澳华集团基于行为面试法的招聘甄选程序研究与应用
摘要
在平时的招聘面试的过程中,很多时候看到人力资源部招聘人员及各用人部门在面试时,都是比较草率的根据面试者个人喜恶感觉来评判一个应聘者,所以导致招聘的成功率非常低,那么如何应用一种有效的面试方法,使招聘人员能够从众多的应聘者中选拔出来,不仅是可以实现预期业绩胜任工作岗位,而且可以超越预期业绩的优秀的人才。
行为描述面试法(Behavioral Description Interview,简称BDI,也简称行为面试法,文中全简称为行为面试法),是试图通过挖掘候选人过去的行为模式,来预测其未来是否成功,而不受诸如学历、年龄、性别、外貌、非言语信息等方面的影响。在1982年,由简兹(Janz)最早对行为面试法进行了阐述。
行为面试不是泛泛地询问被面试者过去所经历的事情,而是一种结构化面试,其特征步骤如下:
第一,行为面试是以关键事件的工作分析结果为依据的,为工作岗位开发出胜任力模型。
第二,行为面试围绕行为维度进行设计,而行为维度来源于关键事件分析。
第三,行为面试的问题都是标准化的,目的是了解被面试者过去是如何处理类似工作情景中的问题的。
第四,面试者对被面试者讲述的内容进行灵活的提问和追问,目的是对背景、行为目标、行为措施和结果进行细节性的深入了解。
第五,面试者对被面试者的回答进行记录。依据记录,在行为锚定的评分表上对被面试者进行评价。
第六,对行为维度评分进行总整合,得出结果,供人事决策。
本文通过历年的数据细致地分析了澳华集团的面试现状,找出存在的问题,针对存在的问题在传统的结构化面试方法的基础上,结合行为面试法,提出了一套适合该公司的提高招聘质量的改进措施,如对相关岗位提炼出胜任力模型,设计出行为面试法的标准题目,在面试中依据行为面试法进行提问,然后综合评分,得出结果作为决策依据。该方法简单易行,经过一年多的实施,取得了显著的效果。本文的研究对企业改进招聘面试工作具有一定的指导意义。
In the normal course of the interview, when the Human Resources department recruit staff or personnel at interview, they are relatively hasty judging a candidate based on personal likes and dislikes feeling, which make the success rate of recruitment lowly. Then how to apply an effective interview method to select excellent talents from a large number of applicants, who are not only competent to work, but also go beyond the expected performance.
Behavioral Description Interview, referred to as BDI, also referred to Behavioral Interview, which is trying to tap the behavior patterns of the past, predicting their future success or not, but without the impact of such as education, age, sex, appearance and non-verbal information, The first Behavioral Interview was described by Jane Edwards (Janz) in 1982.
Behavioral Interview doesn't generally ask the experiences of the past, but is a structured interview, the feature steps are as follows:
First, Behavioral Interview is based on the results of the job analysis of the critical case, in order to develop a competency model for the position.
Second, Behavioral Interview is designed around the behavior dimension, and behavior dimension is from the critical incident analysis;
Third, Behavioral Interview questions are standardized, the purpose of knowing the applicants how to deal with the problems of similar job scenarioin in the past.
Fourth, the interviewers flexibly question or ask contents stated by the interviewees ,in order to in-depth details of understanding the background, behavioral objectives, measures and results of acts.
Fifth, record the answers. Based on records, evaluate interviewee on the score sheet.
Sixth, integrate the behavior dimension score totally , and the results for personnel decisions.
In this paper, by detailed analysing the interview status of Alphafeed Group based on historical data , the existing problems were identified, for the existence problems based on the traditional methods of structured interviews, combined with Behavioral Interview , a set of suitable improvement measures which will improve the company's recruitment quality is proposed, such as extracting competence model of relevant positions, designing standard subjects for Behavioral Interview, and questioning based on Behavioral Interview during the interview, then scoring comprehensive ,decision-making based on the results. The method is simple, ,it has achieved significant results after more than a year of implementation, this study to improve the recruitment of enterprises has a job guide.
