基于胜任能力的面试中英文版

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,欢迎您参加,以,以下课程,基于胜任能,力,力的面试,为了能更好,的,的完成培训,请您注意以,下,下方面,:,FireRegulations,Food,FreeTime,FactFile,Fahrenheit,Fumes,Facilities,Fun,Fones,课程目标,课程结束后,你们将能够,:-,说明选人过,程,程的重要性,确定选人,/,面试时的场,地,地,(,环境,),解释这一理,论,论并举出行,为,为面试的例,子,子,陈述招聘活,动,动中与法规,相,相关的事项,在进行以能,力,力为基础的,招,招聘前完成,适,适当的准备,工,工作,示范在针对,某,某一职位选,择,择合适的人,的,的时候所使,用,用的技巧,以公司,/,集团的标准,进,进行,”,以胜任能力,为,为基础的面,试,试,”,为什么面试,技,技巧对于经,理,理人员来说,是,是一个如此,的,的重要,?,AAccept answers andshowOHPof Regional / HotelRecruitment Statistics e.g. AnnualBudget, numbersrecruited,It isalsoa very important skill for your own development and career,TutorNote: TherelevantOHP/3willneedto be inserteddependingon the region/ hotel inwhich theProgrammeis running e.g. turnover% -costof recruitment,number ofvacancies, newhotel openingsetc.,为什么我们,被,被选择来参,加,加这样的一,个,个课程,?,作为选人的,人,人,我们将用接,下,下来的时间,在,在这里提升,我,我们在这方,面,面的技巧,.,我们将在下,面,面的一分钟,时,时间内了解,我,我们将如何,进,进行这个课,程,程,同时我们必,须,须认识到要,涉,涉及的方面,很,很多,它将需要我,们,们用一整天,来,来学习,.,Wellthenletsgo !,时间安排,早上,09.00am,课程介绍,09.30am,选人过程的,重,重要性,10.15am,面试框架,:,准备及联系,11.00am,咖啡,/,茶时间,11.15am,面试框架,:,控制及结束,面,面试,12.30am,午餐,时间安排,下午,01.30pm,行为面试的,原,原理,03.30pm,咖啡,/,茶时间,03.45pmThe Monitor,04.15pm,设计考核行,为,为的提问,04.45pm,做决定的过,程,程,05.15pm,与法律条文,的,的牵连,05.30pm,总结,选人,过,过程,的,的重,要,要性,目标,在这,一,一部,分,分学,习,习之,后,后,您将,能,能够,:-,详细,说,说明,“,招聘,”,”,和,和,“,选择,面,面试,”,”的,含,含义,列举,为,为特,定,定职,位,位选,择,择,”,正确,的,的人,”,的利,益,益,列举,”,正确,的,的人,”,的主,要,要特,点,点并,解,解释,这,这些,特,特点,为,为何,如,如此,重,重要,解释,什,什么,叫,叫,”,合适,”,吸引,合,合适,的,的候,选,选人,“,正确,”,的人,将,将符,合,合工,作,作技,能,能的,需,需要,具有,完,完成,工,工作,所,所要,求,求的,能,能力,并且,适,适应,其,其所,在,在的,团,团队,.,我们,要,要的,不,不是,一,一串,坏,坏葡,萄,萄中,最,最好,的,的一,个,个,!,面试,的,的定,义,义,带有,目,目的,的,的交,谈,谈,一个,双,双向,沟,沟通,:,并非,一,一个,调,调查,一次,严,严刑,逼,逼供,也不,是,是一,次,次压,力,力下,的,的考,试,试,行为,能,能力,个人,行,行为,的,的特,点,点和,方,方式,需,需要,具,具体,的,的表,现,现出,来,来以,使,使工,作,作更,有,有效,行为,能,能力,OnourlistwementionedthatHumanResourcesarescreeningfortherightcompetencies,QHowwouldwedefineabehaviouralcompetency?,AThepersonalattributesandmodesofbehaviourthatindividualsneedtodisplay,inordertobeeffectiveintheirjobs,行为,能,能力,QWhyisthatdefinitionsoimportanttousasrecruiters?,AWemustemploypeoplewhoalreadyhavethesecompetenciesastheyaredifficulttolearn.Theyareaspontaneousreaction,notatrainedresponse.Theycanonlybefurtherenhancedthroughtraining.Ifthecompetencyisnotthereinthefirstplace,itisnearimpossibletolearn.Everyonehascompetenciesandcanbehighlysuccessfuliftheyareplacedintotherightposition,行为,能,能力,QWhatisthedifferencebetweenabehaviouralcompetencyandatechnicalskill?,ATechnicalskillsareeasiertoidentify,assessandtrainandarespecifictotheroleorjob.Competenciesarethebehavioursrequiredfromeveryemployeeregardlessoftherole,QWhereelsedowerefertocompetencies,otherthantheselectioninterview?,ADuringthePerformanceManagementprocess,QHowaretheyusedinthatprocess?,A-Toassessandmeasureperformance,Identifydevelopmentneeds,AssessingCompetencies,QWhencanwestarttodiscoveraboutacandidate,scompetencies?,AFromtheApplicationFormorletter,theirpresentationandneatness,telephoneconversation,frominitialcontactatthescreeninginterview,QWhatsortofimmediatethingsaregoingtogiveanindicationofthesecompetencies?,ACaretakenoverfillingouttheApplicationForm,appearance,enthusiasm,promptness,doesthecandidatesmile,dotheyknowanduseyourname,ThisbasicallywillformanimportantpartoftheHumanResourcesscreeninginterviewandwillthenbecarriedonintotheinterviewwiththeHeadoftheDept.,CompetencySets,Itthereforemakessensetointerviewapotentialemployeeagainsttherequiredcompetenciesasitwillbethesebehavioursthathe/shewillbeassessedagainstduringtheiremploymentwithus,TheCompanyhasCompetencySetsforbothcorporateandhotelpopulationsatdifferentlevels.Competenciesarearrangedinclustersofactivityunderkeyheadings,招聘就,是,是如此,不要期,望,望改变,那么,有什么,改,改进的,话,话都可,以,以看做,是,是额外,的,的收获,!,(,好象结,婚,婚一样,),RecruitmentEquation,(C+ F) xI= G,(Competence+ Fit)xInvestment =Growth,(10+10)x4 =80,(10+10) x10=200,Growth=Training,Development, Performance Review,Coaching,Feedbacketc.,TheStructure of theInterview,Objectives,Bytheend of thissessionyouwillbeable to:-,Statethestructure of theinterviewprocess,Explain thepreparationrequiredpriortoconducting an interview,Explain howtoensureasuccessful contactstage,Preparationbeforethe