麦德龙区域人力资源发展目标甄选技巧.ppt

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1、Targeted Selections目标甄选技巧,BU HR Development区域人力资源发展,Interview Guidelines面 试 指 南,Introduction 概要,Targeted Process-A comprehensive and structured competency-based tool that guides the interviewer on what to do before,during and after the interview.目标-全面结构化能力式面试指导，是提供我们面试官如何进行面试前准备、面试中能力式提问、面试后评估的一个实用工

2、具Before go through preparation checklist面试前 仔细检查准备清单During Outline the interview and ask competency-based questions 面试中 拟定面试框架并提出能力式面试问题After Analyse and rate competencies based on answers from behavioral questions面试后就其行为表现问题的解答进行分析并打分 METROs core competencies-Competencies considered by METRO Group

3、as important.Additionally,KAE&SEs are assessed on“Sales Competence”.核心能力-麦德龙集团认为重要的七大核心能力；此外，增加了KAE/SEs“销售能力”的面试问题Application-For positions at HD level and above适用 主管及以上职位,Why is it necessary?为什么这是必需的？,Consistent Interview process is structured.Same questions to same position interviewed.Facilitates

4、 comparison of candidates.How do you compare if candidates are asked different questions?一致性-结构化的面试过程，针对同一个职位的不同应聘者提出相同的问题，有助于面试官进行比较。如果向应聘者提出不同问题，你将如何作比较？Accurate Assess and recruit candidates based on their answers to behavioural questions.Behavioural answers reflect on experience and predict how

5、candidate will respond in a similar situation in METRO.Offers a better match between person and position.准确性-根据应聘者对行为表现方面的面试问题的回答进行甄选和评估。应聘者的回答不仅能了解应聘者的相关工作经验，而且能预测将来其在麦德龙遇到类似情形时的反应，使应聘者与聘用职位更加适合。Retention Accuracy of matching person to job improves retention of employee.留任 被录用人员与职位的完全适合度能提高其工作留任,1,

6、2,3,Why is it necessary?(Continued)为什么这是必需的？(继续),Quality Facilitates hiring the best candidate for the job.Quality candidates have higher chance of successful job performance.质量使录用适合职位的最佳人选更容易,即录用质量的候选人意味着成功达成绩效的概率更高。Positive Impression The professional interview process gives job candidates a posit

7、ive impression of METRO as a good employer.积极正面印象专业的面试给应聘者留下“麦德龙是一家好企业”的积极正面印象Objective Selection done using Competencies valued by METRO.The competencies of each candidate are assessed and rated.目标性甄选运用了麦德龙核心能力，对每位应聘者的能力进行评估打分Rational Decision Decisions are based on structured process and careful a

8、nalysis of behavioural competencies.Facilitates rational decision making.理性决策 基于结构化面试流程及对行为表现能力的认真分析，帮助面试官作出理性决策,4,5,6,7,Before the Interview 面试前,Review application materials 评估应聘者申请资料Focus on the content of the resume关注简历内容Anything interesting in the application letter?应聘信上描述的有趣事Any new information

9、 in application forms?申请表中任何新的信息Testimonials may be biased推荐信可能存在的偏差Decide which jobs/experiences are most relevant to the job being interviewed for确定哪些工作经历与提供面试的职位最吻合Background and job fit 应聘者的背景与职位适合度Note any jobs/experiences in which you are unclear or would like more information对于那些工作经历不清楚的或需要进一

10、步了解信息的做好记录 Note any gaps in employment标出与录用条件的差距Assess job fit and motivation评估其职位适合度及应聘的动机,1,2,Before the Interview 面试前,3,4,Review the attached planned behavioural questions选定附件中预先设计的行为表现方面的面试问题Review the competency definitions and questions熟悉能力方面的解释及相关的面试问题 Choose 1-3 questions from each competenc

