戴尔的人员招募系统
课程大纲
我们要招募什么样的员工?
我们如何招募我们想要的员工?
我们招募到员工后要做些什么?
什么是可以做的， 什么是不可以做的?
不当招募的成本
广告
培训
面试
行政管理
旅行.
机会
其他 ?
面试没有重点-口头的反馈，完全基于个人（化学反应）的观点
一个候选人可能被面试了多次， 但是仍然遗漏了重要的招募所必须的信息
没有稳定的规范和标准， 有时可能会导致法律的纠纷
优秀的候选人经过戴尔的面试后， 做出了不加入戴尔的决定
*
亚太区目前招募-面试的情形
The facilitator identifies the key differences between the way most of PAI sales currently interview vs. the new model.
One of the key differences that the sales manager should prefer, is the addition of job skill (technical/functional) competency questions in additional to leadership competency questions. These questions can help the interviewer determine if the sales candidate can make enterprise level calls for example.
“他们所有的人总是问我相同的问题， 难道他们自己间没有沟通吗？”
“他/她只面试了我十分钟”
“都是面试的人在讲，…”
“我问到戴尔的业务， 面试人说这对我不重要”
*
来自候选人的反馈
The facilitator identifies the key differences between the way most of PAI sales currently interview vs. the new model.
One of the key differences that the sales manager should prefer, is the addition of job skill (technical/functional) competency questions in additional to leadership competency questions. These questions can help the interviewer determine if the sales candidate can make enterprise level calls for example.
“年纪太大/太年轻了”
“她太过于自信”
“看上去不错”
“没有激情”
“Hire him, he’s a Dell fit!”
*
来自招聘经理的反馈
The facilitator identifies the key differences between the way most of PAI sales currently interview vs. the new model.
One of the key differences that the sales manager should prefer, is the addition of job skill (technical/functional) competency questions in additional to leadership competency questions. These questions can help the interviewer determine if the sales candidate can make enterprise level calls for example.
你的反馈是….!
有效的招募体系
精确
公平
接受/认可/内化
招募体系
尺度
体系
数据的收集
数据和 STARs
面试技巧
情形的模拟
动机
数据的评估
数据分析
数据的整合/招募决策
法律方面的考虑
数据的三种形式
工作 / 教育背景 / 资历 / 技能
特定的经验
兴趣 / 期望
Core Competencies Identified for All Dell Employees
基本的要求(Ticket to entry)
反应敏捷, 充满活力
自始致终, 可靠信赖
精明强悍, 勇于尝试
技术专业, 样样熟练
知识丰富, 敢为人前
There are five basic leadership competencies that the Office of the Chair has determined are competencies that all Dell managers and key roles should have. For this reason, staffing knows to screen candidates for these competencies beginning with their initial contact with a candidate.
Interviewing managers also have the option to asked competency based questions in these areas, especially in the functional/technical area.
HANDOUT
Provide the participants with the Leadership Skills handout for their review.
Explain that the handout contains definitions for the 5 prescreen competencies and 9 Dell Leadership competencies.
You will not have time to go into detail regarding these competencies.
Transition
For your next interview, you will work with staffing who will provide you with and interview kit for the next sales position you are interviewing for.
+ 如果招募的是经理， 还需加上下述9个核心领导素质:
素质评估练习
详细阅读相关素质的完整定义
哪一些素质是你所?
你所观察到的行为习惯
你需要增加或减少一些工作职责吗 ?
描述你自己
最常得到的五个回答
How would you describe yourself to an Interviewer ?
5 “我是一个具有团队精神的人”
4 “我是一个可以依赖的人”
3 “我是一个学习能力强的人”
2 “我工作很努力”
1 “我是一个大家都喜欢的人”
STAR
Situation/Task
What the candidate was faced with
Action
What was done & how was it done
Result
Effects of candidate’s actions
STAR Concept
Introduce the STAR concept as a way to better understand the candidates response to a competency based question.
Explain what each element of STAR means.
Transition
Let’s look at an example, and how you would use STAR in an interview situation.
Example of a STAR question
Describe a situation in which you communicated a new direction during a re-organisation or start-up.
Walk through the STAR example. Show how the questions to the candidate cover each STAR element.
Communicate how you opening question naturally flows to another probing question. Practice makes this a seamless flow when asking competency based questions.
