面试准备工作中英文课件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Interview & Selection,单击此处编辑母版标题样式,单击此处编辑母版文本样式,二级,三级,四级,五级,2020/2/19,#,Interview Preparation 面试准备工作,- The review of JD,审核职位描述,- The review and screening of resumes / CVs,筛选简历,- Appraisal and application forms,申请/评估表,- Arrange the interview,组织面试,1,JD Review 审核职位描述,- Title,职位名称,- Functional area,功能区域,- Reporting line,汇报关系,- Location,工作地点,- Responsibilities,职责,- Education,教育背景,- Experiences,经历,- Personal attributes/Competencies,个人品质/能力,2,CV Screening 筛选简历,-Criteria for a professional CV - Clean, Clear, Concise, Consistent (reflective of personal traits),专业化简历的标准4个C 整洁、清晰、简洁、前后一致,（个人特点的体现）,- Personal information,个人信息,- Education/Training,教育/培训,- Experiences,经验,- Responsibilities/Achievements,职责/业绩,- Professional affiliations,专业协会会籍,- References,推荐人,3,Interview Process & Skills 面试过程和技巧,-,Telephone screening,电话筛选谈话,-,Candidate reading,解读候选人,-,Opening building rapport,开场-建立良好气氛,Gathering,收集信息,Questioning 提,问,-,Introducing the job,介绍职位,-,Closing,结束,4,Tele Interview 电话筛选,Read the candidate via voice,通过声音解读候选人,Can the candidate present himself /herself well,候选人能否很好地自我表述,- Confident level 自信程度,- People skill 人际技能,- Experience 经验,- Thinking process logic 思维方式-逻辑性,- Motivation 激励因素,- Salary expectation 期望薪资,5,Candidate Reading I解读候选人,Pay attention to candidates following features:,注意候选人的以下特征：,- Hair Style 发型,- Face 脸部,Eye contact, facial expression 目光交流，脸部表情,- Dressing 穿着,Color, style 颜色，款式,- Footwear & Walking Style 鞋具 & 行走风格,- Body Languages 肢体语言,- Appropriate Vs exaggerating 恰如其分Vs 举止夸张,6,Pay attention to candidates motivation fit,注意候选人的,动力适合度,Job Fit,: satisfaction with job activities and responsibility,工作适合度,: 工作性质本身是否让员工满足,Organization Fit,: satisfaction with the organizations values and method of,operation,机构适合度：,机构的运作模式及价值观是否让员工满意,Location Fit,:,satisfaction with the geographic location of the job,地理位置的适合度,： 工作或机构的地理位置和它的特点是否让员工感到满意或配合个 人需要,Candidate Reading II解读候选人,7,Opening - Building Rapport 开 场 - 建立良好气氛,Try to create an harmonious and casual environment by talking about:,尽量创造一个和谐轻松的气氛，可以谈论：,Relationships 关系,Experience 经历,Common interest 共同兴趣,Business 业务,Whether 天气,Talk about what you are going to discuss today,简单提及你们要谈论的方面,Introduction to company,介绍公司,8,Building Rapport,建立良好气氛,Two Key Skills 两大原则,Maintain or enhance self-esteem 维护自尊，增强自信,give the candidate sincere and specific compliments,给予应聘者真诚而具体的称赞,minimize negative information,尽量减少负面资料的影响,Listen and respond with empathy,仔细聆听，善意回应,when a candidate express strong negative feelings,当应聘者表现出不佳的情绪时,can empathize with positive feelings