Interview - Question and Answer
Used to assess the skills of current managers and candidates for the management reserve.
During the interview, the focus is on taiwan mobile phone number example meta-competencies, which show the level of thinking and development of potential of employees, including their ability to adapt, critically analyze, communicate and self-confidence.
Interview - Question and Answer
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Possible difficulties during the interview:
The interviewer's character and behavior discourage the applicant from being frank. An example would be a situation where a junior HR specialist asks questions of a more senior manager who considers it inappropriate to answer in detail and openly.
Information may be withheld by a candidate for various reasons.
The formal atmosphere of an interview can make the applicant feel uncomfortable, making it difficult to communicate freely.
Types of interviews:
Structured — used to assess candidates for management positions. It is divided into blocks on specific topics, includes specialized questions aimed at identifying the professional management competencies of candidates. The main task is to collect information about the qualifications of the participants and compare it with information about other candidates.
The choice is made in favor of those who have the necessary skills, extensive experience and high motivation to perform the work. Even an inexperienced HR specialist can effectively conduct such an interview, thanks to prepared questions.
Interview - Question and Answer
Source: shutterstock.com
Participants are assessed according to uniform criteria, thus minimizing the influence of the human factor. Conducting a structured conversation requires considerable time due to the need to discuss all key aspects of management activities.
Case interviews are used to assess the management competencies of mid-level employees. The following specialists are involved: heads of the HR service/department, a manager for assessing the personnel management system. The candidate is presented with a number of situations related to job responsibilities and asked to describe how he would act in each of them.
This allows for a deeper understanding of the candidate's behavioral patterns, values, and motivation, and their awareness of key aspects of the job. The disadvantages of the method are the need for lengthy preparation of question scenarios and analysis of the answers received.
Consistent . The assessment of the management competencies of employees is carried out in a number of key areas of the company, including heads of sales and marketing departments. The process includes successive meetings with the HR director, heads of structural divisions and the top management of the company.
During these contacts, each participant asks unique questions, forming an opinion about the candidate. Then HR specialists collect a single assessment according to a pre-developed system.
The 360 Degree Method
When assessing managerial competencies, the opinions of subordinates, colleagues, senior management and the specialist themselves are taken into account. This helps determine how well he copes with his responsibilities. The assessment process is used for different purposes:
search for candidates for management positions among the company's employees;
analysis of the current manager's work to identify his strengths and potential areas for development: management skills, leadership qualities, teamwork, stress resistance.
HR professionals design company-specific questionnaires and create scoring scales. They instruct evaluators on how to use these tools correctly so that they can objectively examine candidates without being overly enthusiastic or biased.
Top managers analyze the efficiency of planning and work organization, management competencies of subordinates. They are assessed by their leadership style and interaction with the team, ability to delegate tasks, communication skills and clarity of requirements.
It is important to convince subordinates that the information collected will not affect their professional activities and remuneration.
It is important to maintain strict confidentiality during the assessment process. All feedback from sources is received anonymously and is presented in an ethically correct manner. The quality and accuracy of the assessment results depend on the objectivity of the HR specialists and the atmosphere in the team.
Conducting circular surveys and analyzing their results can contribute to the self-development of the manager. He receives feedback on his strengths and weaknesses, learns how his self-esteem correlates with the opinions of others.
This method has its drawbacks: psychological barriers, the possibility of distorting the perception of the manager by subordinates, subjectivity of the information, depending on the personal relationships or mood of the survey participants.
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