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Form of evaluation of candidates during the interview. Practical tips for a successful interview. Mastering new activities

  • 04.07.2020

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

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

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

How are they assessed in an interview?

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

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

Responsibility rating:

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

Entrepreneurship score:

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

Assessment of the candidate's independence:

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

Stress resistance rating:

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

Applicant's organizational skills assessment:

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

Grade tactical and strategic planning:

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

Grade leadership qualities:

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

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

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

How to evaluate moral values interview employee:

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

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

Factors affecting the analysis

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

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

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

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

Attention: when considering applicants for a position, you should also pay attention to age. If an applicant with a long experience labor activity is in ordinary employees, then, probably, there is no desire to develop in him, and his ambitions are incompatible with real opportunities.

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

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

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

How to evaluate a candidate during the interview process?

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

Accuracy:

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

Appearance of the candidate clothes:

  • dress neatly and cleanly;
  • dressed fashionably;
  • dressed sloppily.

Communication activity:

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

Intelligibility, intelligibility:

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

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

After the end of the interview

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

Non-standard methods

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

Collective verification and high bar

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

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

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

Battlefield check and reaction time

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

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

Interview protocol

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

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

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

Fill example

FULL NAME. candidate: Kiseleva Ekaterina Andreevna

Applying for the position: Sales Manager

Interview set start time: 9:00

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

Candidate's First Impression: Neat appearance, friendly

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

Psychological qualities incompatible with work in this position: none

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

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

Compliance with additional requirements: meets

Accept: hired

Refuse:

Analysis of the entire interview as a whole

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

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

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

As soon as the door slams behind the candidate, do not put it off indefinitely until fresh impressions have evaporated, evaluate it. After the form below is completed (and pre-printed according to the sample), put it in the candidate's personal file.
This form of candidate assessment will be handy if you followed the recommended interview pattern. It will allow you to compare the qualities, skills and capabilities of the candidate required by the vacancy with his objective qualities, skills and capabilities, that is, to compare the desired and the actual.
Candidate Evaluation Form
FULL NAME. candidate: _______________________________________________ ________________
Job title: _____________________________________________________ ________________
Date of interview: "_________ »____________200__
Scheduled interview start time _____________________________ ________________
The actual time of arrival of the candidate (in case of being late, indicate the reason for being late) ______________________________________________________ ________________
№ _____________________________________________________________ _________
Characteristic "Ideal" candidate (the desired qualities are entered in this column after the examination of the vacancy) __________________________________________________________
Relevant data of the candidate (in this column enter the actual qualities of the candidate) __ ________________________________________________________________ _____________ _
Grade

    1. Floor _____________________________________________________________ ________________
    2. Age __________________________________________ _______________ _____________
    3. Family status ______________________________________________ _____________
    4. Titles educational institutions, where the candidate could receive the necessary for the successful implementation of their functional duties knowledge. His desired
      specialization and additional education ________________________ ______________________________________________________
    5. Names of possible positions held by the candidate._______
    6. Profile and names of companies where the candidate could receive and master the skills necessary for the vacancy.
    7. Minimum experience.
    8. List of job responsibilities that the candidate was supposed to perform.
    9. Proficiency in office equipment (PC, copier, fax, etc.), knowledge of software products.

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

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

short information and opinion official The one who conducted the initial interview (i.e. your informal assessment of the candidate) is also very important. Below is a form by which you can evaluate the applicant. To fill out this form, circle the appropriate (your, if possible, objective, opinion about the candidate) number in each line. Count overall score, the maximum score is 60, the minimum is 12. The optimal score will be obtained if the candidate scores no more than three triples, provided that the remaining marks are 4 and 5.
When evaluating, do not confuse appearance with the cost of clothing and the personal taste of the candidate, in the column externalview this refers to the accuracy of the hairstyle, adequate makeup and manicure (if you have a woman in front of you), clean, tidy, suitable clothes for the occasion, unobtrusive accessories. In addition to the timbre of the voice, you need to pay attention to the pace of speech, possible defects in sound pronunciation, vocabulary, and the use of slang words. In the graph physical condition pay particular attention to women and the elderly. It is also necessary to distinguish the qualities necessary when applying for a job from those that can be quickly acquired in the process of adaptation at the workplace (criticality of conditions).
APPEARANCE

