英語面試：如何挑選到“合適”的人才
來源：網(wǎng)絡(luò)發(fā)布時間：2009-07-25
How do you select the right person for your business? There is no perfect answer, but the interview process can be a tremendous help if you use it effectively. In other words, you must have completed all of the other steps in the hiring process in order to get the most out of the interview process.
Interviewing candidates for a position within your company is one of the final steps in the hiring process. Before you get to this step, you want to make sure that you've completed all of the preceding steps since each of these steps will have a direct impact on how effective the interview process will be. Below is a list of the steps involved in the hiring process. Note that after you have completed the interviewing process, there are still two additional key steps that you need to complete. In order to achieve the best hiring results possible, just remember that all of the steps are important.
In order, the key steps to finding the right person to fill a position in your company include:
* Determining your need to hire a new employee. Are you properly utilizing the skills and talents of your current employees? Do you know what needs to be done? Can your business growth support a new employee?
* Conducting a thorough job analysis. What are the job's essential functions and key performance criteria?
* Writing a job description and job specification for the position based on the job analysis.
* Determining the salary for the position, based on internal and external equity. Is the salary comparable and proportional with the salaries and responsibilities of other positions inside your company as well as similar positions out in the marketplace?
* Deciding where and how to find qualified applicants. What are the recruitment techniques to be used? What is the time frame for conducting your search? Remember, advertising is not the only, or necessarily the best, way to recruit.
* Collecting and reviewing a fair amount of applications and resumes and then selecting the most qualified candidates for further consideration.
* Interviewing the most qualified candidates for the position, based on the job's description and specification.
* Checking references.
* Hiring the best person for the job.
Hopefully, after reviewing all of the resumes, you will be able to pick and choose a select number of qualified applicants to be interviewed. (If not, you may want to expand your time frame and rewrite any ad copy and/or look at another recruitment technique.)
Now that you know where the interview process fits into the hiring process, let's take a look at the dos and don'ts of conducting a successful interview.
Conducting the Successful Interview - What to Do
1. Prepare in Advance for the Interview
* Know what you want in a candidate before you begin the interview. Review the job specifications and requirements that have been prepared.
* Know the job and its responsibilities. Review the job description.
* Prepare a list of standard questions concerning the candidate's skills, abilities, and past work performance that you want him/her to answer.
* Prepare a list of prioritized and measurable criteria, either in the form of a worksheet or other method, for analyzing and comparing the candidates.
* Review the candidate's resume prior to the interview.
* Set specific appointment times and reasonable time limits.
* Be prepared to justify the use of any required employment test. Typically, the most legally defensible tests are those that involve a piece of the job.
2. Collect Pertinent Information During the Interview
* Since past behavior predicts future behavior, look for the candidate's behavior patterns as you collect information. For example, has the candidate enjoyed big picture work or detailed analysis more? Is he/she more of a generalist or more of a specialist? Oftentimes, by listening to how the candidate responds to your questions about previous jobs, you will be able to get a very good idea of what their behavior will be like in the future.
* Try not to offer too much detailed information up front so that the candidate will be able to formulate answers that exactly fits your company's needs. Don't put the right words in his/her mouth! Remember, the candidate (hopefully) wants the job and will be looking to say the right thing to impress you.
* Ask questions that focus on the candidate's past performances. For example, if the job, such as an office manager, demands an individual who is well-organized and handles paperwork easily, you may want to ask, "How do you keep track of your own schedules and desk work in your current position?"
* Ask specific, structured questions in regards to specific problems that the jobholder may face. Focus on past behavior and the results of the candidate's actions in a particular situation. For example: "As the customer service representative, you may encounter a few unhappy campers who will yell and scream at you over the telephone or in person. Have you had any experience dealing with difficult customers? Who was the most difficult customer you had to deal with? What was the situation? How did you resolve the problem?"
* Notice how well the candidate listens and responds to the questions asked.
* Note the candidate's choice of words and non-verbal behavior. Are they answering your questions clearly?
* Listen to the questions the candidate asks. Clarify the reasons why the questions are being asked. Notice which questions he/she asks first as they may be his/her primary concerns.
* Take detailed handwritten notes concerning job related topics that will help you distinguish the candidates from one another (especially if you will be conducting several interviews). Help yourself remember each candidate and each interview clearly.
* Record information pertaining to the set criteria that will help in the evaluation of candidates.
