公司的面试指导手册(英文)课件.ppt

Interviewing 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 EMPLOYEE - 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 )Preparation 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 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 areas 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 focus interview & Team to explore key areas - dont waste time going over what you already knowInterview FormatIntroduction - explain objectives, format & timescalesAbility work experience session - Mgr + EngineerAbility skills session - Engineer + MgrMotivation + Fit Session + Candidate Needs - MgrTour / Break - use someone out with Interview GroupAssessment Session - Interview TeamBenefits 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 the job now & future potential2.Motivation for Job / Agilent 3.Manageability - “Fit”Ability AssessmentAbility consists of:Skills Which are LearnedExperience Which is GainedTalent Which is How Theyre Wired Cannot be changed ! Talent DRIVES MOTIVATION and PERFORMANCEAssessing Ability - SKILLSSkills Easiest 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 EXAMPLES that focus on: Results Achieved / Personal ContributionIndividual Responsibility Level of business / project understandingLevel of Personal Decision MakingEnvironment Technology, team size, Project timescale, design scope & scale, quality processes, tools. Note: Match level of experience to 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 TalentShould be searched for throughout interview processRecognise what causes them to Light UpWhat do they speak passionately about?Consistent themes throughout careerAsk what their strengths and weaknesses areWhat do they enjoy doing & what dont they enjoy and why?Note: Talent is an indicator of POTENTIAL ability to LEARNto do the job well.MotivationAspirations & GoalsImmediate & long TermLook for evidence of working towards themSearch 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 candidate, but SELL whatwe can provide.Manageability - FitAssess Candidates Ability to -Take direction - level of expected / required supervision-Work within a team-Use initiative, Self starterUse Behavioural Questions-Previous behaviour strong indicator of future behaviour-Ask for specific examples focusing on the individuals actionsAvoid looking for clones of yourself & colleagues - be diverse!Decision MakingIdentify Essential requirements - score evidence of existence fit at end of each interview sessionHave Assessment Session to discuss /score all factors affecting hiring decisionInclude Talent & Potential EstimatesIdentify 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 ContentWe need to be open and honest about the job contentGoals & Career Progression-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 t。