    1. Untidy
    2. Carelessness in clothing
    3. Neat
    4. Gives Special attention to your appearance
    1. Harsh, annoying
    2. indistinct
    3. Nice
    1. clear, understandable
    2. Expressive, energetic

PHYSICAL STATE

    1. Unpleasant, unhealthy appearance
    2. Lack of energy, lethargic
    3. Good physical shape, good looks
    4. Cheerful, energetic
    5. Very energetic, in great shape
    1. Nervous
    2. Shy
    3. Mannered
    4. Tense
    5. Embarrassed
    6. Calm
    7. Adequate
    8. Extraordinarily aged

CONFIDENCE

    1. Shy
    2. Arrogant
    3. Consistent, evidence-based
    4. Enough self-confident
    5. rectilinear
    6. Demonstrates confidence
    7. Unusually self-confident
    1. Illogical
    2. Uncertain
    3. Unclear
    4. Spread over trifles
    5. Clearly expressed, words adequate to meanings
    6. Convincing
    7. Logical
    8. Extraordinary ability in the logic of thought

FLEXIBILITY

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

MOTIVATION AND AMBITION

    1. Sluggish, not ambitious
    2. Lack of interest in self-development
    3. Demonstrates a desire for self-development
    4. Determines future goals, wants to succeed
    5. High ambitions, self-development

WORK EXPERIENCE, EDUCATION

    1. Doesn't fit the job
    2. Not relevant but useful
    3. Conform
    4. Above required
    5. Particularly suitable
    6. Keeps learning, leveling up

PERSONALITY OF THE CANDIDATE

    1. immature, impulsive
    2. Stubborn
    3. sensible, mature
    4. Cooperative
    5. Responsible
    6. Mature, self-sufficient

ATTITUDE TO THE PREVIOUS PLACE OF WORK

    1. Vividly negative
    2. Shows dissatisfaction
    3. Avoids direct questions
    4. Expresses a positive attitude
    5. Demonstrates positive, objectively evaluates "+" and "-"

BEHAVIOR IN EXTREME CIRCUMSTANCES

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

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

  • Why ask a person about the same thing several times
  • How not to fall under the spell beautiful girls who came for an interview
  • Four right criteria for evaluating applicants

Successful leaders face the "invisible barrier" when the pace of personal development slows down and soon stops altogether. Such slipping threatens to lose everything that you have achieved over the years of hard work.

When evaluating applicants, directors and HR managers, as a rule, put in the first place the personal qualities of the applicant, the amount of his knowledge and skills. However, this approach is wrong, according to the authors of the book "Hiring Without Mistakes" Patrick Valten and Alexei Fateev.

Here are the correct criteria for assessing applicants at an interview:

  • it is necessary to assess the focus of a person on the result;
  • a desire to work;
  • knowledge;
  • personal qualities.

How to evaluate a candidate in an interview

1. Focus on results. The results of an American study showed that the external attractiveness of candidates greatly increases the chances of getting a job.

Recruiters are more likely to invite handsome boys and girls than ugly ones, unconsciously considering the former to be more intelligent and positive. In order not to fall under the charm and objectively evaluate the applicant, pay attention to the following criteria:

  • whether there are measurable results of the applicant's activity in the resume, whether he can provide recommendations confirming his success;
  • whether a person announces numbers or other indicators of his achievements in any field during an interview;
  • whether he gives a specific solution to the case offered to him.

Also, make a list of questions that you will ask applicants, and write the perfect answers to them. By examining the recordings of conversations, you can choose the right candidate, and not just someone you like.

2. Willingness to work. As an answer to the question about the most common reasons for layoffs, only 9% of employers named the inability to perform job duties. Almost 70% indicated reasons related to their attitude to work (absenteeism, etc.). Here's what will help assess the candidate's desire to work.

First, the applicant gives examples of work situations where he had to show a positive attitude.

Secondly, the candidate demonstrates a willingness to answer all questions and responds positively to your comments.

3. Knowledge. Never trust diplomas and certificates; for example, more than 70% of employers who hire graduates note a lack of basic skills: young people write with errors.

To assess knowledge, simulate several situations that a person may encounter in your company. For example, ask a candidate for a sales position to have a phone conversation with a “disgruntled customer” (one of your colleagues can fill his role).

  • Personnel management that will only benefit

4. Personal qualities. To force the applicant to show his true self, challenge him (ask several times about the same story, demanding confirmation of the story) and watch for reactions. A person will show his true essence: he will remain calm, benevolent and self-possessed, or he will get nervous and lose his temper.