行为描述面试法(Behavioral Description Interview,简称BDI,也简称行为面试法,文中全简称为行为面试法),是试图通过挖掘候选人过去的行为模式,来预测其未来是否成功,而不受诸如学历、年龄、性别、外貌、非言语信息等方面的影响。在1982年,由简兹(Janz)最早对行为面试法进行了阐述。
行为面试不是泛泛地询问被面试者过去所经历的事情,而是一种结构化面试,其特征步骤如下:
第一,行为面试是以关键事件的工作分析结果为依据的,为工作岗位开发出胜任力模型。
第二,行为面试围绕行为维度进行设计,而行为维度来源于关键事件分析。
第三,行为面试的问题都是标准化的,目的是了解被面试者过去是如何处理类似工作情景中的问题的。
第四,面试者对被面试者讲述的内容进行灵活的提问和追问,目的是对背景、行为目标、行为措施和结果进行细节性的深入了解。
第五,面试者对被面试者的回答进行记录。依据记录,在行为锚定的评分表上对被面试者进行评价。
第六,对行为维度评分进行总整合,得出结果,供人事决策。
本文通过历年的数据细致地分析了澳华集团的面试现状,找出存在的问题,针对存在的问题在传统的结构化面试方法的基础上,结合行为面试法,提出了一套适合该公司的提高招聘质量的改进措施,如对相关岗位提炼出胜任力模型,设计出行为面试法的标准题目,在面试中依据行为面试法进行提问,然后综合评分,得出结果作为决策依据。该方法简单易行,经过一年多的实施,取得了显著的效果。本文的研究对企业改进招聘面试工作具有一定的指导意义。
In the normal course of the interview, when the Human Resources department recruit staff or personnel at interview, they are relatively hasty judging a candidate based on personal likes and dislikes feeling, which make the success rate of recruitment lowly. Then how to apply an effective interview method to select excellent talents from a large number of applicants, who are not only competent to work, but also go beyond the expected performance.
Behavioral Description Interview, referred to as BDI, also referred to Behavioral Interview, which is trying to tap the behavior patterns of the past, predicting their future success or not, but without the impact of such as education, age, sex, appearance and non-verbal information, The first Behavioral Interview was described by Jane Edwards (Janz) in 1982.
Behavioral Interview doesn't generally ask the experiences of the past, but is a structured interview, the feature steps are as follows:
First, Behavioral Interview is based on the results of the job analysis of the critical case, in order to develop a competency model for the position.
Second, Behavioral Interview is designed around the behavior dimension, and behavior dimension is from the critical incident analysis;
Third, Behavioral Interview questions are standardized, the purpose of knowing the applicants how to deal with the problems of similar job scenarioin in the past.
Fourth, the interviewers flexibly question or ask contents stated by the interviewees ,in order to in-depth details of understanding the background, behavioral objectives, measures and results of acts.
Fifth, record the answers. Based on records, evaluate interviewee on the score sheet.
Sixth, integrate the behavior dimension score totally , and the results for personnel decisions.
In this paper, by detailed analysing the interview status of Alphafeed Group based on historical data , the existing problems were identified, for the existence problems based on the traditional methods of structured interviews, combined with Behavioral Interview , a set of suitable improvement measures which will improve the company's recruitment quality is proposed, such as extracting competence model of relevant positions, designing standard subjects for Behavioral Interview, and questioning based on Behavioral Interview during the interview, then scoring comprehensive ,decision-making based on the results. The method is simple, ,it has achieved significant results after more than a year of implementation, this study to improve the recruitment of enterprises has a job guide.
引文
[1]孙宗虎,庄俊岩.人员测评实务手册.人民邮电出版社,2007:160-106,140.
[2]田效勋,柯学民等.过去预测未来—行为面试法.北京:中国轻工业出版社,2008,10.
[3]熊超群.人才甄选与招聘实务.广东经济出版社,2003,5:89,92,105,109.
[4]麦斯特企业管理研究中心.员工招聘与甄选.经济日报出版社,2004,12.
[5]张晓彤.如何选才、育才、用才、留才.北京大学出版社,2004,1.
[6]理查德·坎普玛丽·E·维奥哈伯杰克·L·西蒙内提.面试战略.上海交通大学出版社,2002,1.
[7]雷蒙德.A.诺伊,约翰.霍伦拜克,拜雷.格哈特,帕特雷克.莱特.人力资源管理:赢得竞争优势.中国人民大学出版社,2001,4.
[8]黄鑫.我这样做HR经理.北京大学出版社,2008,8.
[9]迈克尔·比尔.管理人力资本.华夏出版社,1999,5:165、P171.
[10]安鸿章主.企业人力资源管理人员.中国劳动社会保障出版社,2002,10.
[11]拾晶.人才招聘的十个法则[J].新资本,2004,6.
[12]胡卫东.在其内而忘其外[J].人力资源HR经理人,2005,8.
[13]戴尔·克利.猎头选人的六招[J].人力资本,2005,3.
[14]陆强.树立老板的选才观念.世界经理人,2005,8.
[15]乔治·柏兰德.人力资源管理.东北财经大学出版社,2006,12.
[16]何再军.面试中HR识别谎言技巧[EB/OL].http://www.17hr.com/hr/64/n-48464.html,2007-08-24.
[17]余世维.职业经理人常犯的11种错误[M/CD].时代光华培训,2007,9
[18]侯军.马斯洛的需求层次理论与积分激励法[J].现代企业教育,2005,8.
[19]湛新民,熊烨.员工招聘方略.广东经济出版社,2002.
[20]刘新梅等.项目人力资源与沟通管理.清华大学出版社,2001.
