基于勝任能力的面試ppt課件

1、歡迎您參與以下課程基于勝任才干的面試為了能更好的完成培訓,請您留意以下方面:Fire RegulationsFoodFree TimeFact FileFahrenheitFumesFacilitiesFunFones課程目的課程終了后,他們將可以 :-闡明選人過程的重要性確定選人/面試時的場地(環(huán)境)解釋這一實際并舉出行為面試的例子陳說招聘活動中與法規(guī)相關(guān)的事項在進展以才干為根底的招聘前完成適當?shù)念A備任務示范在針對某一職位選擇適宜的人的時候所運用的技巧以公司/集團的規(guī)范進展以勝任才干為根底的面試為什么面試技巧對于經(jīng)理人員來說是一個如此的重要? AAccept answers and show

2、 OHP of Regional / Hotel Recruitment Statistics e.g. Annual Budget, numbers recruitedIt is also a very important skill for your own development and careerTutor Note: The relevant OHP/3 will need to be inserted depending on the region / hotel in which the Programme is running e.g. turnover % - cost o

3、f recruitment, number of vacancies, new hotel openings etc. 為什么我們被選擇來參與這樣的一個課程? 作為選人的人,我們將用接下來的時間在這里提升我們在這方面的技巧.我們將在下面的一分鐘時間內(nèi)了解我們將如何進展這個課程,同時我們必需認識到要涉及的方面很多,它將需求我們用一整天來學習.Well then lets go !時間安排早上09.00 am課程引見09.30 am選人過程的重要性 10.15 am 面試框架: 預備及聯(lián)絡(luò) 11.00 am咖啡/茶時間11.15 am面試框架: 控制及終了面試12.30 am午餐時間安排下午01.

4、30 pm行為面試的原理03.30 pm咖啡/茶時間03.45 pm The Monitor04.15 pm 設(shè)計考核行為的提問04.45 pm 做決議的過程 05.15 pm 與法律條文的牽連 05.30 pm 總結(jié)選人過程的重要性 目的在這一部分學習之后,您將可以:-詳細闡明 “招聘 和 “選擇面試的含義列舉為特定職位選擇正確的人的利益列舉正確的人的主要特點并解釋這些特點為何如此重要解釋什么叫適宜吸引適宜的候選人“正確的人將符合任務技藝的需求,具有完成任務所要求的才干,并且順應其所在的團隊.我們要的不是一串壞葡萄中最好的一個!面試的定義帶有目的的交談一個雙向溝通: 并非一個調(diào)查,一次嚴刑逼

5、供, 也不是一次壓力下的考試行為才干個人行為的特點和方式需求詳細的表現(xiàn)出來以使任務更有效行為才干On our list we mentioned that Human Resources are screening for the right competencies QHow would we define a behavioural competency?AThe personal attributes and modes of behaviour that individuals need to display, in order to be effective in their job

6、s行為才干QWhy is that definition so important to us as recruiters?AWe must employ people who already have these competencies as they are difficult to learn. They are a spontaneous reaction, not a trained response. They can only be further enhanced through training. If the competency is not there in the

7、first place, it is near impossible to learn. Everyone has competencies and can be highly successful if they are placed into the right position 行為才干QWhat is the difference between a behavioural competency and a technical skill?ATechnical skills are easier to identify, assess and train and are specifi

8、c to the role or job. Competencies are the behaviours required from every employee regardless of the roleQWhere else do we refer to competencies, other than the selection interview?ADuring the Performance Management processQHow are they used in that process?A-To assess and measure performanceIdentif

9、y development needsAssessing CompetenciesQWhen can we start to discover about a candidates competencies?AFrom the Application Form or letter, their presentation and neatness, telephone conversation, from initial contact at the screening interviewQWhat sort of immediate things are going to give an in

10、dication of these competencies?ACare taken over filling out the Application Form, appearance, enthusiasm, promptness, does the candidate smile, do they know and use your nameThis basically will form an important part of the Human Resources screening interview and will then be carried on into the int