11、y选择13个问题准备提问 Modify questions to fit candidates experience修正问题，使其更加符合应聘者的工作经验背景 Decide if order of questions need to be changed确定提问的顺序是否需要调整 Develop additional questions,if necessary如有必要，可以开发或增加问题 For KAE&SE,begin interview with“Sales Competence”questions.针对KAE/SSE/SE的职位，面试提问可以从“销售能力”开始 Estimate Tim

12、ing 预估面试时间Estimate the time needed to cover each section of the Interview Guide.For a thorough interview,allow 60-90 minutes per candidate.Terminate the interview after 15-30 minutes if the candidate is not suitable.根据面试指南预估完成每一项所需时间，对于一个综合面试，面试每个应聘者大约需要6090分钟；如果认为应聘者不合适，则面试在1530分钟以后结束,Opening the I

13、nterview 开始面试,1,2,Greetings 问候Start the interview by first greeting the candidate and giving your name and position.问候应聘者，介绍自己的名字和职位,Explain Purpose 说明面试的目的Know applicant&interviewer让应聘者和面试官相互认识Learn more about the applicants background and experience了解应聘者背景和工作经历Help the applicant understand the pos

14、ition and organization帮助应聘者了解该职位及组织,Opening the Interview 开始面试,3,Interview Plan 面试安排Tell the candidate that the interview will be used to review and ask questions to get specific information about jobs and experiences.要求应聘者在简述以往的工作经历，通过提问获得以往工作中的特定信息Provide information about position and organizatio

15、n.提供相关职位和组织信息Allow candidate to ask questions.允许应聘者提出问题Point out that you both will get information to make good decisions.指出双方都可以获得彼此需要的信息，从而做出明智的决定Indicate that you will be taking notes.表明你将会做记录,During the Interview 面试中,1,Education 教育Accomplishments during school在校期间所取得的成绩Important ideas and conce

16、pt learned in school在校期间所学到的重要理念/观念等Work Background 工作背景Job and experience and reporting工作经历和汇报对象Major responsibilities and duties主要工作职责Job changes and promotions工作变动和职务晋升Motivation 应聘动机Likes and dislikes about current/previous jobs在现在/过去的工作中最喜欢和最不喜欢的?Why planning to leave(if appropriate)为什么打算离职（只有在

17、适合的情况下提问）Frustrations at work,why?工作中受挫情况，为什么？,2,3,During the Interview 面试中,4,Behavioural Questions 行为表现问题For KAE&SE positions,start the behavioural interview with“Sales Competence”questions针对KAE&SE应聘者，面试提问可从“销售能力”方面开始Ask the behavioural questions that you have selected or prepared依据你挑选或已准备的行为表现方面的面

18、试问题进行提问 Adapt questions to functions being interviewed根据面试的作用调整面试问题Keep asking probing questions.Do not accept“ready answers”immediately采用探究性提问技巧，不接受表面看起来“理所当然的答案”Listen and make sure that the candidate talks most of the time倾听，确保应聘者充分表达 Write down key evidence from the candidates answers for each c

19、ompetency记录应聘者在回答每一项“能力”问题时搜集到的重要信息 Interview is not a general/social chat面试过程不是一场泛泛而谈的社交性聊天,METRO Core Competencies-Behavioural Questions麦德龙核心能力 行为表现方面的问题,Analytical&Strategic Competence 分析和战略前瞻能力Eg.What complicated problems have you had to address on your job?Describe how you identified or gained

20、a better understanding of the problems).Give examples.就你的工作，你必须着手解决哪些复杂的问题？你是如何发现这些问题或怎样做到更好地理解这些问题的？请举例说明。Leadership 领导力Eg.What techniques have you learned to manage/supervise others?How have you used these techniques?Give some examples.你知道管理和监督他人的技巧有哪些？你是如何运用这些技巧的？请举例说明。Social Skills 社交能力Eg.Tell m