* Organize and analyze the information immediately after the interview when memory is fresh. Don't try to remember everything, it's impossible. One idea is to rate each candidate on each of the criteria immediately following the interview.
3. Look and Act Professionally During the Interview
* Dress appropriately.
* Avoid appearing bored and fatigued.
* Set a businesslike atmosphere.
* Structure the interview and inform the candidate of the structure. Let the candidate know you will be focusing on past results and that you will be taking a lot of notes.
* Provide information on the company and the job to each candidate.
4. Treat All Candidates Fairly
* Use your list of standard questions during each interview so that you treat the applicants equally and so you can compare apples to apples.
* Refer to the criteria for analyzing candidates. Ask questions in regards to the job criteria.
* Keep all questions job-related.
* Do not ask discriminating questions.
* Show a genuine interest in every candidate you interview.
* If possible, have at least one other person meet and/or interview candidates who are finalists. They should also rate the candidates on each of the criteria; ultimately, all interviewers should compare their ratings and discuss any discrepancies. Having more than one interviewer helps control personal biases.
5. Be Courteous and Respectful
* Conduct the interview in a private place away from distractions.
* Begin the interview on schedule.
* If possible, conduct the interview without interruptions.
* Allow sufficient time for the interview.
* Appreciate the candidate's accomplishments.
* Do not patronize the candidate.
* Do not argue with the candidate.
* Thank the candidate for his/her time and interest.
6. Facilitate Open Communication
* Immediately attempt to establish a rapport with the candidate by breaking the ice; for example, ask about their experiences in a particular industry or geographical location (refer to his/her resume).
* Promote a relaxed environment with free-flowing conversation.
* Do not dominate the discussion by talking too much. Many experts use a 80/20 rule - you talk 20% of the time and the candidate talks 80% of the time.
* Politely probe the candidate for information by asking open-ended questions that will provide insight into the candidate's values and traits.
* Ask structured questions that will require some thought on the part of the candidate.
* Listen carefully to the candidate's answers. If they do not provide you with specific results, probe until they do.
* Explain the selection process to the candidate. Offer realistic time frames and stick to your word!
The Successful Interview - What Not to Do
The following list is comprised of subject matter that is widely regarded as off-limits for discussion in an interview by employment experts. Most of these subjects relate directly to federal and state employment laws. Legislation covering equal employment opportunity is extensive and complex. Check not only federal laws, but also your own state's laws and guidelines. Remember, state laws vary! Consult an attorney for legal advice before you begin the search process for a new employee.
In an interview, or on an employment application, do not ask questions:
* Concerning the age of the candidate. Be careful using the words over qualified with older candidates.
* About their arrest record (this is different from convictions - in most states, it is permissible to ask if the candidate has ever been convicted of a crime).
* About race or ethnicity.
* Concerning the candidate's citizenship of the U.S. prior to hiring (It is permissible to ask "Will you be able to provide proof of eligibility to work in the U.S. if hired?")
* Concerning the candidate's ancestry, birthplace, or native language (it is permissible to ask about their ability to speak English or a foreign language if required for the job).
* About religion or religious customs or holidays.
* Concerning the candidate's height and weight if it does not affect their ability to perform the job.
* Concerning the names and addresses of relatives (only those relatives employed by the organization are permitted).
* About whether or not the candidate owns or rents his/her home and who lives with them. (Asking for their address for future contact is acceptable.)
* Concerning the candidate's credit history or financial situation. In some cases, credit history may be considered job-related, but proceed with extreme caution.
* Concerning education or training that is not required to perform the job.
* Concerning their sex or gender. Avoid any language or behavior that may be found inappropriate by the candidate. It's his/her standard of conduct that must be met.
* Concerning pregnancy or medical history. Attendance records at a previous employer may be discussed in most situations as long as you don't refer to illness or disability.
* Concerning the candidate's family or marital status or childcare arrangements (it is permissible to if the candidate will be able to work the required hours for the job).
* Concerning the candidate's membership in a non-professional organization or club that is not related to the job.
* Concerning physical or mental disabilities (asking whether the candidate can perform the essential job duties is permitted). The ADA allows you to ask the applicant to describe or demonstrate how they would perform an essential function(s) when certain specific conditions are met . Check the law or consult with an attorney before moving forward.
Remember - when in doubt, ask yourself if the question is job-related; if not, don't ask!