Hiring without errors. Handbook for owners and managers: how to find and retain good employees. Patrick Walten, Alexey Fateev M.: Perot, 2014. - 274 p.

They joke that a person is never as close to perfection as at the time of writing a resume. Studies show that 24% of job seekers mislead potential employers by embellishing and exaggerating their successes, merit, personal qualities or experience. How to determine who is in front of you really? Take on board a few quick questions that will help you look at the applicant from a new perspective.

I find out if the person knows what is the product of his work

Boris Petrov,
CEO"Petrocomplex" company, St. Petersburg

I usually interview candidates for top positions: CTO, Deputy General Manager and CFO. Conversations usually last no more than 15 minutes. I'll tell you what I pay attention to during the meeting.

  • Language of the body. When talking, I follow the behavior of the candidate - this way you can find out whether he is telling the truth or being cunning. For example, according to my observations, when a person tells a lie, he hides the palms of his hands (clamps between his knees, puts him on the table), does not look into his eyes, scratches his ears. If an applicant for a top position has never looked into the eyes of a potential manager during the interview, this says a lot. It happened that for these reasons I ended the conversation after five minutes: if I see that a person is not frank with me, then I will not waste time figuring out what exactly he is hiding. I would rather devote my energy and time to working with employees.
  • How does the applicant answer the question “What were you paid for at your previous job?” Another variation of this question is “What is the product of your work?”. In my opinion, every employee - from an ordinary to a general director - produces one or another product, for which he receives a salary: someone has a piece of iron, someone has a document ... But it is important to take into account one nuance: just a piece of iron or a document is not enough - to complete the case, they must be exchanged for something of value to the company. That's when the job is done. For example, an accountant can prepare reports without errors and on time, but if he does not submit it on time to the Federal Tax Service and does not receive a mark that it has been accepted, then the price of such reports is worthless.

Surprisingly, I have not heard any answers from candidates! Let's say, the first question is answered like this: "For coming to work", "For the performance of official duties." Why do I need such leaders? However, there was a case that I remember - I recommended to the head of the department to immediately hire that candidate. True, he applied for an ordinary technical position. A young man came to the interview, he was 23 years old. It would seem that it was not worth expecting much: he simply did not have enough time to gain experience. Nevertheless, when asked about the result of his activities in the company, he replied: developed software, installed in an industrial controller, tested functionality of the entire system and put into operation at the customer's ACS.

Niyaz Latypov,
CEO and owner of Cuper, Kazan

I do not have a single question that helps to understand a person instantly. I just use a certain approach.

  1. Assess the level of competence of the candidate. The lowest level is when the employee needs to chew everything (“Go to such and such a street, house number five, third floor, room 314, find Marya Ivanovna there and give her this paper in person”). The next level - the task can no longer be so specific, it is enough to name only the address, room number, name. I need people who, having received the task, are able to determine intermediate goals themselves and draw up a plan of action. It is easy to identify the level of competence: the most advanced are those who can make decisions quickly, and the same ones that I myself would make in a similar situation. Questions about the experience of a person, his past tasks and methods for solving them help me understand this. For example, I can ask what goals the management set for him, whether the scope of the tasks changed over time, how the candidate approached solving them, and how much time he usually needed.
  2. I analyze whether the applicant is able to think outside the box and whether he is ready to receive new knowledge. If a person lacks knowledge, then he should not be ashamed to admit it and fill the gap - take the literature on the topic and study the issue. To find out if a candidate possesses these qualities, I ask what are the most interesting tasks that he has ever solved (whether at work or in his personal life); how familiar he was with the topic at the time the problem arose, what was the plan of action, whether something needed to be learned additionally. The essence of the tasks and the approach to solving them very well demonstrate whether a person can be creative in any business.
  3. I find out if this person is passionate. I'm interested in what the candidate is doing in free time What is his hobby. Once upon a time, the habit of talking about it with everyone (not just at interviews) helped me find a wonderful technical director, and the person before meeting with me did not even think about changing jobs. And the fact that he agreed to accept my offer was proof of his enthusiasm. He was the mayor of a small (about 100 thousand inhabitants) town, to the administration of which I was brought by work matters. We started talking: it turned out that during the day he served as an official, and in the evening he became an inventor, spending all his time in the laboratory, which he arranged in the garage. This self-taught (profile technical education he didn't) had already received several patents! I convinced him that it is not worth wasting your life on boring work - you need to devote yourself to what your soul lies in.

