基于勝任能力的面試

歡迎您參加以下課程基于勝任能力的面試第一頁(yè)，共四十七頁(yè)。為了能更好的完成培訓(xùn),

請(qǐng)您注意以下方面:FireRegulationsFoodFreeTimeFactFileFahrenheitFumesFacilitiesFunFones第二頁(yè)，共四十七頁(yè)。課程目標(biāo)課程結(jié)束后,你們將能夠

:-說(shuō)明選人過(guò)程的重要性確定選人/面試時(shí)的場(chǎng)地(環(huán)境)解釋這一理論并舉出行為面試的例子陳述招聘活動(dòng)中與法規(guī)相關(guān)的事項(xiàng)在進(jìn)行以能力為基礎(chǔ)的招聘前完成適當(dāng)?shù)臏?zhǔn)備工作示范在針對(duì)某一職位選擇合適的人的時(shí)候所使用的技巧以公司/集團(tuán)的標(biāo)準(zhǔn)進(jìn)行”以勝任能力為基礎(chǔ)的面試”第三頁(yè)，共四十七頁(yè)。為什么面試技巧對(duì)于經(jīng)理人員來(lái)說(shuō)是一個(gè)如此的重要?A AcceptanswersandshowOHPofRegional/HotelRecruitmentStatisticse.g.AnnualBudget,numbersrecruitedItisalsoaveryimportantskillforyourowndevelopmentandcareerTutorNote:TherelevantOHP/3willneedtobeinserteddependingontheregion/hotelinwhichtheProgrammeisrunninge.g.turnover%-costofrecruitment,numberofvacancies,newhotelopeningsetc.

第四頁(yè)，共四十七頁(yè)。為什么我們被選擇來(lái)參加這樣的一個(gè)課程?作為選人的人,我們將用接下來(lái)的時(shí)間在這里提升我們?cè)谶@方面的技巧.我們將在下面的一分鐘時(shí)間內(nèi)了解我們將如何進(jìn)行這個(gè)課程,同時(shí)我們必須認(rèn)識(shí)到要涉及的方面很多,它將需要我們用一整天來(lái)學(xué)習(xí).Wellthenlet'sgo!第五頁(yè)，共四十七頁(yè)。時(shí)間安排早上09.00am 課程介紹09.30am 選人過(guò)程的重要性10.15am面試框架:準(zhǔn)備及聯(lián)系

11.00am 咖啡/茶時(shí)間11.15am 面試框架:控制及結(jié)束面試12.30am 午餐第六頁(yè)，共四十七頁(yè)。時(shí)間安排下午01.30pm 行為面試的原理03.30pm 咖啡/茶時(shí)間03.45pm TheMonitor04.15pm 設(shè)計(jì)考核行為的提問(wèn)04.45pm 做決定的過(guò)程

05.15pm 與法律條文的牽連

05.30pm 總結(jié)第七頁(yè)，共四十七頁(yè)。選人過(guò)程的重要性目標(biāo)

在這一部分學(xué)習(xí)之后,您將能夠:-

詳細(xì)說(shuō)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(diǎn)并解釋這些特點(diǎn)為何如此重要解釋什么叫”合適”第八頁(yè)，共四十七頁(yè)。吸引合適的候選人

“正確”的人將符合工作技能的需要,具有完成工作所要求的能力,并且適應(yīng)其所在的團(tuán)隊(duì).

我們要的不是一串壞葡萄中最好的一個(gè)!第九頁(yè)，共四十七頁(yè)。面試的定義帶有目的的交談

一個(gè)雙向溝通:并非一個(gè)調(diào)查,一次嚴(yán)刑逼供,也不是一次壓力下的考試第十頁(yè)，共四十七頁(yè)。行為能力 個(gè)人行為的特點(diǎn)和方式需要具體的表現(xiàn)出來(lái)以使工作更有效第十一頁(yè)，共四十七頁(yè)。行為能力

OnourlistwementionedthatHumanResourcesarescreeningfortherightcompetenciesQ Howwouldwedefineabehaviouralcompetency? A Thepersonalattributesandmodesofbehaviourthatindividualsneedtodisplay,inordertobeeffectiveintheirjobs第十二頁(yè)，共四十七頁(yè)。行為能力