Transition
Let’s break down the four STAR components and ensure we understand each one beginning with Situation/Task.
你能得到一颗星吗 STAR?
You'll be lucky!!!!!!!!!!!!!!!!!
False Stars
含糊的表述
观点
理论
Be Aware
含糊的回答 – 一般性的表述， 听上去不错， 但是没有提供候选人在特定情形下的特定的行为习惯:
. 在大部分情况下, 我总是从全局的观念来考虑问题.
. 有时候， 即使我很忙， 我仍会尽力帮助我的同伴
PAI Staffing to handle this slide.
In the area of vague answers, the interviewer must be aware of vague or general answers that leave a lot of room for interpretation. When this occurs, ask for a specific example.
Be Aware
观点 – 候选人个人的信念, 判断, 或看法. 并没有告诉我们什么是候选人的实际行为和实际结果
- : 我坚信， 我们可以/应该在客户服务方面做得更好.
PAI Staffing to handle this slide.
Screen out opinions or judgments. Usually there is no action linked to them.
Be Aware
理论 – 候选人所提供的是在特定情形下， 她/他将会如何做.
.: 如果我在这种情形下, 我将会 ...
PAI Staffing to handle this slide.
Screen out opinions or judgments. Usually there is no action linked to them.
STAR 练习
面对上述情形， 我们将如何做呢?
When to Follow Up
部分/不完整的 STAR反馈
- 跟进， 并获得完整的 STAR
虚假的/不真实的 STAR 反馈
- 跟进， 以获得真实的 STAR
完整的 STAR
- 跟进， 并开始第二个 STAR
跟进式提问的要点 – 不要/避免下述方式
理论性的
引导型
习惯性
应避免
引导 – 引导候选人的回答符合面试人所期望的结论.
Example: “Did you take immediate disciplinary action with that employee?”
理论性的/将来的假设 – 对普遍的， 假设性的， 将来的行为/行动提问， 不是问他/她做了什么， 而是问她/他在模一特定情形下会做什么
Example: “How would you go about orienting a new employee on your team?
*special circumstances
PAI Staffing to handle this slide
以行为习惯为目的的面试提问
STAR 式提问的例子
Situation/Task (S/T)
什么是候选人当时所面临的状况和情形?
Examples of how to obtain the situation/task:
Describe a time when…
Give me an example of a time where…
Tell me about a time…
What did you do when…
How did you…
This slide explains Situation/Task and gives examples of what you might ask in order to learn about the candidates situation or task in a competency area.
请注意倾听
Action (A)
请注意候选人在….时候/情形下， 做了什么和如何做的?
Examples of how to obtain the action:
Walk me through the steps you took…
Exactly what did you do?
This slide explains Action and gives examples of what you might ask in order to understand the action taken.
请注意倾听
Result (R)
其实际达成的结果是什么.
Example of how to obtain the result:
What was the outcome?
What was the result?
What problems/successes resulted from…
This slide explains Result and gives examples of what you might ask in order to understand the results of the action taken.
Transition
Now that we know what to look for, let’s make sure we all know what to avoid in an interview situation. Transition to staffing SME.
面试的技术
使用面试指南 …
笔记 …
建立和善的气氛 …
管理/控制你的面试 …
面试指南
素质
问题
STAR 笔记
可观察到的素质
影响力
沟通能力
评估 “打分"
笔记
笔记要坦然和公开地进行
只纪录相关的和中肯的资料
纪录在面试过程中所观察到的行为/素质习惯
在纪录敏感和或副面的行为/素质习惯时， 要谨慎
Key Principles
KP１：维护自尊, 加强自信
Give sincere and specific compliments
Minimise negative information
KP２：仔细聆听, 善意回应
Respond to feelings and situation
KP３：请求协助, 促进参与
Question, suggestion or proposal
KP５：给予支持, 鼓励担当
Yours or candidate’s
技巧
非口头的暗示
沉默
纪录
情形模拟
对销售人员
如何处理客户投诉
如何做销售计划
如何拜访客户
对领导者
如何处理团队成员间的关系
如何做计划
如何解决问题
客户服务
面对面的情形
通过电话
动机-稳定性
是候选人所处的生活和工作环境， 包括组织的文化， 价值观念， 组织的运作方式所提供给候选人的个人满意度， 其是超出其工作和职责的， 更为真实的满意度
请告诉我 …
一件你目前工作中必须要做而你也喜欢做的事 …
一件你目前工作中必须要做而你不喜欢做的事 …
一件你目前工作中不是一定要做而你喜欢做的事 …
一件你目前工作中不是一定要做而你不喜欢做的事 …
动机-稳定性
什么时候 ...
