of the interviewee, it is important to establish the reason why the interlocutor behaves in one way or another, the basis on which a positive, indifferent or negative attitude towards the interview has developed. The skill of the interviewer is demonstrated by whether he is able to weaken the motives that hinder the success of the interview and strengthen the favorable ones. But at the same time, in an interview with a talkative interlocutor, it is sometimes difficult not to get him talking, but to keep him within the framework of the topic of interest to the journalist.

1.2 Stages of conducting an interview

The interview scheme includes several stages.

· Establishing the first contact. The goal is to create a favorable atmosphere for conversation.

First, the interviewer identifies himself and the organization he represents, remembering that there is no need to emphasize his personal interest in the content of the interview.

It has been tested in practice that people are usually surprised where their last name came from, why they were chosen, and sometimes they are advised to contact another person (“he is better versed in these issues”). The interviewer should explain that the selection of respondents is carried out “blindly”, not at their own request, often by chance, in order to have a broad and complete picture of judgments and views on the issues being studied.

Such remarks as “Isn’t it?”, “True?”, “What do you think”, etc. create an atmosphere of some trust. It is possible that the interviewee continues to refuse to carry on the conversation (referring to lack of information, busyness). You need to tell him that the questions will be simple and the person being interviewed can interrupt the conversation at any moment. Yakovenko Yu.I., Paniotto V.I. Postal survey in sociological research. M.: 15-30 s.

To warm the atmosphere, the interviewer can start the conversation with abstract topics that seem appropriate for establishing first contact.

· Establishing contact and first questions according to the interview plan.

At this stage, general exploration continues. As in questionnaire surveys, the first information is purely about facts (usual duties, description of living conditions, everyday life). During this period, it should be emphasized that the information received is important and interesting.

Doubts about the competence of the interviewee and other alarming questions are strictly prohibited at the first stage.

· The transition to the main interview questions should be accompanied by introductory words that emphasize the importance of the subsequent conversation.

· Motivation questions are the most difficult stage, where you should use all the possibilities of indirect, impersonal and control questions.

· Encouragement to answer difficult questions is achieved by such techniques as: an attentive look, an approving nod, assent.

Any doubt about the competence of the interviewee or disagreement with his answers is immediately accompanied by assent and approval of his explanations: “Yes, yes, you are right, now I understand what you meant. This is very interesting.”

An important element of the art of interviewing is quickly restoring contact with the respondent in case of loss. The interviewee may, for some reason, refuse to answer questions or begin to answer inappropriately.

a) the respondent does not have the necessary information or finds it difficult to remember. The interviewer should clarify the context to which the events relate.

b) The respondent did not understand the purpose of the question or the nature of the expected answer, and cannot formulate his thought: the same thing must be asked again in other words.

c) The respondent does not want to answer because he is not inclined to be frank on this topic, he does not think that the interviewer will understand him correctly, etc. The question should be posed in an indirect, impersonal form. Khagurov A.A. Social experiment/logical-methodological and social problems.-M.: Rostov-on-Don, 21-100p.

One of the techniques: sounding - "echo". The interviewer simply repeats the last words of the interviewee, emphasizing attention and encouraging frankness. It is important to stop probing in time, the moment contact with the respondent is ever resumed, or the respondent begins to worry. In the latter case, you need to calm him down and move on to the next questions.

· Ending the conversation. During the conversation, the interviewer summarizes the logical parts of the conversation. In conclusion, he may return to some questions, citing the fact that now it seems to him more important than it seemed during the conversation.

The interviewer thanks for the conversation, once again emphasizes that it was very important for the study and that the information that he wrote down will not be used for any other purpose than to study the issue as a whole.

The interviewer may promise to inform the interviewee about the results of the survey as a whole, if he contacts the organization, the address and telephone number that he offers to write down.

Specific methodological studies show that the wording of the question is critical to the quality of the data. Questions and suggested prompts (answer alternatives) should be clear, unambiguous and readable.

Depending on the nature of the answers, questions can be:

· Open questions give the respondent the opportunity to independently formulate an answer that reflects the unique individuality of knowledge, assessments, opinions, and beliefs of the respondent. An example of a question of this type is an interrogative judgment addressed to the interviewee - “What professions, specialties, in your opinion, are the most prestigious in modern conditions?”;

· Semi-closed (along with these answer options, free answers are provided), closed (with pre-formed answer options);

· Direct questions are a type of question that allows you to find out your position or attitude towards any problem, event, fact, etc. For example: “Are you afraid of being unemployed?”

· Questions about facts, the purpose of which is to obtain information about social phenomena and processes in the economic, social, political spheres of society, about the situation in production, an educational institution, about the type of activity of the respondent;

· Questions about opinions aimed at clarifying the respondent’s opinion regarding certain social, economic, political events existing in the country, region, enterprise, etc. situations;

· Questions about knowledge, aimed at finding out what and to what extent the respondent knows about the problem or situation of interest to the researcher;

· Questions about assessments aimed at finding out respondents’ assessment of certain phenomena, processes, events;

· Questions about respondents’ attitudes towards any processes, phenomena, government bodies, parties, etc.

An example would be a block of questions: “How do you feel about private ownership of land? Farms? The privatization of industrial enterprises? The privatization of trade and consumer services?” and so on.

Questions about motives, aimed at clarifying respondents’ subjective ideas about the motives of their actions or assessments. In addition to the above types of questions, sometimes there is a need to ask “sensitive” questions. “Sensitive” questions can be considered any questions aimed at obtaining information that people would normally prefer to keep hidden. Answers to personal or sensitive questions are more likely to be insincere and therefore lead to non-sampling biases in the data. In a number of special methodological studies, it was possible to show that when asking questions related to “sensitive” areas of people’s behavior, it is best to avoid direct formulations such as the question “Have you ever ended up in a sobering-up station”? Indirect formulations usually use the technique of projecting non-standard behavior - onto “other people”, “all people” - and its routinization, that is, emphasizing its routine. Petrovskaya, O.V. Solovyova. - M.: 100s.