21、e about a time when you needed someones cooperation to complete a task and they were not cooperative.Did you complete the task?How did you resolve the situation?当你需要和他人共同完成一项任务，而他表示不愿合作时，最终你们完成任务了吗？你们又如何解决的？Intercultural Competence 跨文化协调能力Eg.One of the ways people are different is their style of rel

22、ating with each other.Give some examples of different types of people you have worked with,and how you got along with each.体现人与人之间不同其表现形式之一在于他们相互间待人接物的风格迥异。请说说你所共事过的各种不同类型的人，你是如何与他们相处的？,1,2,3,4,Result Orientation 目标导向Eg.Describe a situation in which you were not able to complete work/goal on time.Wh

23、y was the work/goal not achieved?How will you improve it next time?请举一个你未能按时完成任务的例子，为什么没能完成这个目标？下次你会做怎样改进？Market&Customer Orientation 市场及客户意识Eg.What skills or qualities are important for dealing effectively with customers?Give an example of when you displayed these skills or qualities.为了能有效服务于客户，你认为

24、哪些技能和素质是非常必要和重要的？请举例说说你展示这些技能和素质的场合/情景？Ability to Bring About Change 变革管理能力Eg.Describe a time when you successfully planned,monitored and implemented change?请讲述一个你成功计划、监控并实施变革的经历?For KAE,SSE&SE,add one more competence 针对KAE,SSE&SE,增加一项能力Sales Competence 销售能力Eg.Tell me about a time when you persuaded

25、 a customer to buy something.What was the situation?How did you persuade the customer?请说说你曾说服了客户购买你的商品，当时是怎样的情形？你是如何说服他的？,5,6,7,8,METRO Competencies-Behavioural Questions麦德龙核心能力 行为表现方面的问题,After the Interview 面试后,1,Interview Rating Form 面试评估表Refer to your comments on each competency and decide on a r

26、ating for the competency根据你的评价对每项能力进行逐项打分 Write down the evidence that substantiates your decision记录下打分的充足证据To be completed by each interviewer and submitted to BU or Store HR,as appropriate评估表应由每个主考官来完成，然后递交区域或商场人力资源部Make additional comments,if required如有必要，可做些评语Make Decision 做出决定Decide to let cand

27、idate go through second interview,keep in file or proceed to hire决定是否建议应聘者参加第2轮面试、存档或直接聘用Personality Profiling 个性特征To better understand the character and personality of the candidate,a“personality profile analysis”can be done by BU HR为更好地了解最佳候选人的性格（便于做出录用决定），可由区域人力资源部对其进行个性特征分析,2,3,Interview Guideli

28、nes A Summary 面试指南 汇总,Why 为什么？,How 怎么做？,Consistent一致性,Accurate准确性,Candidates are assessed On METROs 7 Core Competencies plus a Sales Competency(for KAE&SE)依据麦德龙七大核心能力加上销售能力(针对KAE&SE)进行面试评估,Interviewers choose and ask behavioral questions toassess competencies面试官选择行为表现面试问题提问并进行评估,Interview Guidelines

29、面试指南,Quality质量,What 什么？,Comprehensive Competency-based guide that defines what to do before,during and after the interview.全面结构化能力式面试指导，是提供我们面试官如何进行面试前准备、面试中能力式提问、面试后评估的一个实用工具Used for positions at HD and above.适用主管以上职位,From interview answers,rate the competencies.根据应聘者的回答进行打分,Positive Impression正面印象

30、,Objective目标性,Rational Decision理性决策,Retention留任,Supplement with personalityprofiling of candidates.附加应聘者性格测试,Interview Assessment面试评估表,Introduction 概要,Targeted Process-A simple and practical Competency-based interview process and assessment tool目标 一个简单实用的能力式面试过程和评估工具Skills&Competencies-Ask simple be

31、havioural questions to assess skills and competencies that are needed for the job.Skills and competencies selected based on HRs observation and feedback from managers.Skills and competencies are rated技巧和能力 通过简单的行为表现方面的问题确定应聘者是否具备工作所需的技能。这些技能是通过人力资源部的观察和部门经理的反馈得出的，然后对应聘者的技能进行评分Application-For positio

