I. Characteristics
Because of absorbing the advantages of standardized tests and integrating the advantages of traditional empirical interviews, the test results of structured interviews are more accurate and reliable.
1. Design interview questions according to the structure of job analysis.
In a structured interview, the purpose of the interview is to choose a candidate who is more suitable for the position. This interview method requires in-depth job analysis, and it is clear which cases reflect good performance and which cases reflect bad performance at work. Executives will evaluate these specific cases and establish a question bank. The elements of structured interview evaluation involve knowledge, ability, quality, motivation, temperament and so on. , especially the specific problems related to responsibilities and skills, can ensure the success rate of screening.
2. Adopt the same testing process for all applicants.
In the structured interview, not only all candidates applying for the same position have the same interview topics, but also the interview instructions, interview time, presentation order of interview questions and interview implementation conditions. This enables all candidates to be interviewed under almost the same conditions, ensuring the fairness and justice of the interview process.
There are usually several sequential structures of questioners: (1) Asking questions from simple to complex gradually deepens the difficulty of the questions, so that candidates can gradually adapt to the interview environment psychologically and fully show themselves. (2) Questions from general to professional content.
3. There are standardized and operable evaluation criteria for interview evaluation.
A set of systematic and specific scales is designed from the perspective of behavior, and each question has a clear scoring standard. Establishing a systematic scoring scheme for the scoring standard of each question can ensure the consistency of scoring and improve the effectiveness of the structure.
For each evaluation factor, structured interview has standardized and operable evaluation criteria. Let each examiner have a unified standard for the evaluation of candidates. Candidates' interview scores are finally counted by scientific methods (that is, the highest and lowest scores among many examiners are removed for each element, then the arithmetic average score is taken, and then the total score is synthesized according to the weight).
Structured interview is different from traditional interview. It pays more attention to the job-related characteristics obtained from job analysis. The interviewer knows what questions to ask and why to ask them, thus avoiding subjective attribution errors. Every candidate has been evaluated more objectively, which reduces the possibility of bias and unfairness, and can reliably and effectively select the candidate who can really meet the job requirements in the shortest time.
4. The composition of examiners is structured.
For structured interviews, the number of examiners must be at least 2, usually 5-7. Generally speaking, the examiner's composition is not decided at will, and it is often scientifically allocated according to the needs of the proposed post, according to a certain proportion of specialty, position and even age and gender. One of them is the examiner, who is generally responsible for asking questions to candidates and mastering the whole interview process.
In a word, structured interview has the characteristics of fixed questions, rigorous procedures and unified grading. From a practical point of view, the measurement validity and reliability of structured interview are relatively high, which is more suitable for large-scale, organized and standardized employment interviews. Therefore, structured interview has become the basic method of employment interview.
Second, effectiveness.
1. The questions raised in the structured interview are only related to the job requirements, and the information of the candidates is collected and evaluated objectively to avoid the deviation caused by various evaluation errors such as subjective impression, first impression and randomness.
2. Structured interview has high efficiency and low cost. Practice has proved that structured interview has a good effect in judging people's attitudes and behaviors, which increases the reliability and accuracy of the interview.
3. Structured interviews are easily accepted by people. Because structured interviews allow all candidates to answer the same questions, compare candidates according to objective standards, and make a decision on their working ability, it ensures a fair and acceptable way to screen all candidates by making it less likely to cause unfair phenomena caused by nationality or gender.
4. Structured interview needs to analyze the work in advance, establish a question bank and design a scoring scheme before the interview, which is the fundamental difference between it and the traditional interview, and also makes the structured interview more organized and prepared.
Third, the mode type.
Structured interviews are mainly divided into behavioral descriptive interviews and situational interviews.
1. Behavioral descriptive interview originated from "past behavior is the best prediction of future behavior". Setting the recruitment situation means that the best way for recruiters to predict future employees is to understand their past performance. Generally speaking, the behavior description interview problem is a behavior problem based on key competency characteristics, so it is necessary to analyze the job requirements of competency characteristics to determine the required competency characteristics.
2. Situational interview originates from the goal setting theory in motivation theory. The interviewer's future behavior will be greatly influenced by his goals or behavioral intentions. The purpose of situational interview is to set up a series of things that the interviewer may encounter at work and ask "what would you do in this case" to identify the job-related behavior intention of the job seeker. The first step of situational interview is job analysis. By analyzing the competency characteristics required by key events, the interviewer can be competent for future work. Because there must be key events, situational interviews are not suitable for positions with great changes and positions with few people in the past.