如何為你的生意挑選合適人選？這可沒有標(biāo)準(zhǔn)答案。但假若你能有效地利用面試，那將會大有俾益。換句話說，要想在面試中獲取最大的收益，那就必須在面試之前，先完成招聘過程中所有其它的步驟。
對公司某一職務(wù)的應(yīng)聘者進(jìn)行面試，是整個招聘過程的最后一步。實(shí)施這一步時，你一定要確保在此之前的所有步驟均已園滿完成，因?yàn)樗鼈儠䦟γ嬖嚨男Чa(chǎn)生直接影響。下面列出關(guān)于面試的各個步驟，請注意，在完成招聘工作的所有步驟之后，還有兩個關(guān)鍵的、你必須完成的附加步驟。為了使招聘結(jié)果趨于完美，一定得記住，所有步驟都非常重要。
為公司的某個職位選拔適當(dāng)人選的各關(guān)鍵步驟包括：
確定你是否真有必要招聘一個新雇員？你是否已充分發(fā)掘了現(xiàn)有雇員的技能和才智？你明白你還有什么需要做的嗎？你的業(yè)務(wù)發(fā)展?fàn)顩r允許你再有一名新雇員嗎？
對該項(xiàng)職務(wù)進(jìn)行全面分析，充分了解職務(wù)的基本職能和工作標(biāo)準(zhǔn)的關(guān)鍵。
在全面分析的基礎(chǔ)上，列出該職務(wù)的職責(zé)和工作規(guī)范。
根據(jù)公司內(nèi)外的情況確定該職務(wù)的薪酬，即綜合考慮職務(wù)職責(zé)、公司其它職務(wù)及外部勞務(wù)市場相應(yīng)職務(wù)的工資水平等因素，給出公平的待遇。
確定在何時、何地，運(yùn)用何種技巧進(jìn)行招聘以及招聘時限等，以期招聘到合適人選。切記，打廣告不是唯一的、也不一定是最好的招聘方法。
收集并審閱數(shù)量充分的申請資料和履歷，篩選出其中最適合的應(yīng)聘者以供進(jìn)一步考慮。
根據(jù)擬任職務(wù)的職責(zé)和工作規(guī)范的要求，對最適合于該職務(wù)的一些應(yīng)聘者進(jìn)行面試。
審查資料。
聘用最合適的人選。
在審查所有履歷后，你有望在其中挑選出一些可以進(jìn)入面試的合格人選（若還沒有，則可考慮延長期限，或重寫廣告詞，或采用其它招聘方法。
現(xiàn)在，你已知道面試應(yīng)在何處插入招聘進(jìn)程才適當(dāng)了。讓我們來看看主持一次成功的面試應(yīng)該做的事和不應(yīng)該做的事。
成功的面試――應(yīng)該做的事
1、面試之前的準(zhǔn)備
在進(jìn)行面試之前，你得明白你想在應(yīng)聘者那里了解些什么。
查閱已經(jīng)準(zhǔn)備好的職務(wù)規(guī)范和履行職責(zé)的必要條件等資料。弄清職務(wù)的性質(zhì)和職責(zé)，回顧有關(guān)職責(zé)的條例。
擬定想要他（或她）回答的規(guī)范問卷，問卷中的問題應(yīng)與其技能、才智及以往的工作表現(xiàn)密切相關(guān)。
準(zhǔn)備一份經(jīng)過優(yōu)選的量化指標(biāo)，無論采用工作表形式或其它形式均可，以用于對應(yīng)聘者進(jìn)行分析、比較。
面試前預(yù)先審查應(yīng)聘者的履歷。
選擇特定的時間約會，面試時間的長短要合理。
要有調(diào)整招聘考試方法的預(yù)案。總的說來，最合法，最公正的考試是涉及工作部分內(nèi)容的考試。
2、在面試期間搜集相關(guān)信息
因?yàn)楦鶕?jù)某人過去的行為可以預(yù)測其將來的行為，所以當(dāng)你搜集有關(guān)信息時應(yīng)留意應(yīng)聘者的行為模式。例如，應(yīng)聘者善于縱觀全局或是注重細(xì)節(jié)分析？他（或她）屬于通才型還是專家型？這常常在你聆聽?wèi)?yīng)聘者回答關(guān)于他過去工作情況之類問題的過程中獲得。由此，你會對他們將來的行為傾向有很好的了解。
