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1、欢迎您参加以下课程 基于胜任能力的面试 为了能更好的完成培训, 请您注意以下方面: nFire Regulations nFood nFree Time nFact File nFahrenheit nFumes nFacilities nFun nFones 课程目标 课程结束后,你们将能够 :- n说明选人过程的重要性 n确定选人/面试时的场地(环境) n解释这一理论并举出行为面试的例子 n陈述招聘活动中与法规相关的事项 n在进行以能力为基础的招聘前完成适当的准备工作 n示范在针对某一职位选择合适的人的时候所使用的技巧 n以公司/集团的标准进行”以胜任能力为基础的面试” 为什么面试技巧对于
2、经理人员来说是 一个如此的重要? nAAccept answers and show OHP of Regional / Hotel Recruitment Statistics e.g. Annual Budget, numbers recruited nIt is also a very important skill for your own development and career nTutor Note: The relevant OHP/3 will need to be inserted depending on the region / hotel in which the
3、 Programme is running e.g. turnover % - cost of recruitment, number of vacancies, new hotel openings etc. 为什么我们被选择来参加这样的一个 课程? n作为选人的人,我们将用接下来的时间在这里 提升我们在这方面的技巧.我们将在下面的一 分钟时间内了解我们将如何进行这个课程,同 时我们必须认识到要涉及的方面很多,它将需 要我们用一整天来学习. nWell then lets go ! 时间安排 早上 n09.00 am课程介绍 n09.30 am选人过程的重要性 n10.15 am 面试框架:
4、 准备及联系 n11.00 am咖啡/茶时间 n11.15 am面试框架: 控制及结束面试 n12.30 am午餐 时间安排 下午 n01.30 pm行为面试的原理 n03.30 pm咖啡/茶时间 n03.45 pm The Monitor n04.15 pm 设计考核行为的提问 n04.45 pm 做决定的过程 n05.15 pm 与法律条文的牵连 n05.30 pm 总结 选人过程的重要性 目标 在这一部分学习之后,您将能够:- n详细说明 “招聘” 和 “选择面试”的含义 n列举为特定职位选择”正确的人”的利益 n列举”正确的人”的主要特点并解释这些特点为何如 此重要 n解释什么叫”合适
5、” 吸引合适的候选人 “正确”的人将符合工作技能的需要,具有完成 工作所要求的能力,并且适应其所在的团队. 我们要的不是一串坏葡萄中最好的一个! 面试的定义 n带有目的的交谈 n一个双向沟通: 并非一个调查,一次严刑逼供, 也不是一次压力下的考试 行为能力 个人行为的特点和方式需要具体的 表现出来以使工作更有效 行为能力 nOn our list we mentioned that Human Resources are screening for the right competencies n Q How would we define a behavioural competency?
6、nAThe personal attributes and modes of behaviour that individuals need to display, in order to be effective in their jobs 行为能力 nQWhy is that definition so important to us as recruiters? nAWe must employ people who already have these competencies as they are difficult to learn. They are a spontaneous
7、 reaction, not a trained response. They can only be further enhanced through training. If the competency is not there in the first place, it is near impossible to learn. Everyone has competencies and can be highly successful if they are placed into the right position 行为能力 nQWhat is the difference be
8、tween a behavioural competency and a technical skill? nATechnical skills are easier to identify, assess and train and are specific to the role or job. Competencies are the behaviours required from every employee regardless of the role nQWhere else do we refer to competencies, other than the selectio
9、n interview? nADuring the Performance Management process nQHow are they used in that process? nA-To assess and measure performance nIdentify development needs Assessing Competencies nQWhen can we start to discover about a candidates competencies? nAFrom the Application Form or letter, their presenta
10、tion and neatness, telephone conversation, from initial contact at the screening interview nQWhat sort of immediate things are going to give an indication of these competencies? nACare taken over filling out the Application Form, appearance, enthusiasm, promptness, does the candidate smile, do they
11、know and use your name nThis basically will form an important part of the Human Resources screening interview and will then be carried on into the interview with the Head of the Dept. Competency Sets nIt therefore makes sense to interview a potential employee against the required competencies as it
12、will be these behaviours that he/she will be assessed against during their employment with us nThe Company has Competency Sets for both corporate and hotel populations at different levels. Competencies are arranged in clusters of activity under key headings 招聘就是如此, 不要期望改变,那么,有什么改进的话都可以看 做是额外的收获! (好象
13、结婚一样) Recruitment Equation (C + F) x I = G (Competence + Fit) x Investment = Growth (10 + 10) x 4 = 80 (10+10) x 10 = 200 Growth = Training, Development, Performance Review, Coaching, Feedback etc. The Structure of the Interview Objectives By the end of this session you will be able to:- nState the
14、structure of the interview process nExplain the preparation required prior to conducting an interview nExplain how to ensure a successful contact stage Preparation before the Interview nRead Job Description and Employee Specification nFamiliarise with competency definitions and indicators nRead C.V.
15、 or Application Form nForm an agenda of the main points to be covered and plan questions nIf appropriate, meet with HR if they have screened, to see if there are any particular areas that need further investigation nEnsure sufficient time for the interview, free from interruptions and distractions n
16、Organise a quiet place, plan seating arrangements and refreshments nFamiliarise self with package and benefits The Application Form nHow long has the candidate been in each job? nDoes the job history show a steady progression? nWhat are reasons for leaving the previous jobs? nWhat is the progression of leaving salaries? nPersonal details - age, mobility, domestics, marital status nWhat hobbies do they have? - gregarious or loner nIs every section completed? The Contact Stage nDont leave them