32、ns below HD level适用 主管以下职位,Why is it necessary?为什么这是必需的？,Simple 简单Consistent 一致性Accurate 准确性Retention 留任Quality 质量Positive Impression 正面印象Objective 目标性Rational Decision 理性决策,Interview Assessment-Skills&Competencies 面试评估表 技巧和能力,Job Motivation&Drive 工作动机Get applicant to talk about his/her previous job

33、s.Ask whether he/she disliked those jobs and why.What does he/she look for in a job and what are his future plans?What he/she hopes to achieve or become in 3 to 5-years time?让应聘者谈谈以往的工作经历。问他是否喜欢以前的工作，为什么？他期望从工作中得到什么?他未来的计划是什么？在未来35年内他期望达到怎样的成就？Interpersonal Skills&Personality 人际交往能力和性格Get applicant

34、to describe himself/herself(introvert,extrovert,likes,dislikes,hobbies&friends).Ask applicant to describe his/her past working experiences with his/her colleagues especially in groups.Allow him/her to talk about some conflicts or success that he/she has encountered in the past.让应聘者描述自己(内向/外向,喜欢什么,不喜

35、欢什么,爱好&朋友等)。让应聘者讲讲以往的工作和团队/同事，允许他谈过去遇到的冲突或成就。Teamwork 团队合作Ask applicant to share his/her experience in working in a team.What did the team work on?What was her role and contribution?What were the challenges and what was the outcome?What did he/she learn from the experience.让应聘者谈谈他在团队工作中的经验。他的团队从事什么工

36、作?他在团队中担任什么工作？作出了哪些贡献?遇到的最大挑战是什么？结果如何?他从这些经历中学到了什么？,1,2,3,Work Efficiency 工作效率Ask the applicant to describe a situation in which he/she was required to do several things at the same time.How did he/she manage time?让应聘者描述他/她同时接受几项任务时的情形，他/她是如何管理时间的?Customer Orientation 客户意识Ask applicant to share what

37、 skills or qualities are important for dealing effectively with customers.When did he/she display these skills or qualities at work?让应聘者谈谈哪些技巧或素质对于有效接待客户非常重要？他/她在工作中什么时候运用了这些技巧和素质?Technical/Professional Knowledge 技能和专业知识Find out what kind of work he/she has done in his/her area of work/specializatio

38、n.What training has he/she received in this area and how he/she has used the training received in his/her work.Get him/her to describe a project,situation or assignment that has challenged his/her area of profession or work.了解他/她在以往工作领域中主要做了哪些工作？他/她接受过哪些培训？他是如何运用在培训中学到的知识？让他/她说说在工作或专业领域中遇到的很具有挑战性的项目

39、或任务时的情况。,6,Interview Assessment-Skills&Competencies 面试评估表 技巧和能力,4,5,Interview Assessment-Skills&Competencies 面试评估表 技巧和能力,Analytical&Problem Solving Skills 分析能力和解决问题能力Get applicant to relate some of the problems/challenges that he/she faced in his/her previous work.Ask him/her to describe how he/she

40、solved or handled problems and overcome obstacles.让应聘者联系以往工作中遇到的问题或面临的挑战，他是如何解决的或克服的?Planning&Organizational Ability 计划和组织才干Has the applicant planned or organized any kind of project in the previous job or in school?Ask him/her to describe the experience.Was it a success?Did it meet the stated objec

41、tives and was it completed on time?问应聘者在以往的工作中或学校里是否组织过某个项目?如果有，请描述一下当时的经历，是否成功了?或有没有达到既定目标？是否按时完成?Initiative&Creativity 主动性和创造力Ask applicant to describe incidents whereby he/she has thought of new ideas outside his/her job description and successfully implemented them to improve his/her work.In oth