Interview,Read JobDescriptionandEmployeeSpecification,Familiarisewith competencydefinitionsand indicators,Read C.V.orApplicationForm,Form an agendaofthemainpointstobecoveredandplanquestions,Ifappropriate,meetwith HR if theyhavescreened,tosee if there areanyparticularareasthat needfurtherinvestigation,Ensuresufficienttime fortheinterview,free frominterruptionsanddistractions,Organisea quiet place,plan seatingarrangements andrefreshments,Familiariseself withpackageandbenefits,TheApplicationForm,Howlonghasthe candidatebeen in eachjob?,Does thejobhistoryshow asteady progression?,What arereasons forleaving thepreviousjobs?,What is theprogressionofleaving salaries?,Personaldetails -age,mobility,domestics,marital status,What hobbiesdotheyhave?- gregariousorloner,Iseverysection completed?,TheContactStage,Don,tleavethem waiting,Welcome themwarmly,Smile& shake hands,Appropriatedress,Introduceyourself,Offerteaorcoffee,Sitinareasonably relaxedmanner yourself,Avoidphysicalbarriers,Explain theformatofthe interview,Explain thatyou willbetaking notes,Establisharapport using neutralquestions,Control andClose,Objectives,Bytheend of thissessionyouwillbeable to:-,Explain whatareasneedtobecovered duringthecontrolstageandwhy these areimportant,Explain howtocloseanintervieweffectively,KeyAreasforQuestions,Employment,Education,PlansforFuture,Hobbies,DomesticCircumstances,Halo&Horns,TypesofQuestiontoAvoid,Closed,Leading,Multiple,Hypothetical,Confusing,AgreementSeeking,ListeningProcess,ListeningProcess,TheTheoryofBehaviouralInterviewing,Objectives,Bytheendofthissessionyouwillbeableto:-,ExplainthetheorybehindBehaviouralInterviewing,Explainhowtoread,“,“TheMonitor,”,”,Giveexamplesofsuitablequestionstouseundereachofthekeytopicareas,BehaviouralInterviewing,BehaviouralInterviewingmeans,Gathering,relevant,informationin,predetermined,topicareas,Gettingthecandidatetotalkabout,themselves,Collectingdetailsof,actualpastperformance,InertiaModel,TwoTypesofMemory,Semantic,“,Cat,Episodic,MemoryStorage,MemoryStorage,PropertiesofanEpisode,Time-When?,Place-Where?,People-Names?,Sequence-Beginning/Middle/End,Behaviour-WhatdidYOUdo?,Consequences-WhatdidYOUdonext?,TheMonitor,Competency,DriveforResults,Tellmeaboutanoccasionwhenyouhavefeltunderpressureatworktoachieveaparticulargoal?,Describethesituation?,Wherewereyou?,Whowasinvolved?,Whathappenedexactly,Howdidyoureact?,Whatweretheconsequences?,CompetencyBasedInterviewing,PhaseTwo,ProgrammeObjectives,Bytheendoftheprogrammeyouwillbeableto:-,StatetheimportanceoftheSelectionProcess,Identifythestagesofaselectioninterview,ExplainthetheoryandgiveexamplesofBehaviouralInterviewing,Statethelegalimplicationsassociatedwithrecruitment,CompleteappropriatepreparationpriortoconductingaCompetencyBasedInterview,Demonstratethetechniquesinvolvedinselectingtherightpersonforaposition,ConductaCompetencyBasedInterviewtothestandardoftheCompany,Quote,“,In an idealisedworld, our aim wouldbeallpersonsin jobsperfectly suitedtothemandsociety. This aim assumes thateachpersonshould use his abilities, temperament and motivationinthebestpossible way for him; it also assumes thatsocietywillmake the best possibleuseof its totalmanpower resources”,Marvin Dunnette(1967),“,Recruitin haste-,Repent at leisure !”,TheDecisionProcess,Objectives,By the end of this session you willbe ableto:-,Explainhowto completean InterviewAssessmentForm,Listthealternativeactionsyoucantake asa result oftheinterview,State when and how references shouldbesought,Interview AssessmentForm,AlternativeActionsFollowing the Interview,Shortlist the candidate,Askthecandidate for asecond interview,Reject the candidate,Refer the candidateto another department /hotel,Offer,Holdforanotherposition,FourQuestions to Consider,Hasthecandidate the competencies needed tobesuccessful?,Willthecandidate fit intotheteamandstyle of the department?,Where some of the technicalskills are missing,canthecandidate betrained?,Is the rightcandidate interested?,Legal Implications,Objectives,By the end of this session you willbe ableto:-,State the main pieces oflegislationwhich affect the Recruitment Process, and explain theirimplications,演讲完毕,，,，谢谢观,看,看！,