什么 ...
为什么 ...
数据的评估
数据分析
辨识那些完整的STAR
将这些STAR分类， 并放入D表
标注这些STAR是正面的或是负面的
根据这些STAR的相似性， 影响度和时效性来加权
对最重要的Star在D表中进行素质能力排序
数据的整合 / 决策
在D表中对每一向素质能力打分
综合每一个面试者的意见
做出保留或剔除的决策
STAR的加权
类似性
影响度
时效性
素质能力的评分
1 - 优秀， 接受
2 - 良好， 接受
3 - 可接受
4 - 不可接受
5 - 剔除
招募决策要素
重要性 ...
可培训/训练性 ...
关联性 ...
履历浏览 –必须注意的要点
跳槽的次数
失业时间的长短
连续工作的经验
资职/资历
成就和奖项
工资
履历书的准备和特点
推荐人-信任度调查
候选人经常来往的人
除了人力资源部以外的其他资源
候选人过去的老板
候选人所建议的人
共同的熟人
我们可以问吗?
合法性的顾虑
目前在中国， 亚太不是大的问题...
但在有些国家可能存在
海外回国人员对某些问题过于敏感
随着戴尔知名度的提高， 会面临更高的风险
戴尔全球的政策是合法， 平等雇用政策
Staffing SME slide
工作相关
把注意力放在与工作相关的问题上
避免涉及如年龄， 性倾向， 婚烟状况， 宗教信仰， 残疾情况等与工作无直接关系的问题
任何涉及上述题目的问题， 即使是在非正式的谈话中， 也将会被认为是不恰当的， 危险的和存在潜在的合法性问题
Staffing SME slide
外部的机密信息
不要想候选人寻求非公开的机密资讯
如果候选人主动提及， 打断他/她
Staffing SME slide
你的权利和义务…..!
Roles & Responsibilities
1. 候选人的背景和概貌
2. 筛选和面试
3. 反馈
4. 招募决定
The competency based interviewing model has just four steps.
Handout the laminated job aid and have the participants follow along with each step. You and staffing have some responsibilities in each step.
Transition
Let’s review what your role and what staffings’ role is for each step.
Manager role:
准备工作/职务描述
列出必须的素质能力项目
组成面试小组， 分配问题类别
Staffing role:
帮助经理精炼其所准备的工作/职务描述和必备的素质能力项
提供候选人履历资料， 制订面试计划， 提供分类素质能力问卷
1. 候选人的背景和概貌
Note to facilitator:
It is recommended that the facilitator takes on the role of the hiring manager and describes their role in each step, and the staffing SME explains the staffing role in each step. You work together so the participants understand that a good working relationship with staffing is needed for the best hiring results.
During step 1, have the participants look in their interview kits and take out the Interview schedule once again. The interview schedule is provided by staffing once the hiring manager and staffing have determined who will be on the interview team and what competencies they will focus on in the interview.
Manager role:
在面试中使用素质能力问卷
询问， 倾听， 观察候选人的行为习惯
提供书面的反馈给Staffing
Staffing role:
根据候选人的更换工作的兴趣， 动机， 以及对收入的要求， 是否达到最低的技术素质， 何时能上班和外地工作的意愿和可能性来进行初选
为候选人提供准备面试所相关的信息。
2. 筛选/面试
Manager role:
在面试完成后， 立即提交书面的反馈表（具体意见）
在24小时内必须将报告提交至Staffing
Staffing role:
将不合格的面试反馈表退回给经理
和部门经理共同讨论， 并就候选人的招募做出决定
将结果反馈给候选人
3. 反馈
Manager role:
整合面试小组的反馈意见
做出招募或剔除的决定
与 Staffing保持沟通
与 Staffing 一起完成工作邀请函
Staffing role:
招募: 提交工作邀请函并获得批准， 通知候选人签署确认工作邀请函
剔除：将反馈结果通知候选人
4. 招募决定
工具与表格
面试指南
面试日程表
初筛表
评估表
推荐检查表
Staffing网站
Trainer recaps the next steps.