In some - rare - cases, the use of a technique borrowed from psychological testing - the "forced choice" method - has been successful. The respondent must select one and 4-5 judgments, each of which has the same negative “loading” on the factors of moral assessment or social desirability. He is warned in advance about the need to make a choice quickly and about the impossibility of another answer (“I don’t know,” “other,” etc.) The task is to choose a judgment that is “closest” to the point of view or “characterizes” the respondent.

For “sensitive” questions that require a fairly detailed answer (not reducible to “yes” or “no”), it is preferable to use fairly long ones consisting of words and formulations familiar to the respondent, as well as open or semi-closed question formats.

Sometimes a sociologist needs to ask several questions that have the same answer categories. In this case, it is advisable to use a table question. The use of tabular questions makes the questionnaire more compact and, in addition, allows the respondent to see the semantic and logical organization of questions of the same type.

The scope of interviewing is extremely wide and varied: it is used in journalism, management, etc. The interviewer must be a politically mature person. Must have a certain level of knowledge and culture necessary to communicate with people of different social status, age, education, in order to remember and reproduce the interview text (often quite extensive) in a conversational manner, and follow various instructions.

And of course, the question arises about the great importance of interviewing for many areas of human activity. Interviewing is sure to become more widespread in the future. Of course, it is still widespread, but not as widespread as we would like. For example, it would be nice in our time to practice interviewing at large enterprises, as is done abroad. This would greatly help managers who do not really know what is going on in the teams of their enterprises make the right decisions. Often decisions are made that contradict the opinions of teams and the public. Butenko I.A. Questionnaire survey as communication between a sociologist and a respondent / I.A. Butenko M.: Sociology and psychology, 220-229 p.

Chapter 2. The role of interviews in personnel selection

2.1 Interview as a method of personnel selection

A suitable person can be found via the Internet, through friends, advertisements or recruiting companies. In any case, it is advisable to clearly understand who exactly the company needs. Well-written descriptions will help you select the right candidate and save you from looking through dozens of “wrong” resumes. Pre-selection (by resume and by telephone) helps to focus on the 5-6 most suitable applicants.

When working specifically with a resume, a candidate’s business card, it is very useful to remember that he could not have compiled it himself. Determining the “authenticity” of a document is almost impossible. So a well-written resume doesn't mean anything. But a poorly written resume indicates the level of the candidate. At the end of the pre-selection stage, it is necessary to interview applicants for the position. Who will conduct it? This could be the owner of the business, the executive director, the HR director, the HR manager... Much depends on the specifics of the company and on who they are looking for - a deputy director or an ordinary commercial agent.

The main purpose of the interview is to obtain key, most accurate information necessary for making a decision. The interview allows you to study the interests and hobbies of the candidate, his motivation and personal qualities, as well as evaluate professional experience and predict career growth. It should be remembered that an interview is a very delicate tool that requires preparation and care in its application. Zimnyaya I.A. Pedagogical psychology. - M.: Rostov n/d.: "Phoenix", 12-100p.

An interview is an integral, but not the only part of the process of selecting candidates for a vacancy (along with checking references), professional and psychological testing, and role-playing games.

An interview is unlikely to be successful if it has not been thought out and prepared in advance. It is important to imagine the answers to what questions you would like to receive. Typically, an interview includes three mandatory stages:

· establishing contact;

· exchange of information (analysis of skills, motivations, compensation, answers to candidate questions);

· ending the conversation.

Before the interview, it is advisable to “preventively” eliminate everything that may distract attention (telephone calls, employees with “urgent” questions, etc.). Create a friendly, relaxed environment to establish contact, find a quiet, secluded place. Your task is to help the candidate feel free and at ease. Meet him kindly and politely, offer tea and coffee. You have 5-7 minutes for him to relax and feel relaxed (general questions are appropriate - about the weather, how we got there...). A pleasant atmosphere during the interview will help not only leave the candidate with a good impression of the company, but also get more adequate information and natural (rather than expected or pre-prepared) answers from him. To control the progress of the interview, it is best to plan the time in advance and write down how many minutes are allocated for each section. The optimal timing of one interview is from one to one and a half hours, while the first and last stages should not exceed 5-10 minutes. It is worth warning the candidate about the time limits and monitoring their compliance. During a conversation, one of the interviewer's tasks is to tactfully guide the conversation in the right direction. Questions with a “tail” are a good help in this difficult task “We have limited time, don’t we? I suggest moving on to the question. Brown L.M. Image is the path to success / L.M. Brown - M.: 10-52p.

When moving on to the main stage of the conversation, it doesn’t hurt to once again remember the purpose of the interview. Keep a list of questions prepared in advance with you and review it as needed. Don't talk too much. Listen more! It is important to fully concentrate on what and how the interlocutor says: on his words, intonation, facial expression, and other non-verbal symbols. Pause.

Feel free to write down facts that are important to you along the way. You can use these notes to take a closer look at the candidate after the interview.

It is advisable to ask “Who can confirm what has been said?” If a candidate says that he does not have the phone numbers of former managers or that it is inappropriate to distract them from work, it is worth checking the accuracy of the information provided by such a candidate. During the interview process, it is necessary to observe the candidate’s behavior and control his emotional state. It is important to track what moments in the conversation are associated with changes in the candidate’s behavior, what was discussed, and what the applicant reacted to emotionally. The manner of sitting, turning, facial expression are signals that help determine the true mood and state of the interlocutor. Correctly use the “non-verbal” information obtained in this way. “You said that you would be happy to take on this project, but I didn’t hear much joy in your voice.”