too,也可对应聘者正面的感受作善意回应,9,For basic fact-finding, you can ask the candidate to talk about,了解基本情况，你可以让候选人谈论：,Qualification,资格,Exposure,经历,Achievements,业绩,Training,培训,His interest level in the current job,对现有工作的兴趣,Information Gathering 信息收集,For personality fact-finding, you can ask the candidate to talk about,了解个人情况，你可以让候选人谈论：,People skills,人际技能,Management style,管理风格,Motivation/Ambition,动力/雄心,Perception of money,金钱观,Self-evaluation,自我评估,Hobby,兴趣,Family,家庭,Old days,过去,Information Gathering 信息收集,Sales,销售,Selling experience,销售经验,Attitude about customer,有关客户的态度,Functional skills,专业技能,Finance,财务,Number,对数字的感觉,Perspective on business,对经营业务的看法,Functional skills,专业技能,Marketing/Business Development,市场/业务拓展,Sense of big picture,全局眼光,Drive,动力,Functional skills,专业技能,Information Gathering 信息收集 - 不同职位,HR/Admin,人事/行政,Understanding about company business,对公司业务的理解,People skills,人际技能,Functional skills,专业技能,Operations,运营,Sense of system,对系统的感觉,Attention to details,对细节的注重,Logic,逻辑性,Functional skills,专业技能,Information Gathering 信息收集 - 不同职位,In Search of Behavior,行为事例搜索,Interests/desires,兴趣/期望,Specific,Experiences,特别经验,Work/Education,Certifications/Skills,工作/教育背景/专业证书/技能,B,Behavior 行为事例,Decision Making,判断能力,Building Customer Loyalty,客户服务导向,Initiating Action,主动性,Job fit,工作动力,Technical/Professional,Knowledge/skills,技术性/专业性知识/技能,Planning & Organizing,策划与组织能力,Communication,沟通能力,Tenacity,坚持的韧力,Types of candidate Information,Target,competencies,14,S/T,A,R,S,ituation/,T,ask = Why 应聘者面临的情形/任务,A,ction = What done and how done 应聘者采取的行动,R,esult = Effect of Actions 应聘者的行动所带来的结果,15,Data and STARS,资料与行为事例,False STARs,假的行为事例,Vague statements,含糊的叙述 ( 时常，一般来说，我们，负责 ),Opinions,主观意见 ( 认为， 相信 ),Theoretical or future-oriented statements,理论性或不切实际的叙述 ( 计划，下次，如果 ),16,Three Types of Questions 三类问题,Behavioral,: asks the candidate to provide specific information, describe “an experience youve had,” “a time when”, “a situation in which”,行为事例的问题,：要求应聘者提供具体资料。应聘者要描述”一次曾有过的经验“、”一段时间“、”一个情况“。,Theoretical,:,asks candidates for theories, opinions, or general actions.,理论性的问题,：,询问应聘者的理论和意见，对一情况的看法或者他们怎么做。,X,Leading,:,prompt candidates to give the answer they think you want to hear.,X,引导性问题,：,提示应聘者提供他认为你所期望的答案。,Only behavioral question can help you get complete STARs,只有行为事例的问题可助你获得所需资料：完整的行为事例,Questioning,提 问,17,Let the candidate to ask fact-finding questions,请候选人提了解情况的问题：,If the candidate does not ask question - Question Mark,如果候选人没有提问题 留有疑问,Introduce the job to the candidate,向候选人介绍职位,Responsibilities,职责,Reporting line,汇报关系,Attractiveness,吸引人之处,Be careful: dont over sell the job,注意: 别过度渲染职位卖点,Introducing The Job,介绍职位,Closing