Hand out the evaluation form.
Place the evaluation form and the course roster in the large envelope.
Next Steps
Already being used for executive positions
Training to be scheduled for other hiring managers and all HR reps
Staffing will send you the new feedback form – use it!
Incomplete feedback forms will be returned
Contact Regional Staffing for advice and support
Trainer recaps the next steps.
Hand out the evaluation form.
Place the evaluation form and the course roster in the large envelope.
你手中掌握着戴尔的未来!
The facilitator identifies the key differences between the way most of PAI sales currently interview vs. the new model.
One of the key differences that the sales manager should prefer, is the addition of job skill (technical/functional) competency questions in additional to leadership competency questions. These questions can help the interviewer determine if the sales candidate can make enterprise level calls for example.
The facilitator identifies the key differences between the way most of PAI sales currently interview vs. the new model.
One of the key differences that the sales manager should prefer, is the addition of job skill (technical/functional) competency questions in additional to leadership competency questions. These questions can help the interviewer determine if the sales candidate can make enterprise level calls for example.
The facilitator identifies the key differences between the way most of PAI sales currently interview vs. the new model.
One of the key differences that the sales manager should prefer, is the addition of job skill (technical/functional) competency questions in additional to leadership competency questions. These questions can help the interviewer determine if the sales candidate can make enterprise level calls for example.
There are five basic leadership competencies that the Office of the Chair has determined are competencies that all Dell managers and key roles should have. For this reason, staffing knows to screen candidates for these competencies beginning with their initial contact with a candidate.
Interviewing managers also have the option to asked competency based questions in these areas, especially in the functional/technical area.
HANDOUT
Provide the participants with the Leadership Skills handout for their review.
Explain that the handout contains definitions for the 5 prescreen competencies and 9 Dell Leadership competencies.
You will not have time to go into detail regarding these competencies.
Transition
For your next interview, you will work with staffing who will provide you with and interview kit for the next sales position you are interviewing for.
Introduce the STAR concept as a way to better understand the candidates response to a competency based question.
Explain what each element of STAR means.
Transition
Let’s look at an example, and how you would use STAR in an interview situation.
Walk through the STAR example. Show how the questions to the candidate cover each STAR element.
Communicate how you opening question naturally flows to another probing question. Practice makes this a seamless flow when asking competency based questions.
Transition
Let’s break down the four STAR components and ensure we understand each one beginning with Situation/Task.
PAI Staffing to handle this slide.
In the area of vague answers, the interviewer must be aware of vague or general answers that leave a lot of room for interpretation. When this occurs, ask for a specific example.
PAI Staffing to handle this slide.
Screen out opinions or judgments. Usually there is no action linked to them.
PAI Staffing to handle this slide.
Screen out opinions or judgments. Usually there is no action linked to them.
PAI Staffing to handle this slide
This slide explains Situation/Task and gives examples of what you might ask in order to learn about the candidates situation or task in a competency area.
This slide explains Action and gives examples of what you might ask in order to understand the action taken.
This slide explains Result and gives examples of what you might ask in order to understand the results of the action taken.
Transition
Now that we know what to look for, let’s make sure we all know what to avoid in an interview situation. Transition to staffing SME.
Staffing SME slide
Staffing SME slide
Staffing SME slide
The competency based interviewing model has just four steps.
Handout the laminated job aid and have the participants follow along with each step. You and staffing have some responsibilities in each step.
Transition
Let’s review what your role and what staffings’ role is for each step.
Note to facilitator:
It is recommended that the facilitator takes on the role of the hiring manager and describes their role in each step, and the staffing SME explains the staffing role in each step. You work together so the participants understand that a good working relationship with staffing is needed for the best hiring results.
During step 1, have the participants look in their interview kits and take out the Interview schedule once again. The interview schedule is provided by staffing once the hiring manager and staffing have determined who will be on the interview team and what competencies they will focus on in the interview.
Trainer recaps the next steps.
Hand out the evaluation form.
Place the evaluation form and the course roster in the large envelope.
Trainer recaps the next steps.
Hand out the evaluation form.
Place the evaluation form and the course roster in the large envelope.