What and how to ask:

During the interview, find out as much as possible about the candidate’s achievements; they indicate the person’s productivity, professional experience, personal qualities, abilities, preferences, and goals. Ask open-ended questions that require a detailed, common answer. They usually begin with the words: “Please tell us about...”. It is important to trace the algorithm of your interlocutor’s attitude towards life, towards professional and career growth in key life decisions. Most likely, in the future people will only “replicate” such approaches. A person’s explanation of his failures and his attitude towards them is an indicator of his effectiveness and competence. Some consider themselves victims and blame external factors for their failures: a “bad” boss, a “bad” month. Successful, result-oriented people analyze the situation, weigh the pros and cons, draw certain conclusions, and say: “We need a new approach!” and move on. As the Roman poet Virgil said, “They can because they think they can.” The reasons for moving from one job to another are extremely important. It is important to understand why the candidate left his previous job(s), if only to know why he might leave the company he came to hire for. It is also worth paying attention to a person’s attitude towards career growth and self-development. If a person has been working in one position in one company for more than three years, and the range of tasks, their content and scope of responsibility do not change, it means that he has stopped in his development.

Questions should require the candidate to provide specific examples from personal experience. Examples must be recent and relevant to the position for which the candidate is being considered. Questions might be, say, “Give examples of professional achievements that you are proud of”, “Describe your typical work day”, “If you had a choice, what would you do - develop plans and strategies or implement them”, “Have you ever had to fire subordinates, and if so, for what reasons?” Important and often unexpected questions for the candidate: “Imagine that you are already a director. What are your first steps? (A question to find out what the candidate knows). The next question is: “Which of the following actions have you already had to perform”? Give specific examples. If a candidate often says “we”, “our department”, then the efforts of other people are often behind this. It is advisable to find out what he himself did directly. If a candidate often uses “would have done”, “if only”, then most likely he is talking about his capabilities, but this has nothing to do with his specific results to date. Denison D., Toby L. Advertising. - M.: Social advertising, 20-101s.

There is a special STAR (Situation Target Action Result) technique aimed at studying behavior in a particular situation. The candidate is asked only situational questions related to previous experience. For example, instead of asking about readiness to act in unusual circumstances, they ask you to recall a situation when it was necessary to make a non-standard decision in a short period of time. They are asked to talk about the situation itself (Situation), what way out of it he found (Target), describe further actions (Action) and the result (Result). This allows you to imagine how the candidate will behave in the future. It is necessary to have 2-3 behavioral examples for each situation. It is important to ensure that all links in the S-T-A-R chain are highlighted by the candidate and carry specific information about him, and not about the situation as a whole.

It is necessary to constantly analyze what the candidate says, since there is a great temptation to use his own beautiful words to create an image of a professional, becoming a victim of the “halo effect.” If the first impression of a candidate is generally favorable and he is clearly strong in one area, then all other traits, actions and professional qualities begin to be “overestimated in a positive direction.”

If the interviewer “catches” himself in such a feeling, it is advisable to move on to questions that will help identify the candidate’s “weak points”: “Tell me about situations in which you were not up to par,” “Remember a situation when a goal was set, but not was achieved”, “Your most unsuccessful project, ways to solve the problem”, “Remember the most serious conflict in your life and how you got out of it?”

If there have been repeated failures at work, then it is better to find out about this during the interview, and not after hiring the person. However, there should be an equal number of questions aimed at success and questions revealing failures. The ability to listen to your interlocutor and empathize with him does not mean agreeing with him or sharing his opinion. If you say something like “I can imagine how difficult this was for you!” or “It seems that this day was very successful,” then this will precisely show that you are ready to equally rejoice at the successes of your interlocutor and sympathize with his failures. Kurbatov V.I. Sociology. M.: Sociology, 2-50s.

The mere possession of the necessary skills by a candidate is not a guarantee that he will sufficiently use them in his work. It is necessary that the employee likes what he does and that he is satisfied with the result of his work. Therefore, before hiring a person, it is necessary to determine his motivation. Most often, the interviewer in the selection process is guided by what the candidate can do, and rightly so. But besides this, it is also important to understand what kind of work the applicant likes. There is a phrase: “People need money, but they want to enjoy and be proud of their work.” Therefore, it is worth asking the applicant “What did you like most while working at company N?”, “What exactly do you mean when you say “a good boss?”, “What did you not like”? “What exactly were you dissatisfied with?”, “What should the company provide you with so that you work in it with full dedication?”, “What is the essence of success for you?”, “What salary do you deserve and why?” It is important for the employer to understand what the applicant’s driving motive is, i.e. What is more important for a person: a prestigious large company, money, a good team, or serious tasks to be solved. If a potential employee says that he is primarily interested in money, then it is important to remind him that money serves as a leading “motivator” for a short time. “If you have to do a job every day that you hate, how long will you last?” (Naturally, we are talking about hiring a thinking person for a fairly high position). At the same time, it is worth remembering that a candidate who is persuaded to switch to less money may leave after 2-3 months or look for additional income. A good question on the money-related topic is: “What expensive purchases have you made this year?” The candidate’s motivational sphere, as a rule, is reflected in his life (meaning major acquisitions, travel, cars, teaching children). Let us repeat, it is motives that support the desire to work.

