面谈技巧.ppt

,skills of interviewing,domain,key skill & activity for managers & hrm interpersonal communication,cognition/information processing perception (selective),problem-analysis & decision-making,(managerial behaviour),what made these experiences best/worst?,interview experience,what is the best & worst experience that you,have had,as an interviewer as an interviewee,what would have prevented & improved the,worst experience?,the interview,more than just a conversation “ . a specialist form of two-way,communication conducted for a task-related purpose.“ (whetton 1995),expectations and propositions,information generated via the interview process,provides data for decision-making,training enhances performance both as an,interviewer and interviewee,types of interview,research/information gathering selection,counselling/support appraisal,development,complaint/grievance disciplinary exit,common approaches,unstructured,stress (validity?) semi-structured structured,organisational policy and expectations,issues,your role as a decision-maker/actor interview purposes & objectives structure and content,environment (physical and psychological) the interviewer npower, nach, nrelate data collection and processing strategies the communication exchange (interviewer-,interviewee) explicit, implicit, verbal and non-verbal,the selection interview,preparation and organisation the interview process interviewing skills,discrimination between candidates finalising the decision & “contract“, applicant information from various data sources, selector egoism, the political process of “justifying”the selection.,preparation products, job descriptions & authorisation job criteria - competencies, personnel specification (profile/model of ideal candidate), essentials - desirables - disqualifiers, selector preparation and appreciation of, role demands, choices, constraints, ambiguities, priorities, overloads,pressures/conflicts, organisational change, the social milieu - rules and tensions,the psychometric-objective model,assumptions,eternal optimism,smooth programmed administration,measured, controlled, predictable, systematic search often using psychometric techniques,match evidence of qualities to job,compare with social process approach,interplay between selection events,social and ritual aspects. audition. power vetting candidate & selector feelings/responses intra organisational negotiation & adjustment,candidate - given fair opportunity or “club”scrutiny,interview strategies, frank and friendly vs. interrogation & stress,simulate stress. put on the spot? validity? spurious appeal?, strengths and weaknesses of,individual interview sequential interviews panel interviews, biographical journey,critical events and experiences - what, why, how, options,plans, outcomes?,problem-solving - “imaging yourself as .what would you do,if.?, gasp,the gasp interview,greeting,acquiring information supplying information parting, ,posture.nvc preparation & “contract of interest & expectation” smooth gear change,gasp greeting & rapport genuine positive regard move towards calm, neutral, no interruptions, safe. maintain rapport seating voice, eye contact, warmth and body,objectivity, bias, stereotyping & premature judgement,taking notes,emphasise biography/experience, explanation/analysis,interview flow with control: - agenda, space, time,listen more - talk less.,not adversarial. halo, horns and doppleganger question carefully (preparation), well-structured, open-ended questions probe and link, direct, leading, trick and taboo questions,mental agility and hypothetical questions summarise periodically and conclude,gasp - acquiring information,asking questions,open-ended, well-sequenced, well-structured tell me about six honest serving men closed (pros & cons?),probe, link and follow-up (control) leading (candidate adaptation) intrusive,competencies from real experience,interpersonal relations visualise with others,personal & domestic topics - relevance/irrelevant,recent & significant jobs/projects, contributions, events/phases, initiatives, products, achievements,decisions. strengths and gaps, knowledge/understanding, analytical skill, written/numeric,specialist & technical., attitudes & values, drives & motivation,education, training, learning & development applicants questions about, the organisation and the job - current & prospective terms of employment,gasp - journey,career advice to rejected candidates? culture?,cutting it short (horns/halo, premature judgement) equal opportunity to all candidates,intimation of acceptance (verbal + non-verbal) potential for misunderstanding. no promises. communicating a decision, hints to attractive candidates (in a competitive situation) intra-organisational bargaining the decision in writing subject to references,gasp: supplying information,stand up, move, parting courtesies,signal closure - nvc plus maintain concentration,clarify future steps - the selection schedule verify,dates - holidays and availabilities phone, post,gasp: parting,the good interviewer? at times well-prepared sharp & in focus, specific & rational at times intuitive as well as systematically analytical & evaluating picking up nuances and rationalisations stepping back to see the whole interaction, fitting things together, ,and noting the time left and areas to cover interviewer calmness helps the candidate to relax clear perception positive regard for the other aware of self and biases use productive silences & seamless asking of questions. counteracts habituated boredom in interviews,yourself as an interviewer?,good points?,weaknesses?,interview exercise and analysis., weak candidates make average candidates look good, dramatic performance may not reflect job. interviewees as actors., premature decision, tentative, pre-determined views seldom altered at interview, accept/reject within 3-4 min. gather evidence to confirm first impression, unstructured interviews propositions, interview practice alone does not improve performance, training does, panels - defer to influential. poor correlation when choice is confidential psychometric tests - weak evidence but belief/practice strong. validity of the psychometric-objective model?,gasp interview issues,physical environment,the potential for distortion,stereotyping,halo, horns, doppleganger effects function & dysfunction,psychological state,poor listening (active vs. passive listening) lack of interviewer competence defensive uniformities,stereotyping,what is it? what form does it take? how does it occur? common stereotypes,is there positive and negative value?,problems of signs, signifiers, interpretation. body language,presentation of self - front - stage and audience what dangers for fairness and equity?,types of interviews appraisal one member of staff (usually a manager) appraises aspects of the performance of another member of staff (usually a,subordinate) mediation and intervention mechanisms?,types of appraisal interview,tell and listen tell and sell,joint problem-solving mixed model interview,the appraisal process,establishing the agenda the interview,action planning,pre-interview form filling,handling disagreements e.g. grand parenting,types of interviews counselling - 1,the manager as counsellor equipped for the role? operational vs. personal counselling directive non-directive,dependency, confusion & responsibility trust and genuine positive regard,gasp: mixed model with substantial unstructured component,testing reality,types of interviews counselling - 2,opening up & expressing concerns (interviewee),defining “the problems“ how the interviewee sees and,defines the problem,mirroring assumptions courses of action,closure and follow-up,types of interviews complaint/grievance - 1,moan, gripe, complaint,grievance - a formal complaint made by an employee,against a colleague or the organisation,problems of “policy and procedure“,problem perception, information and power/status im ok, youre not ok. “now ive got you, you sos“ neutral processing,rescue the managers and establish karma,equity the complainant and the “complained about“,types of interviews complaint/grievance - 2,verifying the claim rights,importance of shared, agreed information safeguards in procedure formality of the interviews,recognising “the person“ - perception of self and,acting on the problem,the discrimination issue,types of interview discipline - 1 rights not to be unfairly dismissed natural justice & reasonableness in procedure disciplinary action formally sanctioned, organisational action