公司的面试指导手册(英文)课件.ppt

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1、Interviewing TechniquesHints&TipsObjectives An Interview is a 2-way process to meet the following objectives:Agilents assessment of candidate Candidates assessment of AgilentResponsibilityYou are responsible for DECIDING whether or not thecandidate becomes an AGILENT EMPLOYEE-you need to get it righ

2、t!You represent Agilent to the candidate.You need to present yourself consistent with Agilent values&policies.As Hiring Manager you must produce a summary report of the interview.The candidate has a legal right to view the report.(suggest using the scorecard)Preparation Remember the candidate has al

3、ready been through a screening process-build on what you already knowReview your ESSENTIAL requirements for the job,assess how wellthe candidate already meets these requirements.Choose Structure and Format focused on filling in your gaps in knowledge aboutthe candidate.Start with the assumption that

4、 the candidate will be hired.Look for evidence that supports this assumption Identify risks against assumptions.Pre Interview Briefing SessionDiscuss candidate with 3rd Party prior to interview Salary details&expectations -Red Flags(Highlighted concern areas or issues that may need further clarifica

5、tion)-What will it take to get this candidate on board?-Candidates concernsIf salary is a potential issue,discuss with Section Manager and possibly HR if relocation is a factor prior to interview-understand your degrees of freedom.Structure and focus interview&Team to explore key areas-dont waste ti

6、me going over what you already knowInterview FormatIntroduction-explain objectives,format×calesAbility work experience session-Mgr+EngineerAbility skills session-Engineer+MgrMotivation+Fit Session+Candidate Needs-MgrTour/Break-use someone out with Interview GroupAssessment Session-Interview Tea

7、mBenefits Session-HR or MgrIf undecided after assessment session,schedule additional interview sessionsTime Schedule QuestionsAgilent Assess CandidateThis is assessed on three main areas:1.Ability-to do the job now&future potential2.Motivation for Job/Agilent 3.Manageability-“Fit”Ability AssessmentA

8、bility consists of:Skills Which are LearnedExperience Which is GainedTalent Which is How Theyre Wired Cannot be changed!Talent DRIVES MOTIVATION and PERFORMANCEAssessing Ability-SKILLSSkills Easiest to assessFor Engineering skills use TESTS appropriate to the jobFor Problem Solving skills:Focus on M

9、ETHOD rather than answer-logical,pragmatic approach?Note:SKILLS CAN BE LEARNEDAssessing Ability-ExperienceUse discussive questions on recent work/project experienceAsk for SPECIFIC EXAMPLES that focus on:Results Achieved/Personal ContributionIndividual Responsibility Level of business/project unders

10、tandingLevel of Personal Decision MakingEnvironment Technology,team size,Project timescale,design scope&scale,quality processes,tools.Note:Match level of experience to our job needs in terms of complexity/scale,level of responsibility,technology.YOU control the interview-make sure time isnt wasted o

11、n irrelevant detail.Move candidate on when necessary.Focus on Individuals specific experienceAssessing TalentShould be searched for throughout interview processRecognise what causes them to Light UpWhat do they speak passionately about?Consistent themes throughout careerAsk what their strengths and

12、weaknesses areWhat do they enjoy doing&what dont they enjoy and why?Note:Talent is an indicator of POTENTIAL ability to LEARNto do the job well.MotivationAspirations&GoalsImmediate&long TermLook for evidence of working towards themSearch for key drivers e.g.Does the candidate want to work for a comp

13、any like Agilent?-Ask Why?-Explore in DepthNote:Can Agilent Deliver on Candidates Primary Drivers?If NOT,we need to be honest with the candidate,but SELL whatwe can provide.Manageability-FitAssess Candidates Ability to-Take direction-level of expected/required supervision-Work within a team-Use init

14、iative,Self starterUse Behavioural Questions-Previous behaviour strong indicator of future behaviour-Ask for specific examples focusing on the individuals actionsAvoid looking for clones of yourself&colleagues-be diverse!Decision MakingIdentify Essential requirements-score evidence of existence fit

15、at end of each interview sessionHave Assessment Session to discuss/score all factors affecting hiring decisionInclude Talent&Potential EstimatesIdentify any hiring risks reasons why not to hire the candidate?Candidate NeedsPart when candidate assesses Agilent-Fit SessionUnderstand their needs(linked

16、 to motivation section)Job ContentWe need to be open and honest about the job contentGoals&Career Progression-Can they reach their goals at Agilent-How quick can they develop and again is this something that Agilent can offer(Employer of Choice)-Generalise Regarding salary and benefits(DO NOT DISCUS

17、S SPECIFICS FOR CANDIDATES)-Note:Qualify their needs and sell them BackClosing an InterviewMake sure they are clear about the role and your expectation of themAsk them if they have any concerns at this moment in timeRevisit any areas of remaining uncertainty If you feel the candidate is a hire then finish on a positive note e.g.We are very interested,I now need to have a debrief the my colleagues and your consultant will be in touch.Unsuitable candidates-feedback via 3rd party-neutral,non-committal close.