[21]徐颂陶等.中国人才展战略与人才资源开发.中国人事出版社,2001.
[22]赵曙明.人力资源管理研究.中国人民大学出版社,2001
[23]蒙德·A,诺伊等.人力资源管理—赢得竞争优势.中国人民大学出版社,2001.
[24]陈愕,原二军.人力资源经理MBA强化教程.中国经济出版社,2002
[25]郑绍廉等.人力资源开发与管理.复旦大学出版社,1998
[26]James M.MacDougall,Theodore M.Dembroski,etal.The structured interview and questionnaire methods of assessing coronary-prone behavior in male and female college students[J].Journal of Behavioral Medicine,1979,2:71-83.
[27]HughLisa M·Moynihan,Mark V.Roehling,etal.A Longitudinal Study of the Relationships Among Job Search Self-Efficacy,Job Interviews,and Employment Outcomes[J].Journal of Business and Psychology,2003,18(2):207-233.
[28]Michael A Sheppeck and Jack Militello.Strategic Configurations and Organizational Performance.Human Resource Management Spring,2003,9.
[29]Lisa M.Moynihan,Mark V.Roehling,etal.A Longitudinal Study of the Relationships Among Job Search Self-Efficacy,Job Interviews,and Employment Outcomes[J].Journal of Business and Psychology,2003,18:207-233.
[30]Michel E.Domsch and Elena Hristozova.Human Resource Management in Consulting Firms.Springer Berlin Heidelberg,2006.
[2]田效勋,柯学民等.过去预测未来—行为面试法.北京:中国轻工业出版社,2008,10.
[3]熊超群.人才甄选与招聘实务.广东经济出版社,2003,5:89,92,105,109.
[4]麦斯特企业管理研究中心.员工招聘与甄选.经济日报出版社,2004,12.
[5]张晓彤.如何选才、育才、用才、留才.北京大学出版社,2004,1.
[6]理查德·坎普玛丽·E·维奥哈伯杰克·L·西蒙内提.面试战略.上海交通大学出版社,2002,1.
[7]雷蒙德.A.诺伊,约翰.霍伦拜克,拜雷.格哈特,帕特雷克.莱特.人力资源管理:赢得竞争优势.中国人民大学出版社,2001,4.
[8]黄鑫.我这样做HR经理.北京大学出版社,2008,8.
[9]迈克尔·比尔.管理人力资本.华夏出版社,1999,5:165、P171.
[10]安鸿章主.企业人力资源管理人员.中国劳动社会保障出版社,2002,10.
[11]拾晶.人才招聘的十个法则[J].新资本,2004,6.
[12]胡卫东.在其内而忘其外[J].人力资源HR经理人,2005,8.
[13]戴尔·克利.猎头选人的六招[J].人力资本,2005,3.
[14]陆强.树立老板的选才观念.世界经理人,2005,8.
[15]乔治·柏兰德.人力资源管理.东北财经大学出版社,2006,12.
[16]何再军.面试中HR识别谎言技巧[EB/OL].http://www.17hr.com/hr/64/n-48464.html,2007-08-24.
[17]余世维.职业经理人常犯的11种错误[M/CD].时代光华培训,2007,9
[18]侯军.马斯洛的需求层次理论与积分激励法[J].现代企业教育,2005,8.
[19]湛新民,熊烨.员工招聘方略.广东经济出版社,2002.
[20]刘新梅等.项目人力资源与沟通管理.清华大学出版社,2001.
[21]徐颂陶等.中国人才展战略与人才资源开发.中国人事出版社,2001.
[22]赵曙明.人力资源管理研究.中国人民大学出版社,2001
[23]蒙德·A,诺伊等.人力资源管理—赢得竞争优势.中国人民大学出版社,2001.
[24]陈愕,原二军.人力资源经理MBA强化教程.中国经济出版社,2002
[25]郑绍廉等.人力资源开发与管理.复旦大学出版社,1998
[26]James M.MacDougall,Theodore M.Dembroski,etal.The structured interview and questionnaire methods of assessing coronary-prone behavior in male and female college students[J].Journal of Behavioral Medicine,1979,2:71-83.
[27]HughLisa M·Moynihan,Mark V.Roehling,etal.A Longitudinal Study of the Relationships Among Job Search Self-Efficacy,Job Interviews,and Employment Outcomes[J].Journal of Business and Psychology,2003,18(2):207-233.
[28]Michael A Sheppeck and Jack Militello.Strategic Configurations and Organizational Performance.Human Resource Management Spring,2003,9.
[29]Lisa M.Moynihan,Mark V.Roehling,etal.A Longitudinal Study of the Relationships Among Job Search Self-Efficacy,Job Interviews,and Employment Outcomes[J].Journal of Business and Psychology,2003,18:207-233.
[30]Michel E.Domsch and Elena Hristozova.Human Resource Management in Consulting Firms.Springer Berlin Heidelberg,2006.