I analyze whether a person is able to draw conclusions from his mistakes

Evgeny Demin,
CEO and co-owner of Splat, Moscow

I interview all candidates for vacancies at the main office and for key positions in the regions and other countries. I try to consider as many candidates personally as possible, since the values ​​of each employee should coincide with the values ​​of the company: when you select people who are close in spirit, then you don’t need to waste time trying to convince them. I try to hold a meeting with the applicant quickly (it takes from 10 minutes to an hour, depending on the position). Here's what I find out in the course of the conversation.

Vladimir Saburov,CEO of Glinopererabotka, Bryansk
I personally conduct interviews with candidates for the positions of chief specialists, heads of departments, services. The meeting lasts from 10 minutes to half an hour. During this period, it is necessary to assess the desire of candidates to work and the ability to achieve their goals. At the same time, I ask a lot of questions, but I don’t give time to think: this way you can learn more about a person. Here are some topics that help to find out what is important to me.

  1. Where the closest relatives of the applicant work (or study) (wife or husband, parents, children), their age. According to the answers, one can understand whether a person has an incentive, whether it is customary in his environment to work hard, to treat the matter with interest and responsibility.
  2. Please arrange in descending order of priorities when choosing a job: career, money (benefits), psychological climate in the team, independence, intensity of work, proximity to home, prestige of the company, gaining experience and knowledge, the complexity of the tasks.
  3. Your boss has assigned you a job that is not part of your job description. What will you do? If he refuses, then this is not our man. Such people, as a rule, do not strive for development, problems will constantly arise with them. If you take such people to work, then only in the accounting department.
  4. I escort the candidate (if he applies for a position in the production service) through the shops. After the tour, many leave immediately, as they expected to work in an air-conditioned office.
  5. I ask what a person is generally interested in in life. We once hired a head of purchasing and logistics (purchasing for production, communication between manufacturing plant and trading house, building logistics for shipments). A young applicant (23 years old) with an economic education came to us for an interview. In a conversation, it turned out that he is actively involved in sports, while still training children. This means that he must have both firmness, and endurance, and the ability to plan time, which will be useful in work. Despite the age of the candidate, I invited him to work - and I was not mistaken. During the year, he managed to achieve global positive changes in the work of the service: he created a supplier monitoring system, a coherent scheme of interaction between the company's services, as a result, we significantly reduced the cost of purchasing components and transporting finished products.
  6. Honesty check. The question sounds like this: “You have plans for the evening - you are going to go somewhere with your family (with a girl, a young man), but you get an urgent task, for which you will have to stay at work. This will cancel personal plans. How will you do it. I'm waiting for a real answer. Falsehood is always felt here. Another question: “You have faced unfair reproaches from the leadership against you. How will you react? I appreciate the answer as well.
  7. What is the candidate's self-esteem? To understand this, I ask such a provocative question: “You did a lot of work, spent a lot of time and energy, but the results turned out to be unclaimed (everything you did was put on the shelf). How will you feel, what will be your reaction? A person with low self-esteem will think that he wasted his time and effort and that no one appreciates him.
  8. Does he know how to lead? I ask the question: “The subordinate did not complete the task on time. Your actions?". If the answer “I will do it myself in the interests of the company” follows, then you can immediately refuse to cooperate with such a candidate, and it doesn’t matter what he adds to what has been said (for example, that he will punish a subordinate). There was once a candidate for the position of chief engineer, who answered exactly like this - I did not even begin to continue the conversation. A leader should not do work for subordinates.
  9. Is he a tough leader? The question is: “Your subordinate was rude to you. How will you do it?”. If the candidate answers “I will educate, explain that the rude person did wrong”, this is not our person. Such a response is a reason for refusing applicants for positions of middle managers who work directly in production. There must be strict discipline, employees must be ready to obey unconditionally. I expect an answer: “I will severely stop, I will impose a penalty; I'll fire you if it happens again." There should be no liberalism in production.
  10. Is there any interest in what the plant is doing. We make cat litter, so I always ask if a candidate has a cat. I am sure that the cat owner will try to do everything perfectly, because his beloved pet will use our products.
  11. Do the candidate's life principles match those promoted by our company. For example, once at an interview with a candidate for the position of production director, I did not ask him about what he meant by production culture. At our enterprise, keeping cleanliness and order is one of the critical factors on which wages depend. Also, the culture of production implies honesty in work. So here it is new director showed good results, knew how to communicate with people, organize them. But he had a drawback - secrecy, constant attempts to hide flaws in the work. And most of all, it was depressing that there was always a mess in the workplaces in the shops. I struggled with this until one of the employees, having visited his house, did not tell me that there was also a mess. I concluded that it was useless to educate him, and we had to part. After all, if everything is upside down in production facilities and there is no cleanliness, this leads to injuries, equipment breakdowns, and additional costs. Yes, and workers relate to the enterprise quite differently if they are surrounded by order, and they themselves maintain it.