不要向應(yīng)聘者提供太多的細(xì)節(jié)，他們會據(jù)以編造完全符合貴公司需要的答案。不要把正確的詞匯送入他（或她）的口里！要記住，應(yīng)聘者都想得到那份工作，因此，必定想方設(shè)法說出正確的事以搏取你的好印象。
應(yīng)聘者過去的表現(xiàn)是提問的重點(diǎn)。例如，作為業(yè)務(wù)經(jīng)理，要求個人有很強(qiáng)的組織能力，并能熟練地處理日常業(yè)務(wù)，你或許想這樣問：“你在這個職務(wù)中是如何嚴(yán)守自己的日程安排和處理日常業(yè)務(wù)的？”
問題要具體，要把擔(dān)任某個職務(wù)的人可能面臨的有關(guān)具體困難設(shè)計(jì)在提問之中。問題的重點(diǎn)要放在應(yīng)聘者過去在特殊情況下的表現(xiàn)、處理方法及其效果方面。例如：“作為客戶服務(wù)代理，可能會突然遇到幾個心情郁悶的野營者在電話里，甚至親自登門興師問罪，咆哮怒吼，高聲責(zé)罵，對于這類難纏的顧客，你有什么處理的經(jīng)驗(yàn)？你曾遇到過的、最難纏的顧客是怎么樣的？情況糟糕到甚么程度？你是如何解決的？”
留意應(yīng)聘者聽取提問時是否專心，答案是否正確。
留意應(yīng)聘者談吐的遣詞用句及其身體語言，看他們的回答是否清晰。
認(rèn)真聆聽?wèi)?yīng)聘者的問題，弄清他為何要提出這類問題的原因。留意首先提出來的問題，因?yàn)槟腔蛟S才是他們關(guān)心的重點(diǎn)。
詳細(xì)手記論及職務(wù)時的相關(guān)話題，那將有助于你識別不同的應(yīng)聘者（尤其當(dāng)你要主持多場面試的情況下），也有助于你清楚地記住每個應(yīng)聘者和每次面試的情況。
把符合職務(wù)標(biāo)準(zhǔn)的相關(guān)信息記錄下來，它將有助于你對應(yīng)聘者進(jìn)行評價。
趁面試后記憶尚清晰之時，立刻整理、分析獲取的信息。不要試圖記住每件事，那是不可能的。其辦法就是在面試后立即對該應(yīng)聘者按標(biāo)準(zhǔn)逐條評估。
3、對面試主持人外表和舉止的專業(yè)化要求
著裝得體。
防止厭倦和疲憊的神情。
營造一個務(wù)實(shí)的氛圍。
安排好與面試相關(guān)的事宜，并把有關(guān)安排告訴所有應(yīng)聘者。讓應(yīng)聘者知道你要重點(diǎn)了解他們過去的工作經(jīng)歷和業(yè)績，還要告訴他們你將對面試過程作詳細(xì)記錄。
向每一位應(yīng)聘者通報(bào)貴公司及擬聘職位的相關(guān)信息。
4、公平對待所有應(yīng)聘者
每次面試都使用規(guī)范的問卷，因此，所有應(yīng)聘者均受到同等對待，這也便于對應(yīng)聘者逐個進(jìn)行比較。
對應(yīng)聘者進(jìn)行分析時要參照工作標(biāo)準(zhǔn)，所有提問都應(yīng)和工作標(biāo)準(zhǔn)有關(guān)。
保持圍繞工作內(nèi)容提問。
不能提帶有歧視性的問題。
在面試中要真誠地關(guān)注每個應(yīng)聘者。
如果可能，至少要增加一位主考，共同，或分別對進(jìn)入決賽的應(yīng)聘者進(jìn)行面試。他們都應(yīng)按標(biāo)準(zhǔn)逐條對應(yīng)聘者進(jìn)行評估。最后，將所有面試評估進(jìn)行比較，并討論其中的差異。面試的多人評審有助于消除個人偏見。
5、彬彬有禮，和藹客氣
選擇靜謐的、遠(yuǎn)離喧囂的場所進(jìn)行面試
面試要準(zhǔn)時進(jìn)行。
如果可能，面試不能隨意中斷。
面試要有充足的時間。
對應(yīng)聘者的學(xué)識表示贊賞。
不要有盛氣凌人的架勢。
不能與應(yīng)聘者發(fā)生爭辯。
要對各位應(yīng)聘者能對貴公司感興趣，并花時間前來應(yīng)聘表示感謝。
6、促進(jìn)開放式交流
