欢迎您参加以下课程
基于胜任能力的面试
为了能更好的完成培训,
请您注意以下方面:
Fire Regulations
Food
Free Time
Fact File
Fahrenheit
Fumes
Facilities
Fun
Fones
课程目标
课程结束后,你们将能够 :-
说明选人过程的重要性
确定选人/面试时的场地(环境)
解释这一理论并举出行为面试的例子
陈述招聘活动中与法规相关的事项
在进行以能力为基础的招聘前完成适当的准备工作
示范在针对某一职位选择合适的人的时候所使用的技巧
以公司/集团的标准进行”以胜任能力为基础的面试”
为什么面试技巧对于经理人员来说是
一个如此的重要?
A Accept answers and show OHP of Regional / Hotel
Recruitment Statistics . Annual Budget, numbers recruited
It is also a very important skill for your own development and
career
Tutor Note: The relevant OHP/3 will need to be inserted
depending on the region / hotel in which the Programme is
running . turnover % - cost of recruitment, number of
vacancies, new hotel openings etc.
为什么我们被选择来参加这样的一个
课程?
作为选人的人,我们将用接下来的时间在这里
提升我们在这方面的技巧.我们将在下面的一
分钟时间内了解我们将如何进行这个课程,同
时我们必须认识到要涉及的方面很多,它将需
要我们用一整天来学习.
Well then let's go !
时间安排
早上
am 课程介绍
am 选人过程的重要性
am 面试框架: 准备及联系
am 咖啡/茶时间
am 面试框架: 控制及结束面试
am 午餐
时间安排
下午
pm 行为面试的原理
pm 咖啡/茶时间
pm The Monitor
pm 设计考核行为的提问
pm 做决定的过程
pm 与法律条文的牵连
pm 总结
选人过程的重要性
目标
在这一部分学习之后,您将能够:-
详细说明 “招聘” 和 “选择面试”的含义
列举为特定职位选择”正确的人”的利益
列举”正确的人”的主要特点并解释这些特点为何如
此重要
解释什么叫”合适”
吸引合适的候选人
“正确”的人将符合工作技能的需要,具有完成
工作所要求的能力,并且适应其所在的团队.
我们要的不是一串坏葡萄中最好的一个!
面试的定义
带有目的的交谈
一个双向沟通: 并非一个调查,一次严刑逼供,
也不是一次压力下的考试
行为能力
个人行为的特点和方式需要具体的
表现出来以使工作更有效
行为能力
On our list we mentioned that Human
Resources are screening for the right
competencies
Q How would we define a behavioural
competency?
A The personal attributes and modes of
behaviour that individuals need to display, in
order to be effective in their jobs
行为能力
Q Why is that definition so important to us as
recruiters?
A We must employ people who already have these
competencies as they are difficult to learn. They are a
spontaneous reaction, not a trained response. They can only be
further enhanced through training. If the competency is not there
in the first place, it is near impossible to learn. Everyone has
competencies and can be highly successful if they are placed
into the right position
行为能力
Q What is the difference between a behavioural
competency and a technical skill?
A Technical skills are easier to identify, assess and
train and are specific to the role or job. Competencies are the
behaviours required from every employee regardless of the role
Q Where else do we refer to competencies, other than the
selection interview?
A During the Performance Management process
Q How are they used in that process?
A - To assess and measure performance
Identify development needs
Assessing Competencies
Q When can we start to discover about a candidate’s competencies?
A From the Application Form or letter, their presentation and neatness, telephone
conversation, from initial contact at the screening interview
Q What sort of immediate things are going to give an indication of these
competencies?
A Care taken over filling out the Application Form, appearance, enthusiasm,
promptness, does the candidate smile, do they know and use your name
This basically will form an important part of the Human Resources screening interview
and will then be carried on into the interview with the Head of the Dept.
Competency Sets
It therefore makes sense to interview a potential
employee against the required competencies as it will
be these behaviours that he/she will be assessed
against during their employment with us
The Company has Competency Sets for both corporate
and hotel populations at different levels. Competencies
are arranged in clusters of activity under key headings
招聘就是如此,
不要期望改变,那么,有什么改进的话都可以看
做是额外的收获!