Candidates must know exactly what the company can give and what the company will give them.

Dmitry Fedoseev,
owner and CEO of Aibolit Plus, Moscow

I conduct five to seven interviews a week (with veterinarians, managers, promoters), not only in Moscow, but also in the regions. For me, this is not work, but pleasure (albeit useful). All meetings last for three hours: I'm not used to rushing, so I approach the choice without haste. What do I expect from candidates?

  1. Willingness to work and earn. Favorite questions “Why do we need you” and “Why do you need us” help to identify it. The answers to them give the best idea about the candidate, and sometimes open up new opportunities. For example, there was such an indicative case. For several months in a row, we were approached by a girl who wanted to get a job as a call center operator. The first time I told her that the vacancy appears or does not appear from the 1st to the 5th of the month. And she called for four months in a row, and on the fifth I, surprised by her perseverance, asked why she wanted to work with us (I already began to think that these were the intrigues of competitors), - I asked the question “Why do you need us?”. The girl directly answered that she likes the free schedule and remote work most of all, she lives next to our office (if necessary, you can appear there without wasting time on the road). She also liked that we advised her to call monthly instead of just saying there was no vacancy. This answer surprised me, and I asked how it could be useful to us (“Why are you to us?”). It turned out that she has experience in the field of HR, but because of the desire to work from home and free schedule She is considering other vacancies. And just before that, I read about a company that attracts a freelancer to search for personnel - this saves money and allows you to select employees more efficiently. And I decided that we should also try this. Therefore, two days later we introduced staffing the position of a recruiter and hired a persistent girl for a job. By the way, with her help, we have already filled several vacancies.
  2. Whether the person is ready to look for new opportunities. I recently went to the opening of our veterinary center in Novosibirsk and held several interviews with applicants for the position of manager there. One of them decided to prove herself by starting to criticize our strategy and approaches to work: she said, for example, that a Moscow company had nothing to do in the region. In addition to criticism, I did not hear anything, although I asked why the applicant thinks so and what he offers. The conclusion is this: the applicant saw only the bad (as it seemed to her), but did not offer options on how to do better. This indicates that a person will always find reasons why the plan is not fulfilled, the branch does not develop. Needless to say, I did not hire her?
  3. Integrity and adequacy. I love asking provocative questions. For example, I offer the candidate a higher position (my deputy, not the clinic manager), noting that such and such an employee is currently working in this position. If a candidate is interested in where I will put the current deputy, I answer that I will castling. I look at the reaction: will he be delighted with the opportunity to get into the company immediately on high position and sit another - doubt whether there is necessary experience- after all, he applied for a different position - will he ask what his duties will be, what tasks he will have? This says a lot: whether I can trust a person, what principles he is guided by in life, whether he adequately assesses his capabilities.
  4. Real experience. I also have one more provocative proposal for candidates for managers: if a person is flooded with a nightingale, talking about his achievements in a previous job, I ask if he is ready to start working on a project from tomorrow (to open a clinic in a new location). The braggart will immediately find thousands of excuses why it won't work now.

FULL NAME. candidate: _______________________________________________ ________________

Job title: _____________________________________________________ ________________
Date of interview: "_________" ____________ 200__
Scheduled interview start time _____________________________ ________________
The actual time of arrival of the candidate (in case of being late, indicate the reason for being late) ______________________________________________________ ________________
№ _____________________________________________________________ _________
Characteristic "Ideal" candidate (the desired qualities are entered in this column after the examination of the vacancy) __________________________________________________________
Relevant data of the candidate (in this column enter the actual qualities of the candidate) __ ________________________________________________________________ _____________ _
Grade