Q Whyisthatdefinitionsoimportanttousasrecruiters? A Wemustemploypeoplewhoalreadyhavethesecompetenciesastheyaredifficulttolearn.Theyareaspontaneousreaction,notatrainedresponse.Theycanonlybefurtherenhancedthroughtraining.Ifthecompetencyisnotthereinthefirstplace,itisnearimpossibletolearn.Everyonehascompetenciesandcanbehighlysuccessfuliftheyareplacedintotherightposition第十三頁(yè)，共四十七頁(yè)。行為能力

Q Whatisthedifferencebetweenabehaviouralcompetencyandatechnicalskill? A Technicalskillsareeasiertoidentify,assessandtrainandarespecifictotheroleorjob.CompetenciesarethebehavioursrequiredfromeveryemployeeregardlessoftheroleQ Whereelsedowerefertocompetencies,otherthantheselectioninterview?A DuringthePerformanceManagementprocessQ Howaretheyusedinthatprocess?A - ToassessandmeasureperformanceIdentifydevelopmentneeds第十四頁(yè)，共四十七頁(yè)。AssessingCompetencies

Q Whencanwestarttodiscoveraboutacandidate’scompetencies?A FromtheApplicationFormorletter,theirpresentationandneatness,telephoneconversation,frominitialcontactatthescreeninginterviewQ Whatsortofimmediatethingsaregoingtogiveanindicationofthesecompetencies?A CaretakenoverfillingouttheApplicationForm,appearance,enthusiasm,promptness,doesthecandidatesmile,dotheyknowanduseyournameThisbasicallywillformanimportantpartoftheHumanResourcesscreeninginterviewandwillthenbecarriedonintotheinterviewwiththeHeadoftheDept.第十五頁(yè)，共四十七頁(yè)。CompetencySets

Itthereforemakessensetointerviewapotentialemployeeagainsttherequiredcompetenciesasitwillbethesebehavioursthathe/shewillbeassessedagainstduringtheiremploymentwithusTheCompanyhasCompetencySetsforbothcorporateandhotelpopulationsatdifferentlevels.Competenciesarearrangedinclustersofactivityunderkeyheadings第十六頁(yè)，共四十七頁(yè)。招聘就是如此,

不要期望改變,那么,有什么改進(jìn)的話都可以看做是額外的收獲!(好象結(jié)婚一樣)第十七頁(yè)，共四十七頁(yè)。RecruitmentEquation(C+F)xI=G(Competence+Fit)xInvestment=Growth(10+10)x4=80(10+10)x10=200Growth=Training,Development,PerformanceReview,

Coaching,Feedbacketc.第十八頁(yè)，共四十七頁(yè)。TheStructureoftheInterviewObjectives Bytheendofthissessionyouwillbeableto:-Statethestructureoftheinterviewprocess

Explainthepreparationrequiredpriortoconductinganinterview

Explainhowtoensureasuccessfulcontactstage第十九頁(yè)，共四十七頁(yè)。PreparationbeforetheInterviewReadJobDescriptionandEmployeeSpecificationFamiliarisewithcompetencydefinitionsandindicatorsReadC.V.orApplicationFormFormanagendaofthemainpointstobecoveredandplanquestionsIfappropriate,meetwithHRiftheyhavescreened,toseeifthereareanyparticularareasthatneedfurtherinvestigationEnsuresufficienttimefortheinterview,freefrominterruptionsanddistractionsOrganiseaquietplace,planseatingarrangementsandrefreshmentsFamiliariseselfwithpackageandbenefits第二十頁(yè)，共四十七頁(yè)。TheApplicationFormHowlonghasthecandidatebeenineachjob?Doesthejobhistoryshowasteadyprogression?Whatarereasonsforleavingthepreviousjobs?Whatistheprogressionofleavingsalaries?Personaldetails-age,mobility,domestics,maritalstatusWhathobbiesdotheyhave?-gregariousorlonerIseverysectioncompleted?第二十一頁(yè)，共四十七頁(yè)。TheContactStageDon’tleavethemwaitingWelcomethemwarmlySmile&shakehandsAppropriatedressIntroduceyourselfOfferteaorcoffeeSitinareasonablyrelaxedmanneryourselfAvoidphysicalbarriersExplaintheformatoftheinterviewExplainthatyouwillbetakingnotesEstablisharapportusingneutralquestions第二十二頁(yè)，共四十七頁(yè)。ControlandCloseObjectives Bytheendofthissessionyouwillbeableto:-Explainwhatareasneedtobecoveredduringthecontrolstageandwhytheseareimportant