(好象结婚一样)
Recruitment Equation
(C + F) x I = G
(Competence + Fit) x Investment = Growth
(10 + 10) x 4 = 80
(10+10) x 10 = 200
Growth = Training, Development, Performance Review,
Coaching, Feedback etc.
The Structure of the Interview
Objectives
By the end of this session you will be able to:-
State the structure of the interview process
Explain the preparation required prior to conducting an
interview
Explain how to ensure a successful contact stage
Preparation before the Interview
Read Job Description and Employee Specification
Familiarise with competency definitions and indicators
Read . or Application Form
Form an agenda of the main points to be covered and plan
questions
If appropriate, meet with HR if they have screened, to see if
there are any particular areas that need further investigation
Ensure sufficient time for the interview, free from interruptions
and distractions
Organise a quiet place, plan seating arrangements and
refreshments
Familiarise self with package and benefits
The Application Form
How long has the candidate been in each job?
Does the job history show a steady progression?
What are reasons for leaving the previous jobs?
What is the progression of leaving salaries?
Personal details - age, mobility, domestics, marital
status
What hobbies do they have? - gregarious or loner
Is every section completed?
The Contact Stage
Don’t leave them waiting
Welcome them warmly
Smile & shake hands
Appropriate dress
Introduce yourself
Offer tea or coffee
Sit in a reasonably relaxed manner yourself
Avoid physical barriers
Explain the format of the interview
Explain that you will be taking notes
Establish a rapport using neutral questions
Control and Close
Objectives
By the end of this session you will be able to:-
Explain what areas need to be covered during
the control stage and why these are important
Explain how to close an interview effectively
Key Areas for Questions
Employment
Education
Plans for Future
Hobbies
Domestic Circumstances
Halo & Horns
Types of Question to Avoid
Closed
Leading
Multiple
Hypothetical
Confusing
Agreement Seeking
Listening Process
Listening Process
The Theory of Behavioural Interviewing
Objectives
By the end of this session you will be able to:-
Explain the theory behind Behavioural
Interviewing
Explain how to read “The Monitor”
Give examples of suitable questions to use
under each of the key topic areas
Behavioural Interviewing
Behavioural Interviewing means …
Gathering relevant information in
predetermined topic areas
Getting the candidate to talk about themselves
Collecting details of actual past performance
Inertia Model
Two Types of Memory
Semantic
“Cat" Episodic
Memory Storage
Memory Storage
Properties of an Episode
Time - When?
Place - Where?
People - Names?
Sequence - Beginning / Middle / End
Behaviour - What did YOU do?
Consequences - What did YOU do next?
The Monitor
Competency – Drive for Results
Tell me about an occasion when you have felt under
pressure at work to achieve a particular goal?
Describe the situation?
Where were you?
Who was involved?
What happened exactly
How did you react?
What were the consequences?
Competency Based Interviewing
Phase Two
Programme Objectives
By the end of the programme you will be able to :-
State the importance of the Selection Process
Identify the stages of a selection interview
Explain the theory and give examples of Behavioural
Interviewing
State the legal implications associated with recruitment
Complete appropriate preparation prior to conducting a
Competency Based Interview
Demonstrate the techniques involved in selecting the right
person for a position
Conduct a Competency Based Interview to the standard of
the Company
Quote
“ In an idealised world, our aim would be all persons in
jobs perfectly suited to them and society. This aim
assumes that each person should use his abilities,
temperament and motivation in the best possible way
for him; it also assumes that society will make the best
possible use of its total manpower resources”
Marvin Dunnette (1967)
“Recruit in haste -
Repent at leisure !”
The Decision Process
Objectives
By the end of this session you will be able to:-
Explain how to complete an Interview Assessment
Form
List the alternative actions you can take as a result of
the interview
State when and how references should be sought
Interview Assessment Form
Alternative Actions
Following the Interview
Shortlist the candidate
Ask the candidate for a second interview
Reject the candidate
Refer the candidate to another department / hotel
Offer
Hold for another position
Four Questions to Consider
Has the candidate the competencies needed to be
successful?
Will the candidate fit into the team and style of the
department?
Where some of the technical skills are missing, can the
candidate be trained?
Is the right candidate interested?
Legal Implications
Objectives
By the end of this session you will be able to:-
State the main pieces of legislation which affect
the Recruitment Process, and explain their
implications
