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1、LOGOInterviewing TechniquesInterviewing 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 EM
2、PLOYEE - you need to get it right!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 )Pre
3、paration Remember the candidate has already 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
4、 candidate.Start with the assumption that 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 ar
5、eas or issues that may need further clarification) - 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 f
6、ocus interview & Team to explore key areas - dont waste time going over what you already knowInterview Format Introduction - explain objectives, format & timescales Ability work experience session - Mgr + Engineer Ability skills session - Engineer + Mgr Motivation + Fit Session + Candidate Needs - M
7、gr Tour / Break - use someone out with Interview Group Assessment Session - Interview Team Benefits 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 th
8、e job now & future potential2.Motivation for Job / Agilent 3.Manageability - “Fit”Ability AssessmentAbility consists of: Skills Which are Learned Experience Which is Gained Talent Which is How Theyre Wired Cannot be changed ! Talent DRIVES MOTIVATION and PERFORMANCEAssessing Ability - SKILLSSkills E
9、asiest to assessFor Engineering skills use TESTS appropriate to the jobFor Problem Solving skills:Focus on METHOD rather than answer- logical, pragmatic approach?Note: SKILLS CAN BE LEARNEDAssessing Ability - ExperienceUse discussive questions on recent work / project experienceAsk for SPECIFIC EXAM
10、PLES that focus on: Results Achieved / Personal Contribution Individual Responsibility Level of business / project understanding Level of Personal Decision Making Environment Technology, team size, Project timescale, design scope & scale, quality processes, tools. Note: Match level of experience to
11、our job needs in terms of complexity / scale, level of responsibility, technology. YOU control the interview - make sure time isnt wasted on irrelevant detail. Move candidate on when necessary.Focus on Individuals specific experienceAssessing Talent Should be searched for throughout interview proces
12、s Recognise what causes them to Light Up What do they speak passionately about? Consistent themes throughout career Ask what their strengths and weaknesses are What do they enjoy doing & what dont they enjoy and why?Note: Talent is an indicator of POTENTIAL ability to LEARNto do the job well.Motivat
13、ion Aspirations & Goals Immediate & long Term Look for evidence of working towards them Search for key drivers e.g. Does the candidate want to work for a company like Agilent?- Ask Why?- Explore in DepthNote: Can Agilent Deliver on Candidates Primary Drivers?If NOT, we need to be honest with the can
14、didate, but SELL whatwe can provide.Manageability - Fit Assess Candidates Ability to - Take direction - level of expected / required supervision- Work within a team- Use initiative, Self starter Use Behavioural Questions- Previous behaviour strong indicator of future behaviour- Ask for specific exam
15、ples focusing on the individuals actionsAvoid looking for clones of yourself & colleagues - be diverse!Decision Making Identify Essential requirements - score evidence of existence fit at end of each interview session Have Assessment Session to discuss /score all factors affecting hiring decision In
16、clude Talent & Potential Estimates Identify any hiring risks reasons why not to hire the candidate?Candidate NeedsPart when candidate assesses Agilent - Fit SessionUnderstand their needs ( linked to motivation section )Job Content We need to be open and honest about the job contentGoals & Career Pro
17、gression- 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 DISCUSS SPECIFICS FOR CANDIDATES)-Note: Qualify their needs and sell them BackClosing an Interview Make
18、sure they are clear about the role and your expectation of them Ask them if they have any concerns at this moment in time Revisit 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. LOGO*PPT模板下载： 行业PPT模板： 节日PPT模板： PPT素材下载： PPT图表下载： 优秀PPT下载： PPT教程： Word教程： Excel教程： 资料下载： PPT课件下载： 范文下载： 试卷下载： 教案下载： 感谢你的聆听LOGO