Preparation for an interview is a mandatory element of interviewing, regardless of the type of conversation, its content and the duration of the interview. Preparation consists of the following types of work that are inextricably linked and inseparable in practice:

· General training;

· specific preparation;

· psychological preparation;

· General preparation.

It consists of the general ideological and intellectual training of the journalist, general professional training, including in-depth study of a specific area of ​​knowledge and specialization of the journalist (activity). An interview is a question-based method of searching for knowledge. The correct formulation of questions requires, first of all, the truth of their premises, and this is primarily ensured by the initial positions of the author, his worldview. In any interview, there is a process of perception and evaluation by the interlocutors of each other. Psychologists have established that the perceiving subject makes conclusions about the cognition of a person on the basis of his own experience and existing knowledge, which is why the intellectual development of the interviewer, the accumulation of diverse knowledge in various areas of human culture, is a professional requirement.

An interview is one of the most important moments in the journalistic activity of an interview, and therefore it is quite natural that preparation for it can be considered special knowledge, skills, and abilities. Knowledge of the audience is very relevant for a journalist: its structure, interests, needs, information level. Interview settings Stereotypes. In this case, it is especially important to have a clear idea of ​​“your” interview audience. Its generalized image is often present in the journalist’s mind in an interview. Finally, the specialization of the journalist poses a special issue. Does the interviewer need specialization, improvement of knowledge in some area of ​​the interview. There is no clear answer to this question. Some journalists say that “Not always. Sometimes we talk to people in the frame not to obtain information, but to convey a mood. Who is the man on the street? Maybe an athlete, an engineer, an interview with the mayor of Venice. Is it economics or politics? How can we talk about specialization - this is journalistic work. But the majority of journalists surveyed on the problems of interviews spoke in favor of the need for specialization, for reasons of this kind: above, interviews for obtaining information and for conveying mood were contrasted (the latter can also be attributed to obtaining information, only about mood), so the essence of this comment comes down to this: . That the journalist may not have the special knowledge that is necessary in a given interview situation. Such cases are rare, therefore. When a journalist is interested not in his specialty, but in the psychology of his interlocutor, knowledge of the living conditions that create this psychology is necessary. I think that a journalist, compared to a specialist, needs knowledge of a different quality, broader, on the basis of which he could notice changes, the emergence of new things, development trends occurring in a given area, understand the psychology of people working in it, but at the same time , a journalist should not be called an amateur. That is, “galloping across Europe.”

· Specific preparation for the interview;

· determining the purpose of the interview and the nature of the information required;

· studying the subject of the interview and the interlocutor;

· preliminary consideration of the course of the conversation, drawing up questions;

· agreement on the meeting, place, time of the interview.

An interview in journalism can be used to obtain any information - both factual, up to reference, and subjective facts of human consciousness - opinions. All kinds of assessments. Organizational and methodological techniques of sociological survey. M.: 21s.

When deciding which method to use, you should think about what information is needed. How can they be obtained? In this case, is an interview the fastest and, most importantly, reliable way to obtain them? Shumilova argues that the stage of determining the goal (depending on the problem, topic, genre and a number of other characteristics) is always present, but it can come curtailed, and here the interviewer requires even more acute intuition and insight in order to determine what information he needs, how to build a conversation, in what direction to lead it.

Studying the subject of the interview and the interlocutor

As already mentioned, a journalist must be an erudite person, have developed intellectual knowledge in the field in which he specializes, but this does not free him from the need to study the subject about which he is going to talk every time. The more a journalist knows about the subject of the interview, the more he will gain in the interview itself, not only because the knowledge will allow him to penetrate into the depths of the problem, but also because he himself will feel more confident and the interlocutor will treat him with more respect and seriousness. A journalist should know his subject, and not try to give the impression that he knows.

The nature of the subject study in preparation for an interview depends, of course, on its goals. During the survey, journalists were asked whether they read materials from their colleagues written on the same topic or about the same person before conducting a conversation. Opinions were divided. Some said that this should be done so as not to waste time on what is already known and not to ask stupid questions. It is also necessary to read material about the person, the future interlocutor, as this helps the journalist call the interviewee for a conversation. Other journalists are cautious about reading other materials, explaining that a journalist is like an actor before a performance: he came to watch the performance in which he is going to act, so the actor is afraid that after watching someone else’s performance, he will unwittingly begin to imitate or have a desire to surpass his opponent. In any case, it will negatively affect the naturalness of the game. But, in my opinion, it is worth reading, since there is a risk of repeating questions that have become banal in relation to a given topic, a given interlocutor, a stereotyped repetition of the conversation, and at the same time, while looking through the materials, it is worth maintaining independence of views. Along with studying the topic and subject of the conversation, the journalist strives to find out everything possible about the future interlocutor:

· His views, the position he takes on the issues of conversation;

· Facts of his biography;

· His personal qualities. Habits, character traits that can affect the course of the conversation.

Thus, it is important for a journalist to know not only the individual psychology of the future interlocutor, but also the social psychology, the psychology of the group to which he belongs, the values ​​that are shared by it, the type of behavior that it accepts as appropriate. Preliminary thinking about the course of the conversation, drawing up questions. Khagurov A.A. Social experiment/logical-methodological and social problems.-M.: Rostov-on-Don, 1-25s.

Already in the course of studying the material, the journalist develops a plan for the future conversation. What it will be like - with pre-formulated, clearly thought out questions or only in the form of a diagram, an outline of the main problems that can be solved - depends, firstly, on the goals of the interview, on the tastes and habits of the journalist himself. Sometimes having a strict list of questions is necessary. For example, when a journalist goes to an official to talk about some clearly defined program. You should also have prepared questions for a telephone conversation, as well as if it takes place under conditions of limited interview time. Thus, if a journalist does not write questions, he thinks through the course of the conversation, mentally builds its plan. He must have prepared:

· a working hypothesis, that is, an idea about the problem, its development, its place in the issue being studied, or, if we are talking about a portrait interview, about the main features of the hero, and so on. A working hypothesis is essentially thinking about the specific goals of the interview at a new level, that is, specifying the goals, armed with a thorough study of the subject, the future interlocutor.