Words 结束语,Level of interest,兴趣程度,Availability,等待时间,Current package,目前的薪资,Expectation,期望收入,Introduce the candidate to the next interviewer, or talk about how to follow up,介绍下一位面试官，或如何跟进,Appreciation,感谢,Closing,结束,Hiring Decision Making & Finalization,聘用决策与结束招聘过程,- Candidate evaluation,全面评估,-,Finalization,结束招聘过程,20,Candidate Evaluation,候选人评估,Evaluation contains two phases,：,评估分两步：,-,Data Evaluation,- your independent analysis and evaluation of the data you collected,分析资料,- 由面谈者独立进行，分析及评估所收集的资料,- Data Integration,- a process in which you discuss your data evaluation,with other interviewers, reach consensus on the,candidates performance in each competency and,make a hiring decision,综合资料/选拔决定,- 与其他面谈者讨论，作出一致评分，共同作出选拔决定,21,Hiring Decision,聘用决定,Three steps 聘用决定的三步骤：,- Post their competency ratings,在评分表上写下你对应聘者作出的评分,- Reach consensus ratings,协议达成一致评分,- Make a hiring decision based on the consensus ratings,作出聘用决定,22,Conclusion,结,束,语,- Tips 重要提示,-,Q&A,问题与解答,23,Read the candidate first 首先阅人,Be sincere and candid 以诚相待，坦率交流,Takes notes openly 让应聘者知道你在做笔记,Note only pertinent information 只记下适当的资料,Note behavior observed in the interview 记下面谈中观察到的行为,Takes notes on sensitive or negative information carefully 小心处理敏感或负面的资料的记录,Record key words 记下关键词汇,Use personal shorthand 用个人速记方法,Tips,重要提示,成功的轨迹作为一种策略路线，从一开始就应该走上正轨。,你犯了中国人都容易犯的错误就是太狂了。,管理的第一目标是使较高工资与较低的劳动成本结合起来。,坚持下去，成功就在下一个街角处等着你。,做一个，给人希望的人而不是命令者；给人帮助的人而不是统治者；具有同情心的人而不是批评者；这样的管理者。,伟人之所以伟大，是因为他与别人共处逆境时，别人失去了信心，他却下决心实现自己的目标。,10月-24,10月-24,14:37,14:37,14:37:31,如果有一个项目，首先要考虑有没有人来做。如果没有人做，就要放弃，这是一个必要条件。,不创新，就灭亡。,破产是一种暂时的困境，贫困是一种思想的状态。,可持续竞争的惟一优势来自于超过竞争对手的创新能力。,20,世纪是生产率的世纪，,21,世纪是质量的世纪。,在漫长的人生旅途中，有时要苦苦撑持暗无天日的境遇；有时却风光绝顶，无人能比。,01-10月-24,10月-24,14:37,14:37:31,企业的执行力靠的就是纪律。,管理层次越少越好。,绝不会再来的机会。,管理即决策。,10月-24,10月-24,10月-24,教孩子学走路，学说话的方法，是人世间教育孩子的最好方法。,把我们顶尖的,20,个人才挖走，那么我告诉你，微软会变成一家无足轻重的公司。,不善于倾听不同的声音，是管理者最大的疏忽。,如果你希望成功，以恒心为良友，以经验为参谋，以小心为兄弟，以希望为哨兵。,14:37,14:37,14:37:31,14:37:31,管理者的最基本能力：有效沟通。,企业即人。,绝不可追随产业界的时尚，要做其他公司不肯做的事。同时，不要做其他公司已经在做或将来可能要做的事。,造人先于造物。,企业最大的资产是人。,10月-24,14:37,14:37:31,人才是利润最高的商品，能够经营好人才的企业才是最终的大赢家。,多挣钱的方法只有两个,:,不是多卖，就是降低管理费。,只有家族服务于企业，企业与家族才能同时生存发展,;,假如企业的运营是以服务于家族为原则，则企业与家族必两败俱伤。,走得最慢的人，只要他不丧失目标，也比漫无目的地徘徊的人走得快。,日日行，不怕千万里,;,常常做，不怕千万事。,爱你的员工吧，他会百倍地爱你的企业。,14:37,14:37:31,10月-24,扩充门面，而不改善编制，好景是维持不了多久的。,我们在我们的劳动过程中学习思考，劳动的结果，我们认识了世界的奥妙，于是我们就真正来改变生活了。,十月 24,创新是做大公司的惟一之路。,2024/10/1 14:37,制定正确的战略固然重要，但更重要的是战略的执行。,多想一下竞争对手。,2024/10/1 14:37:31,企业管理过去是沟通，现在是沟通，未来还是沟通。,信任固然好，监控更重要。,懒惰,:,它是一种对待劳动态度的特殊作风。它以难以卷入工作而易于离开工作为其特点。,01 十月 2024,2:37 下午,世界上每,100,家破产倒闭的大企业中，,85%,是因为企业管理者的决策不慎造成的。,10月-24,2024/10/1 14:37:31,10月-24,谢谢各位！,