Fourth, the interview content
1、? Resume screening criteria
2. Value demand assessment
3. Experience asking questions
4. Cultural matching degree
5. Behavior interview
This is also a complete combination of structured interviews.
Verb (abbreviation for verb) main link
In the structured interview, the main links can be divided into:
1, opening remarks, the main purpose is to create a relaxed interview atmosphere and tell candidates the interview methods used in the interview.
2. Review of main background.
3. Review of behavioral events.
4. Additional information consultation.
5. End the interview.
6. evaluation.
Among them, the review of behavioral events is the main part, and the interviewer should listen carefully and make records.
Matters needing attention about intransitive verbs
Structured interview is different from traditional interview methods. It consists of a series of job-related questions, which are constantly asked to job seekers of a certain position:
1. The preparation time before structured interview is longer than that before traditional interview, and there is a lot of work to be prepared.
(1) Examination venue arrangement. This can reflect the corporate culture, reflect the management level of the organization, give the applicant a preliminary impression of the enterprise, and also affect the applicant's acceptance of the enterprise.
(2) Before the interview, the materials should be fully prepared. Including the applicant's personal data, structured question table, interview score table and interview procedure table.
(3) Reasonably determine the interview time. It is necessary for the interviewer to fully obtain the real information of the candidate without increasing the interview cost too much. Generally speaking, every candidate will be psychologically prepared for the interview, and the psychological vigilance period is between 20-30 minutes. If this time period is exceeded, people's psychological vigilance will be reduced. Therefore, a longer interview time is conducive to finding problems. Each interview can be arranged continuously for more than 40 minutes. If possible, the company can arrange several rounds of interviews.
(4) Cooperation and division of labor of interviewers. Participants in the interview include: personnel from the human resources department, personnel from the employing department, and sometimes consultants and experts are needed to join. The personnel of the Human Resources Department are responsible for the investigation of general matters such as work, study experience, salary and welfare, job hunting motivation, etc. Personnel in the employing department are responsible for the inspection of professional services such as skills, knowledge and work experience; Consultants and experts check special projects.
2. In the process of structured interview, the acquisition and transmission of effective information
The interviewer moderately induced the candidate to provide job-related information. When asking questions, the interviewer should adopt an open-minded attitude towards the answers of job seekers, and regularly send signals, nod and smile to show his interest in the job seekers' conversation. The interviewer should also control the progress of the interview to ensure that questions are answered within a reasonable time. When you need to know the specific situation, job seekers can describe it in detail.
The interviewer should provide appropriate information about the organization and work, usually after collecting all the necessary information of the job seeker, which includes both positive and negative information. The interviewer should honestly answer any questions about the organization and work mentioned by the job seeker, which will help the two-way selection in the recruitment process.
3. Evaluation and statistics of interview results
After the interview, you can use the final scoring method or the question-and-answer method to score. Scores can be obtained by simply adding up according to predetermined standards, or by weighted summation reflecting the relative importance of each attribute (the relative importance of each attribute is specified in the job analysis), or by weighted summation according to the interviewer's authoritative program.
When evaluating job seekers according to the attributes of job requirements, we should not only compare the overall scores, but also pay attention to whether the attributes are compensatory. In other words, sometimes the high score of one attribute can make up for the low score of another attribute; Sometimes the mastery of one aspect can't make up for the deficiency of another. For example, the lack of ability to get along with others is enough to disqualify a candidate, regardless of other abilities.
4. Conduct necessary training for the interviewer.
Many researchers believe that a competent interviewer is produced through the accumulation of experience. However, among experienced interviewers, there are often disputes about the interview results, especially the traditional unstructured interview, which highlights the inconsistency and subjectivity of the interview results. Training interviewers is an effective way to reduce the deviation.
Interviewer training should focus on: improving students' questioning skills, organizing interviews, providing support, establishing harmonious relationships, listening skills and mastering relevant materials, as well as various practical means, discussions, demonstrations and feedback training. After training, these differences can be limited to a minimum, thus improving the reliability and effectiveness of the interview. Encourage interviewers to follow optimized procedures to minimize the possibility of bias and errors.
5. Effect evaluation and improvement of structured interview.
After the structured interview, it is necessary to evaluate the selection effect. Follow the selected people for a period of time to evaluate whether the interview results are highly consistent with the actual performance. Through this evaluation, we can find out whether the evaluation indexes we set are appropriate and whether the existing evaluation methods are reliable and accurate, so as to improve the evaluation standards and methods.