· dramatic core of the conversation. This is the central element of the conversation that should unite the interests of the journalist and the interviewee. It allows you to get your interlocutor talking, forces him to speak seriously, not stereotypically, with enthusiasm. Often such a core is a clash of ideas, a moment of discussion in an interview that forces the interlocutor to object, prove, and open up in a dispute.

When preparing for an interview, a journalist must ensure that the environment is psychologically favorable. The interviewer must choose the meeting place carefully and decide on the presence of strangers. The meeting place, first of all, should be convenient for the interviewee. If we are talking about a long conversation in which the journalist will be mainly interested in the personality of the interlocutor, it is good to arrange a meeting at his home. In a familiar environment, as you know, a person feels more natural. The presence of outsiders inevitably affects the results of the conversation, but it is not always harmful for a journalistic interview. A shy interlocutor can be reassured by the presence of someone close to him during a conversation, and the presence of other people sometimes stops him from wanting to boast or lie. When arranging a meeting, a journalist should clarify how much time the interlocutor has and, depending on this, plan the interview.

Psychological preparation

Psychological preparation is carried out both in general and in specific preparation for the interview. Journalistic work requires a good memory and attention. Observation, imagination, impressionability, perseverance, curiosity.

In any interview, there is a process of perception and evaluation by the interlocutors of each other; it begins at the moment of the first contact between the interviewer and the interlocutor and continues throughout the conversation. There are patterns in this process, knowledge of which makes it possible to control it: two of which are stereotyping and generalization.

Also, during preparation, the journalist begins to form an opinion about the person with whom he will have to talk: about the social media. the group to which he belongs, about his character, about his possible attitude to the conversation. However, all this should not interfere with the objectivity of the journalist’s perception. Any prejudice prevents the acquisition of reliable knowledge. To prevent bias and stereotype from interfering with perception, the journalist must prepare himself for the fact that reality may not resemble the idea created during the preparation of the interview. The final result of the interview, to a large extent, depends on the relationship between the participants in the conversation. In this regard, already during the preparation period, the interviewer should consider how willing the interviewee will be to cooperate with him. The journalist also needs to assess whether there will be questions or topics in the interview that will cause irritation, embarrassment of the interviewee, or maybe some other reactions that are unfavorable for the psychological atmosphere of the conversation. Without the ability to psychologically tune in (and interviews are characterized by great internal tension), to mobilize, one cannot do without the art of interviewing. Yakovenko Yu.I., Paniotto V.I. Postal survey in sociological research. M.: 63-69s.

2.2 Interview questions when recruiting personnel

In journalism, a question is a very important tool for obtaining information. The question immediately draws the opponent into the discussion, does not allow him to evade the answer, and forces him to answer to the point. The whole network of questions should drive the enemy into a corner, and the final question sums up the discussion and finally dots the i’s. So, some subtleties in posing the question:

· Excellent general knowledge of the subject under discussion

· Formulate questions in such a way as to eliminate the possibility of evasion of answers

· The first question should immediately draw the partner into the conversation

· Anticipating the interlocutor’s possible answers and asking them the following questions

Thus, the question is a form of movement of thought, but not a replacement for it. The main importance of questions is the implementation of the goals and objectives of the interview. Therefore, questions can be classified on a variety of grounds, for example:

Open and closed:

· An open question identifies a topic or subject for the interviewee, and then he is free to structure the answer at his own discretion;

· In a closed question, the possible answers are inherent in itself, so the respondent must choose the statement, opinion that most closely matches his position in the interview. Closed questions are widely used in mass surveys. In journalism, they are used if the interlocutor finds it difficult to express his opinion due to various circumstances: shyness, fear of seeming funny, inability to express his thoughts. However, one must be aware of the danger of unwittingly imposing an answer on the interviewee. Averyanov L.Ya. The art of asking questions: Notes from a sociologist. M. Science,: 5-60s.

During a conversation, various kinds of psychological barriers may arise: the interlocutor cannot answer the question because he is shy, does not know how to express what the interviewer needs; therefore, to ease the tension, the question is asked indirectly. But this is only advisable in the following case. It is necessary to obtain information about behavior and relationships that are disapproved and unpopular in a given environment. It can be assumed in advance that the interlocutor will find it difficult to express opinions that run counter to the moral or ethical standards shared by those social networks. groups to which he belongs. Then you need to construct a question so that it frees the interviewee from categorical statements, while at the same time allowing you to obtain information about his views and opinions. The choice of personal and impersonal forms of the question is very important. The personal form of the question reveals an individual opinion, the impersonal form gives an answer not about one’s own point of view, but about the opinions of others; it reveals not the personality of the interlocutor, but his ideas about what reality requires.

By impact on the interlocutor: Leading or prompting questions.

Care should be taken that the questions do not contain clues as to what information the journalist wants to obtain and what information is not desirable for him. In interviews published in the press, and especially often on radio and television, there are questions: “Do you know that .....” Few in such cases will dare to object to a journalist who has everything already planned out and clear. Most interviewees in such cases rush to express their consent. Sometimes prompting questions are deliberately used by journalists, especially those. Those who have decided everything in advance and do not want to give up the existing idea.