1. Gender _______________________________________________________________ ________________

2. Age ________________________________________________ _______________ _____________

3. Marital status ________________________________________________ _____________

4. Names of educational institutions where the candidate could obtain the knowledge necessary for the successful performance of his functional duties. His desired
specialization and additional education ________________________ ____________________________________________________________

5. Names of possible positions held by the candidate._______

6. Profile and names of companies where the candidate could obtain and master the skills necessary for the vacancy.

7. Minimum work experience.

8. List of job duties that the candidate had to perform.

9. Degree of possession of office equipment (PC, copier, fax, etc.), knowledge of software products.

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

1. The presence of a car, a driver's license indicating the category, driving experience.

2. Availability of housing, desired place of residence.

3. Psychological qualities that will help you successfully cope with job responsibilities and learn new skills.

4. Psychological qualities incompatible with work in this position

5. Psychological characteristics that allow achieving compatibility with employees directly related to the future employee and corresponding to the corporate culture of the organization.

6. Psychological qualities incompatible with work in this company

7. Additional requirements.

Brief information and the opinion of the official who conducted the initial interview (i.e. your informal assessment of the candidate) is also very important. Below is a form by which you can evaluate the applicant. To fill out this form, circle the appropriate (your, if possible, objective, opinion about the candidate) number in each line. Calculate the overall score, the maximum score is 60, the minimum score is 12. The optimal score will be obtained if the candidate scores no more than three triples, provided that the remaining marks are 4 and 5.
When evaluating, do not confuse appearance with the cost of clothes and the personal taste of the candidate, in the appearance column we mean neat hair, adequate makeup and manicure (if you are a woman), clean, tidy clothes suitable for the occasion, unobtrusive accessories. In addition to the timbre of the voice, you need to pay attention to the pace of speech, possible defects in sound pronunciation, vocabulary, and the use of slang words. In the column of physical condition, especially carefully assess women and the elderly. It is also necessary to distinguish the qualities necessary when applying for a job from those that can be quickly acquired in the process of adaptation at the workplace (criticality of conditions).

APPEARANCE

1. Untidy

2. Carelessness in clothes

3. Neat

4. Pays special attention to his appearance

1. Sharp, annoying

2. Slurred

3. Pleasant

4. Clear, understandable

5. Expressive, energetic

PHYSICAL STATE

1. Unpleasant, unhealthy appearance

2. Lack of energy, apathetic

3. Good physical shape, good looks

4. Cheerful, energetic

5. Very energetic, in great shape

BEHAVIOR

1. Nervous

2. Shy

3. Campy

5. Confused

6. Calm

8. Extraordinarily aged

CONFIDENCE

1. Shy

2. Arrogant

3. Consistent, evidence-based

4. Quite self-confident

5. Rectilinear

6. Demonstrates confidence

7. Unusually self-confident

THE WAY OF THINKING

1. Illogical

2. Undefined

3. Obscure

4. Sprayed on trifles

5. Clearly expressed, words adequate to meanings

6. Persuasive

7. Logical

8. Extraordinary ability in the logic of thought

FLEXIBILITY OF THE MIND

1. Slow-witted, slow-thinking

2. Indifferently perceives what has been said

3. Attentive, clearly expresses his thoughts

4. Smart, asks adequate questions

5. Unusual sharpness of mind, perceives a complex of ideas

MOTIVATION AND AMBITION

1. Sluggish, not ambitious

2. Lack of interest in self-development

3. Demonstrates a desire for self-development

4. Determines future goals, wants to succeed

5. High ambitions, self-development

WORK EXPERIENCE, EDUCATION

1. Do not correspond to the position

2. Not relevant but useful

3. Conform

4. Above required

5. Particularly suitable

6. Continues to learn, level up

PERSONALITY OF THE CANDIDATE

1. Immature, impulsive

2. Stubborn

3. Reasonable, mature

4. Cooperative

5. Responsible

6. Mature, self-sufficient

ATTITUDE TO THE FORMER PLACE OF WORK

1. Vividly negative

2. Shows dissatisfaction

3. Avoids direct questions

4. Expresses a positive attitude

5. Demonstrates positive, objectively evaluates "+" and "-"

BEHAVIOR IN EXTREME CIRCUMSTANCES

1. Expresses extreme embarrassment or aggression

2. Noticeably nervous

3. Does not express discomfort, does not seek to continue the conversation

4. Demonstrates a calm demeanor, continues the dialogue

5. Responds appropriately, looking for ways to continue the conversation

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




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