面試一開始就要立即嘗試給應(yīng)聘者營造一個和諧的氛圍以避免冷場，例如，可談?wù)勊麄兊膶I(yè)經(jīng)驗(yàn)或籍貫等（參考其履歷）。
在寬松的氛圍里自由交談。
不要因說得太多而成了談話的主角。許多專家使用一種“二、八規(guī)則”，即你談話的時間占20％，而應(yīng)聘者的談話時間占80％。
通過提出一些隨意的、卻能深入觸及其價值觀和性格特征的問題，不著形跡地探問應(yīng)聘者的相關(guān)信息。
提出一些已設(shè)計(jì)好的，應(yīng)聘方需經(jīng)認(rèn)真思索后才能回答的問題。
仔細(xì)聆聽?wèi)?yīng)聘者的回答，如果他們的回答沒有達(dá)到你探測的目的，那就繼續(xù)探問，直到滿意為止。
向應(yīng)聘者解釋選擇的過程，并提供合理的時限。要始終緊扣談話的主題。
成功的面試――不要做的事
以下所列，是招聘專家認(rèn)為在招聘面試中不能涉及的主題。其中大部分主題與聯(lián)邦和州雇用法直接相關(guān)，涵蓋受雇機(jī)會平等的立法，涉及面廣泛而且及其復(fù)雜。要記住，各州的法律是各不相同的！應(yīng)在在招聘前向律師進(jìn)行法律咨詢，以獲得法律方面的建議。
在面試中，或?qū)τ谡衅干暾埐荒芴岬膯栴}：
關(guān)于應(yīng)聘者的年齡。在面對年齡較大的應(yīng)聘者時，措詞要謹(jǐn)慎、恰當(dāng)。
關(guān)于他們犯罪記錄（在這一點(diǎn)上是各不相同的――在大多數(shù)州，如果應(yīng)聘者確實(shí)曾被判有罪，則可以提出。）
關(guān)于種族或民族。
在雇用前就談?wù)搼?yīng)聘者是否有美國國藉（允許這樣提問：“若可以聘用你，能提供許可你在美國工作的有效證件嗎？”）
關(guān)于應(yīng)聘者的血統(tǒng)、藉貫、母語（允許問他們的英語能力，或擬任職務(wù)需要的其它語種的程度）。
關(guān)于宗教、宗教習(xí)俗或節(jié)假日。
關(guān)于應(yīng)聘者的身高和體重（如果并不影響其履行職務(wù)的能力就不要問）。
關(guān)于親屬的姓名和地址（只有當(dāng)其親屬也受雇于該公司或機(jī)構(gòu)時才允許提及）。
關(guān)于應(yīng)聘者是否擁有或租有――他或她自己的住房及有誰和他們住在一起（要求提供住址以便進(jìn)一步聯(lián)系則是可以的）。
關(guān)于應(yīng)聘者的信用記錄和財(cái)務(wù)狀況�；蛟S會考慮在某些情況下，信用記錄與其工作有關(guān)，但觸及這類問題時要特別小心。
關(guān)于與擬任職務(wù)無關(guān)的教育內(nèi)容或培訓(xùn)情況。
關(guān)于他們的性別和性。不要有任何讓應(yīng)聘者覺得不當(dāng)?shù)恼Z言和行為，也就是說，對他或她的語言行為都應(yīng)符合規(guī)范。
關(guān)于妊娠或病史。只要不提及疾病或殘疾，大多數(shù)情況下或許可以討論其在前雇主那兒出勤記錄的問題。
關(guān)于應(yīng)聘者的家庭、婚姻狀況或孩子是如何安排的（在應(yīng)聘者能夠足時工作的情況下可以提及）。
關(guān)于與應(yīng)聘者擬任職務(wù)無關(guān)的非專業(yè)組織或俱樂部的會員資格。
關(guān)于應(yīng)聘者的肉體或精神殘疾（允許詢問他們能否勝任擬任職務(wù)的基本職責(zé)）。在某些特殊的面試中，可以采用ADA法，即允許詢問或讓他們親身演示，他們是如何完成其基本職責(zé)的。在實(shí)施這些辦法之前應(yīng)查閱相關(guān)法律或咨詢律師。
切記：當(dāng)有任何疑問時，先問問自己，這個問題是否和工作有聯(lián)系，如果沒有，那就不要問。
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