When preparing for an interview, a journalist must first formulate basic questions that will provide the most important information. However, in a real situation, the main question may not work. People often avoid answering. In this case, with the help of probing questions and analysis of the interlocutor’s behavior, the journalist will be able to determine the reason for the unsatisfactory answer and ask a number of additional questions in order to obtain the information for which the main question was intended. Most often, probing and additional questions are not prepared in advance, but arise when the main question does not work, as well as in cases when an unexpected turn of the topic or a new topic of conversation arises. In the same way, control questions can be drawn up in advance, but also appear spontaneously during the interview. Their goal is to check whether the interviewee actually has the knowledge he claims to have, the feelings he talks about, in a word, checking the incoming information for reliability. One of the components of a successful interview is competent language and style of questions. First of all, the question must be clear to the interviewee and have the same meaning for him as for the journalist. As far as possible, it is necessary to take into account the level of knowledge of the interlocutor and try to structure the question in such a way that the concepts and terms included in the question are familiar to him. You need to be prepared to rephrase an unclear question and explain the term. A good journalist can find a common language with each interlocutor, but this does not mean at all. That he should use the same colloquial expressions, professional words, as the interlocutor. The next requirement for a question is that it must contain one thought. Otherwise, the interviewee answers only the last part of the question or the part that is easier for him to remember. Sometimes a journalist mixes several questions in one question, because he is trying to suggest to the interlocutor a line of thought, and then this set of questions turns into a hint. When constructing questions, the journalist must ensure that they are perceived as relevant to the topic being discussed and consistent with the objectives of the interview. The question can also be unexpected for the interlocutor and unusual in form, which is important. so that the journalist knows how to present it in such a way that it does not create a negative effect. When composing questions, it is necessary to take into account such an important factor as the awareness of the interlocutor. If he can't answer the question. Then the unpleasant feeling arises that he has not coped with his task, does not live up to the journalist’s expectations, and degrades himself in his eyes. The interviewee may become withdrawn and rush to end the conversation.

Allow the candidate to ask questions about the job or company. His questions can give you a greater understanding of his thinking, personal motivation, and values. When finished, thank the candidate for his consideration of the company: “I thank you for the interview and the information you shared.” Be sure to let each applicant know when to expect a response.

After the interview, take time to gather your thoughts and evaluate the candidate. It would be a good idea to refer to the notes taken during the interview. Assess how good the candidate is for the upcoming job, how great is the desire to do it. In addition, listen to your intuition, it rarely fails. Organizational and methodological techniques of sociological survey. M.: 21-25s.

Conclusion

So what is an interview in personnel selection - an interview in its genre is least reminiscent of an exam, in which for every question there is a known answer in advance, but despite everything, this is the style that many often choose at a meeting. The most important thing to learn is to “have a conversation as an equal.” But for some reason, the hardest thing to understand is that each side has its own experience, its own view: human and professional, its own position. And professional interviewing when recruiting personnel consists of simple and human things: the ability to be an interesting interlocutor, interested and attentive. Before conducting a recruitment interview, try to create an image of yourself as someone who can be successful in this position. The task is not just to talk with a person and spend time, but to draw conclusions. If you want to understand how responsible and efficient a potential employee is, how inclined he is to independence, whether he has organizational qualities, etc., make a list of these qualities (it should be noted that they should be necessary for a given vacancy), for example, for an accountant or operator you You will demand clarity and diligence. And your interview should be aimed at identifying precisely these qualities. For some reason, it is usually believed that the sole purpose of personnel selection is to decide whether a candidate is suitable or not. This is really the goal that lies on the surface. However, there are several more very important tasks: to motivate a candidate you are interested in to work in the company, to leave a positive impression of the company on someone who is not quite right for you, to assess the candidate as accurately as possible in terms of individual personal characteristics, abilities, skills, potential, experience and values. At the same time, we can talk about the parallel solution of such problems as optimal time distribution, obtaining truly reliable information, storing the received information, and much more. Thus, a matter that seems simple turns out to be complex and complex.

Before starting a recruitment interview, after greeting, the interviewer should spend a few minutes having a small conversation with the candidate to create a favorable interview atmosphere. The conversation can start with some question about how the person got to your office, whether he found it right away, or if it’s raining outside, mention about the bad weather. There is a term in personnel selection - the “40 second rule” - it is believed that on average it takes this time to form a first impression. At the same time, it is important to remember that the impression is formed on both you and the candidate. It is necessary to help the candidate feel comfortable; enable the person to behave naturally in order to obtain the most complete answers to the questions that will be asked during the interview process. This is necessary when recruiting personnel, since an interview conducted in a tense, stressful environment will help the candidate form a negative impression of you, the work as a whole, and the company.

Subsequently, this will facilitate the analysis of the information received, where the following questions are possible:

· Tell us a little about yourself?

· What attracts you to our company?

· How satisfied are you with the pace of your career?

· Tell us about your last place of work?

For greater detail when selecting personnel, in order to provide the candidate with the opportunity to most fully demonstrate the individual characteristics of his behavior in the past, additional clarifying questions should be asked. If the candidate has a long work history, you should focus on questions in which the candidate's answers would describe his past behavior while performing his job duties. On the contrary, if the candidate has little or no work experience, situational questions should be asked. As a rule, a person’s behavior in the past makes it possible in personnel selection to most accurately predict how a person will behave in the future, finding himself in a similar situation. Mentally analyzing the candidate's past behavior, imagine how well he will be able to cope with his future responsibilities, what the candidate's behavior style will be in the position you are filling:

· What are your strengths?

· What are your weaknesses?

· What do you like about your current/previous job?

· Reason for leaving your last job?

· Why should I hire you?

· What motivates people to work most effectively?

· In what situations is lying justified?