Explainhowtocloseanintervieweffectively第二十三頁(yè)，共四十七頁(yè)。KeyAreasforQuestionsEmployment

Education

PlansforFuture

Hobbies

DomesticCircumstances第二十四頁(yè)，共四十七頁(yè)。Halo&Horns第二十五頁(yè)，共四十七頁(yè)。TypesofQuestiontoAvoidClosed

Leading

Multiple

Hypothetical

Confusing

AgreementSeeking第二十六頁(yè)，共四十七頁(yè)。ListeningProcess第二十七頁(yè)，共四十七頁(yè)。ListeningProcess第二十八頁(yè)，共四十七頁(yè)。TheTheoryofBehaviouralInterviewing

Objectives

Bytheendofthissessionyouwillbeableto:-ExplainthetheorybehindBehaviouralInterviewingExplainhowtoread“TheMonitor”Giveexamplesofsuitablequestionstouseundereachofthekeytopicareas第二十九頁(yè)，共四十七頁(yè)。BehaviouralInterviewingBehaviouralInterviewingmeans…

Gatheringrelevantinformationinpredeterminedtopicareas

Gettingthecandidatetotalkaboutthemselves

Collectingdetailsofactual

pastperformance第三十頁(yè)，共四十七頁(yè)。InertiaModel第三十一頁(yè)，共四十七頁(yè)。TwoTypesofMemorySemantic

“Cat"Episodic第三十二頁(yè)，共四十七頁(yè)。MemoryStorage第三十三頁(yè)，共四十七頁(yè)。

MemoryStorage第三十四頁(yè)，共四十七頁(yè)。PropertiesofanEpisodeTime - When?

Place - Where?

People - Names?Sequence - Beginning/Middle/End

Behaviour - WhatdidYOUdo?

Consequences - WhatdidYOUdonext?第三十五頁(yè)，共四十七頁(yè)。TheMonitor第三十六頁(yè)，共四十七頁(yè)。Competency–DriveforResultsTellmeaboutanoccasionwhenyouhavefeltunderpressureatworktoachieveaparticulargoal?Describethesituation?Wherewereyou?Whowasinvolved?WhathappenedexactlyHowdidyoureact?Whatweretheconsequences?第三十七頁(yè)，共四十七頁(yè)。CompetencyBasedInterviewingPhaseTwo第三十八頁(yè)，共四十七頁(yè)。ProgrammeObjectives

Bytheendoftheprogrammeyouwillbeableto:-StatetheimportanceoftheSelectionProcessIdentifythestagesofaselectioninterviewExplainthetheoryandgiveexamplesofBehaviouralInterviewingStatethelegalimplicationsassociatedwithrecruitmentCompleteappropriatepreparationpriortoconductingaCompetencyBasedInterviewDemonstratethetechniquesinvolvedinselectingtherightpersonforapositionConductaCompetencyBasedInterviewtothestandardof theCompany第三十九頁(yè)，共四十七頁(yè)。Quote“Inanidealisedworld,ouraimwouldbeallpersonsinjobsperfectlysuitedtothemandsociety.Thisaimassumesthateachpersonshouldusehisabilities,temperamentandmotivationinthebestpossiblewayforhim;italsoassumesthatsocietywillmakethebestpossibleuseofitstotalmanpowerresources”MarvinDunnette(1967)第四十頁(yè)，共四十七頁(yè)。“Recruitinhaste-Repentatleisure!”第四十一頁(yè)，共四十七頁(yè)。TheDecisionProcessObjectives Bytheendofthissessionyouwillbeableto:-

ExplainhowtocompleteanInterviewAssessmentForm

Listthealternativeactionsyoucantakeasaresultoftheinterview

Statewhenandhowreferences