11、erview with the Head of the Dept.Competency Sets It therefore makes sense to interview a potential employee against the required competencies as it will be these behaviours that he/she will be assessed against during their employment with usThe Company has Competency Sets for both corporate and hote

12、l populations at different levels. Competencies are arranged in clusters of activity under key headings 招聘就是如此,不要期望改動,那么,有什么改良的話都可以看做是額外的收獲!(好象結(jié)婚一樣)Recruitment Equation(C + F) x I = G(Competence + Fit) x Investment = Growth(10 + 10) x 4 = 80(10+10) x 10 = 200Growth = Training, Development, Performan

13、ce Review, Coaching, Feedback etc.The Structure of the Interview ObjectivesBy the end of this session you will be able to:-State the structure of the interview processExplain the preparation required prior to conducting an interviewExplain how to ensure a successful contact stagePreparation before t

14、he InterviewRead Job Description and Employee SpecificationFamiliarise with competency definitions and indicatorsRead C.V. or Application FormForm an agenda of the main points to be covered and plan questionsIf appropriate, meet with HR if they have screened, to see if there are any particular areas

15、 that need further investigationEnsure sufficient time for the interview, free from interruptions and distractionsOrganise a quiet place, plan seating arrangements and refreshmentsFamiliarise self with package and benefitsThe Application Form How long has the candidate been in each job?Does the job

16、history show a steady progression?What are reasons for leaving the previous jobs?What is the progression of leaving salaries?Personal details - age, mobility, domestics, marital statusWhat hobbies do they have? - gregarious or lonerIs every section completed?The Contact StageDont leave them waitingW

17、elcome them warmlySmile & shake handsAppropriate dressIntroduce yourselfOffer tea or coffeeSit in a reasonably relaxed manner yourselfAvoid physical barriersExplain the format of the interviewExplain that you will be taking notesEstablish a rapport using neutral questionsControl and Close Objectives

18、By the end of this session you will be able to:-Explain what areas need to be covered during the control stage and why these are importantExplain how to close an interview effectivelyKey Areas for QuestionsEmploymentEducationPlans for FutureHobbiesDomestic CircumstancesHalo & HornsTypes of Question

19、to AvoidClosedLeadingMultipleHypotheticalConfusingAgreement SeekingListening ProcessListening ProcessThe Theory of Behavioural Interviewing ObjectivesBy the end of this session you will be able to:-Explain the theory behind Behavioural Interviewing Explain how to read “The MonitorGive examples of su

20、itable questions to use under each of the key topic areasBehavioural InterviewingBehavioural Interviewing means Gathering relevant information in predetermined topic areasGetting the candidate to talk about themselvesCollecting details of actual past performanceInertia ModelTwo Types of MemorySemant

21、ic “CatEpisodicMemory Storage Memory StorageProperties of an EpisodeTime -When?Place-Where?People-Names?Sequence-Beginning / Middle / EndBehaviour-What did YOU do?Consequences-What did YOU do next?The MonitorCompetency Drive for ResultsTell me about an occasion when you have felt under pressure at w

22、ork to achieve a particular goal?Describe the situation?Where were you?Who was involved?What happened exactlyHow did you react?What were the consequences?Competency Based InterviewingPhase Two Programme ObjectivesBy the end of the programme you will be able to :-State the importance of the Selection

23、 ProcessIdentify the stages of a selection interviewExplain the theory and give examples of Behavioural InterviewingState the legal implications associated with recruitmentComplete appropriate preparation prior to conducting a Competency Based InterviewDemonstrate the techniques involved in selectin

24、g the right person for a positionConduct a Competency Based Interview to the standard of the CompanyQuote“ In an idealised world, our aim would be all persons in jobs perfectly suited to them and society. This aim assumes that each person should use his abilities, temperament and motivation in the best possible way for him; it also assumes that society will make the best possible use of its total manpower resourcesMarvin Dunnette (1967)“Recruit in haste -Repent at leisure !The Decision Process ObjectivesBy the end of this session you will be able to:-Explain how t