It is necessary to record all relevant information obtained during the recruitment interview process. The candidate should be able to see that his answers to the questions are being recorded, but the candidate should not be allowed to read the questions or the notes recording his answers.

Understanding which personal qualities contribute to success in a particular position requires intellectual effort. (It is not enough for the sales manager to be charming and approachable; he also needs to be result-oriented, otherwise he will simply be considered a great guy by customers, but is unlikely to conclude the required number of contracts, since for such people establishing good relationships is already the result).

When recruiting personnel, employers try to identify all the positive and negative qualities in their future employees. What do you pay attention to when conducting an interview? The list offered to you gives an idea of ​​the qualities of a new employee that the employer considers most important when hiring him. Other characteristics (such as being an excellent golfer, not being socially involved, or something else) may be important, but only to you. As well as sample questions that will help you identify these qualities when recruiting personnel.

Hiring a professional, a person who fits the vacancy, is one of the most important tasks that managers face when recruiting personnel. You should make sure that at the end of the interview you have enough information to analyze. Invite the candidate to ask his questions and provide answers to them. There are cases where candidates have been rejected because they did not ask questions. After all, if a person is not interested in the circumstances of his own life, then he is unlikely to be interested in the concerns of the company. In addition, this will again provide an opportunity to determine the candidate’s priorities. Here are some questions you need to be prepared for:

· How will the salary change? What does this depend on? Is there wage indexation?

· Is it possible to make a career in the company?

· Why did your predecessor leave?

The last stage of negotiations when recruiting personnel involves a brief summary: ask the candidate when he can start work, how much time he needs to make a decision, what other offers are there and how will he choose? In any case, thank them for their time, and also clearly agree on further interaction: who will call whom, when and for what decision, what is the further procedure for making a decision. We highly recommend that at this stage of personnel selection you be honest with the candidate and say that we will call him (her) only if the decision is positive, and at the same time approximately specify the terms: after all, the person is waiting and may refuse some other opportunities.

To summarize, we can say that how we are able to present ourselves at an interview with an employer will affect not only the building of our career as a whole, but also the status that we can develop in the future to acquire a stable existence in society. If you read everything described above in the work, you can not only learn about the concepts and types of interviews, stages and conduct of interviews, but also about interview questions during personnel selection, both in theory, but also in practice by applying the acquired knowledge.

Papplication

What can an employer ask?	What not to say in response	What's the best way to answer?
Why do you need this particular vacancy? Why do you think you can do this job?	Tell your biography.	Report what you know and are able to do for the company in the desired location.
How would you describe yourself? Describe yourself as a person.	Spread about your religious and political beliefs, cry about your personal life. The interview is not allowed to address these questions, and you are not obligated to answer.	Tell us about yourself, focusing on the qualities you will need in this position.
What is your experience? How can you be useful here?	List all the places where you have worked.	Tell us more about your achievements in the area of ​​interest to the company.
How did you manage to cope with any difficult situation?	Provide minor details.	“I was able to change this and that, which brought significant profits to the company.” Or tell us how you managed to help someone out in a critical situation.
What is your biggest weakness?	Be quick with self-criticism.	Mention shortcomings that do not in any way affect professional qualities.
What do you know about our company?	“I was going to make detailed inquiries, but I didn’t get around to it...”	“I know what she does and what she sells, where she belongs in the industry.”
Your resume says this and that... Tell us in more detail.	“Unfortunately, I compiled it a hundred years ago and no longer remember the details.”	It is necessary to give clear and short answers to the point. Be prepared to back up each statement with facts.
Are you ready to take advanced training courses?	“No, that doesn’t interest me too much.”	“Yes, I would like to be aware of the latest developments in this field.”
Do you like working in a “team”?	“I would be much more happy to show what I can do on my own.”	“I really like it and here’s a specific example (give).”
Where do you see yourself in five years?	“I occupy a position created specifically for me.”	“I plan to work for all these years in your company and hope that the new skills will help me advance in my career.”

List of used literature

1. Averyanov L.Ya. The art of asking questions: Notes from a sociologist. M. Science,: 1987.-500 p.

2. Alan E. Ivey, Mary B. Ivey, Lynn Simek-Downing..M.: Counseling and psychotherapy. - New York, 1997. -900s Belanovsky, S.A. Individual in-depth interview / S.A. Balanovsky - M.: Publishing house S.A. Balanovsky, 1995.-500 p.

3. Andrenkov V.G. Maslova O.M./Methods of collecting sociological information. Toolkit. M.: 1985.-2000s.

4. Andrenkov V.G.; Sotnikova G.N. Telephone surveys of the population. - M.: 1985.-700s.

5. Brown L.M. Image is the path to success / L.M. Brown - M.: 1996.-852p.

6. Butenko I.A. Questionnaire survey as communication between a sociologist and a respondent / I.A. Butenko M.: Sociology and psychology, 1989.-250 p.

7. Introduction to practical social psychology./ Ed. Yu.M. Zhukova, L.A. -M.: Social psychology, 2000.-800 p.

8. Grechikhin V.G. Lectures on methods and techniques of sociological research. M.: 1988.-752 p.

11. Zimnyaya I.A. Pedagogical psychology. - M.: Rostov n/D.: "Phoenix", 1997. -126 p.

12. Ivanova S.V. The art of personnel selection: How to evaluate a person in an hour. - M.: Alpina Business Books, 2005.-421 p.