42、er words,did she find easier and more rewarding ways of doing his/her work?让应聘者描述是否出过某些好点子，想过某些好办法，有效提高了他/她的工作效率，虽然他/她的岗位职责并没有要求他/她去想这些办法，换句话说，他/她是否自己找到了更简单高效的工作方法？,9,8,7,Interview Assessment A Summary 面试评估表 汇总,Why 为什么？,How 怎么做？,Candidates are assessed on skills and competencies that are needed for

43、their jobs.面试官根据职位要求的技巧和能力进行面试评估Skills&competencies selected based on HRs observation and feedback from managers根据人力资源部观察和部门经理反馈对应聘者的技能进行甑选Ask simple behavioural questions to assess skills and competencies通过简单行为表现问题回答来确定应聘者是否具备工作所需的技能Skills&competencies arerated.对应聘者的技能进行打分,Interview Assessment面试评估表

44、,What 什么？,A simple and practical Competency-based interview assessment.简单实用的能力式面试评估表Used for positions below HD适用主管以下职位,Simple 简单Consistent 一致性Accurate 准确性Retention 留任Quality 质量Positive Impression 正面印象Objective 目标性Rational Decision 理性决策,Personal Profile Analysis(PPA)个性特征分析,Personal Profile Analysis

45、个性特征分析,Profiling Tool A personality profiling tool that provides an insight into how people will behave when faced with various situations at work.个性特征图 就其在特定职位工作情境下的行为表现提供一些洞察之见Why needed 为什么需要？-Understand motivation and drive 了解动机及驱动力-Strengths and limitations 优势与局限性-Likes and dislikes 喜好-Fit betw

46、een person and job 职位适合度-Prediction of likely behaviour at work 预测可能的工作表现Application For interview candidates as well as existing employees eg team management,counseling etc.适用 面试候选人及在岗员工如团队合作、员工谈心等,Personal Profile Analysis 个性特征分析,Administration-Candidate completes a simple one-page PPA form in 10

47、minutes thinking of himself at work.Result of completed form is keyed into the computer.A computer generated report is produced.实务操作 要求候选人在10分钟内回想您在工作情境下的行为特征独立完成单页性格测试表。完成后的测试结果录入电脑，根据记录系统会自动生成报告。Take Note There is no right or wrong answer.You cannot pass or fail it.People are different.The analysi

48、s cannot detect any mental negativity.On a positive side,overcoming personality limitations lead to greater success at work.说明 答案没有对错之分，无法表明你“通过”或“没通过”测试。人与人之间有所不同。这个测试必须在无人干扰的情景下完成。从积极意义上来说，它能帮助被测试者克服性格上的局限性以便将来更好地取得工作成效。,Example of the PPA Form 24 lines 个性特征分析样表 24行,POWER 权力+GOALS 目标FAILURE 失败“TEL

49、L”吩咐式WHAT 是什么?,PEOPLE 人际+RECOGNITION 认可-REJECTION 拒绝“SELL”销售型WHO 是谁?,ACTIVE 积极主动,POLICY 政策+STRUCTURE 规定-CHAOS 冲突“WRITE”书面HOW 怎样?,DOMINANCE 支配力,INFLUENCE 影响力,COMPLIANCE 遵从性,STEADINESS 稳定性,PACE 节奏+SECURITY 归属ABRUPT CHANGE 突变“LISTEN”倾听WHY 为什么?,CHALLENGING挑战,FRIENDLY友好,PASSIVE 被动消极,Personal Profile Anal

50、ysis-DiSC Theory 个性特征分析 DiSC理论,Direct 直率Competitive 争强好胜Assertive 有决断力Decisive 好下断言Driving 积极进取,Friendly 友好Communicative 健谈Positive 积极乐观Persuasive 有说服力Optimistic 乐观,Logical 逻辑性强Analytical 分析Systematic 有条理Perfectionist 完美主义者Detailed 注意细节,Patient 耐心Accommodating乐于助人Persistent 有毅力Thorough 全面周到Considera