13. Kravchenko A.I. Fundamentals of Sociology - M.: Nauka, 1997.-142p.

14. Kurbatov V.I. Sociology. M.: Sociology, 2001.-325 p.

15. Merton R., Fiske N./Kedall P. Focused interview. M.: Stringer, 1991.-821 p.

16. Methods of collecting information in sociological research. M.: 1990.-555 p.

17. Organizational and methodological techniques of sociological survey. M.: 1986.-821 p.

18. General psychology / Comp. E.I. Rogov. - M.: VLADOS, 2003.-441 p.

19. Petrenko E.S., Eroshenko T.N. Socio-demographic in sociological research. M.: 1979.-102 p.

20. Petrovskoy, O.V. Solovyova. - M.: Smysl, 1996.-100 p.

21. Sociology. Dictionary-reference book: sociological research: methods, methodology, mathematics and statistics. M.: 1991.-3000s.

22. Sociology. Workshop. M.: 1993.-100 p. (Supplement to the Socio-Political Journal).

23. Khagurov A.A. Social experiment/logical-methodological and social problems.-M.: Rostov-on-Don, 1989.-721p.

24. Khmelko V.E. Social orientation of the individual / V.E. Khmelko.-M.: Kyiv, 1989.-251p.

25. Shalenko V.N. Sociological research program / V.N. Shalenko.-M.: 1987.-521p.

26. Shostak M.I. Reporter: professionalism and ethics / M.I. Shostak - M.: 2001.-700 p.

27. Yadov V.A. Sociological research: methodology, programs, methods. SamSU/V.A Yadov - M.: 1995.-692p.

28. Yakovenko Yu.I., Paniotto V.I. Postal survey in sociological research. M.: Kyiv 1988.-221 p.

Often, when selecting personnel for a company, HR managers are faced with the fact that the manager refuses or doubts the hiring of the applicant.

And the recruiters ask what they didn’t like about the candidate, correct the information received in advance from the manager and begin to look for appropriate candidates again.

This pattern can be repeated quite often, but how can this process be minimized?

To do this, it is necessary to evaluate candidates qualitatively.

Prepare in advance a list of competencies and skills that need to be assessed in the applicant, and agree on it with the manager to reduce the time spent searching for an appropriate candidate.

If you cannot do this on your own, seek help directly from your manager or a colleague who is in a similar position, they will help you with this list.

When creating a list, divide it into 2 parts, which will indicate required and desirable skills and competencies. There is no need to make a very large list; write down only what is really necessary.

During the recruiting process, the assessment of the applicant goes through several stages.

First, resume selection. When a huge number of resumes arrive, you need to start by analyzing and evaluating the documents sent, after which candidates are selected who best suit the requirements for the position specified in the profile. To correctly select a resume, it is necessary that the job description be filled out as completely and in detail as possible, and if any questions remain, they need to be clarified before posting vacancies.

Secondly, communicate with the candidate by phone. To find out and clarify the necessary information, you need to contact the candidate, and in order not to miss anything and get answers to questions, recruiters create mini-questionnaires, which are used to conduct a conversation and evaluate the candidate. The results of such an assessment can be either the screening of candidates or a further meeting at an interview.

During the phone conversation, it is important to ask basic questions, for example, what didn’t suit you at your previous job, what work schedule and level of pay are you considering, where you live, etc. If during the conversation with the applicant you received satisfactory answers to your questions and are still interested, then it’s time to invite him to a meeting and have a detailed conversation in person.

Thirdly, interviews are the main type of assessment.

There are several types of interviews.

Biographical interview. Its main idea is to find out all the candidate’s biographical data of interest, such as date of birth, place of residence, etc. Or a structured interview - conducted using pre-prepared questions on which the applicant is assessed.

Projective interview - by answering this type of question, the candidate evaluates people in general, and not himself, and makes it clear to the recruiter what is acceptable for the candidate in life. For example, “why do people steal?” – “because they are in a difficult situation”; “no money for food”, etc. This makes it possible to understand: the candidate accepts theft in these cases, but does not say that he will do so.

Case interview - the feature of this interview is to present a certain situation that the employee may find himself in, and find out what actions he will take and what is his priority. This type of interview is also called situational. For interviews, it is necessary to prepare cases in advance so as not to waste conversation time.

Competency-based interview is aimed at identifying certain competencies in the candidate that he will need for work. It is important to remember that to identify one competency, you need to ask multiple questions. This is necessary to understand whether the candidate really has this competency or whether this is a pre-prepared, socially acceptable answer.

Stress interview - used for positions in which people are systematically faced with stressful situations, and it is important to check how they will perform in them. Before starting interviews, be sure to warn the candidate that you will be using a stress interview during the interview.

This is necessary in order not to spoil the company’s image, and also not to provoke the candidate into retaliatory aggression. This type of interview does not mean that at some point in the conversation you will start yelling at him or insulting him. To check behavior in a stressful situation during an interview, just raise or lower the pitch of your voice a little, and you will see his reaction.

Often in practice, a mixed type is used - this is when several types of interviews are used in one conversation. During the interview period, the main thing is not to make hasty conclusions about the applicant. If something remains unclear to you, you definitely need to clarify it.

3 HR life hacks about employee search, personnel selection, recruiting

An important rule for assessing a candidate is to remember to take notes during the conversation. After the interview, it's time to evaluate the candidate.

To conduct the assessment, you will need a pre-prepared form listing the competencies and skills that were assessed. You have his resume, notes made during the telephone conversation, as well as during the meeting.

Now you can take your pre-compiled list and evaluate the candidates based on the results obtained. It is better to make the final assessment the next day so that you can consider each applicant, after analyzing the assessment made, recommend for the next conversation a candidate who truly meets all the requirements.

If you prepare in advance a list of competencies and skills that are necessary for an employee, and also think through questions and cases to identify them, then the candidate assessment will go smoothly, and you will quickly be able to provide the necessary personnel.