基于胜任能力的面试中英文版课件

欢迎您参加以下课程基于胜任能力的面试欢迎您参加以下课程基于胜任能力的面试为了能更好的完成培训,

请您注意以下方面:FireRegulationsFoodFreeTimeFactFileFahrenheitFumesFacilitiesFunFones为了能更好的完成培训,

请您注意以下方面:FireRegu课程目标课程结束后,你们将能够

:-说明选人过程的重要性确定选人/面试时的场地(环境)解释这一理论并举出行为面试的例子陈述招聘活动中与法规相关的事项在进行以能力为基础的招聘前完成适当的准备工作示范在针对某一职位选择合适的人的时候所使用的技巧以公司/集团的标准进行”以胜任能力为基础的面试”课程目标课程结束后,你们将能够:-为什么面试技巧对于经理人员来说是一个如此的重要?A AcceptanswersandshowOHPofRegional/HotelRecruitmentStatisticse.g.AnnualBudget,numbersrecruitedItisalsoaveryimportantskillforyourowndevelopmentandcareerTutorNote:TherelevantOHP/3willneedtobeinserteddependingontheregion/hotelinwhichtheProgrammeisrunninge.g.turnover%-costofrecruitment,numberofvacancies,newhotelopeningsetc.

为什么面试技巧对于经理人员来说是一个如此的重要?A Acc为什么我们被选择来参加这样的一个课程?作为选人的人,我们将用接下来的时间在这里提升我们在这方面的技巧.我们将在下面的一分钟时间内了解我们将如何进行这个课程,同时我们必须认识到要涉及的方面很多,它将需要我们用一整天来学习.Wellthenlet'sgo!为什么我们被选择来参加这样的一个课程?作为选人的人,我们将时间安排早上09.00am 课程介绍09.30am 选人过程的重要性10.15am面试框架:准备及联系

11.00am 咖啡/茶时间11.15am 面试框架:控制及结束面试12.30am 午餐时间安排早上时间安排下午01.30pm 行为面试的原理03.30pm 咖啡/茶时间03.45pm TheMonitor04.15pm 设计考核行为的提问04.45pm 做决定的过程

05.15pm 与法律条文的牵连

05.30pm 总结时间安排下午选人过程的重要性目标

在这一部分学习之后,您将能够:-

详细说明“招聘”和“选择面试”的含义

列举为特定职位选择”正确的人”的利益

列举”正确的人”的主要特点并解释这些特点为何如此重要解释什么叫”合适”选人过程的重要性目标 吸引合适的候选人

“正确”的人将符合工作技能的需要,具有完成工作所要求的能力,并且适应其所在的团队.

我们要的不是一串坏葡萄中最好的一个!吸引合适的候选人 “正确”的人将符合工作技能的需要,具有完成面试的定义带有目的的交谈

一个双向沟通:并非一个调查,一次严刑逼供,也不是一次压力下的考试面试的定义带有目的的交谈

行为能力 个人行为的特点和方式需要具体的表现出来以使工作更有效行为能力 个人行为的特点和方式需要具体的表现出来以使工作更有行为能力

OnourlistwementionedthatHumanResourcesarescreeningfortherightcompetenciesQ Howwouldwedefineabehaviouralcompetency? A Thepersonalattributesandmodesofbehaviourthatindividualsneedtodisplay,inordertobeeffectiveintheirjobs行为能力 Onourlistwementioned行为能力

Q Whyisthatdefinitionsoimportanttousasrecruiters? A Wemustemploypeoplewhoalreadyhavethesecompetenciesastheyaredifficulttolearn.Theyareaspontaneousreaction,notatrainedresponse.Theycanonlybefurtherenhancedthroughtraining.Ifthecompetencyisnotthereinthefirstplace,itisnearimpossibletolearn.Everyonehascompetenciesandcanbehighlysuccessfuliftheyareplacedintotherightposition行为能力 Q Whyisthatdefinition行为能力

Q Whatisthedifferencebetweenabehaviouralcompetencyandatechnicalskill? A Technicalskillsareeasiertoidentify,assessandtrainandarespecifictotheroleorjob.CompetenciesarethebehavioursrequiredfromeveryemployeeregardlessoftheroleQ Whereelsedowerefertocompetencies,otherthantheselectioninterview?A DuringthePerformanceManagementprocessQ Howaretheyusedinthatprocess?A - ToassessandmeasureperformanceIdentifydevelopmentneeds行为能力 Q WhatisthedifferenceAssessingCompetencies

Q Whencanwestarttodiscoveraboutacandidate’scompetencies?A FromtheApplicationFormorletter,theirpresentationandneatness,telephoneconversation,frominitialcontactatthescreeninginterviewQ Whatsortofimmediatethingsaregoingtogiveanindicationofthesecompetencies?A CaretakenoverfillingouttheApplicationForm,appearance,enthusiasm,promptness,doesthecandidatesmile,dotheyknowanduseyournameThisbasicallywillformanimportantpartoftheHumanResourcesscreeninginterviewandwillthenbecarriedonintotheinterviewwiththeHeadoftheDept.AssessingCompetencies Q WhenCompetencySets

Itthereforemakessensetointerviewapotentialemployeeagainsttherequiredcompetenciesasitwillbethesebehavioursthathe/shewillbeassessedagainstduringtheiremploymentwithusTheCompanyhasCompetencySetsforbothcorporateandhotelpopulationsatdifferentlevels.CompetenciesarearrangedinclustersofactivityunderkeyheadingsCompetencySetsItthereforem招聘就是如此,

不要期望改变,那么,有什么改进的话都可以看做是额外的收获!(好象结婚一样)招聘就是如此,

不要期望改变,那么,有什么改进的话都可以看做RecruitmentEquation(C+F)xI=G(Competence+Fit)xInvestment=Growth(10+10)x4=80(10+10)x10=200Growth=Training,Development,PerformanceReview,

Coaching,Feedbacketc.RecruitmentEquation(C+F)xTheStructureoftheInterviewObjectives Bytheendofthissessionyouwillbeableto:-Statethestructureoftheinterviewprocess

Explainthepreparationrequiredpriortoconductinganinterview

ExplainhowtoensureasuccessfulcontactstageTheStructureoftheInterviewPreparationbeforetheInterviewReadJobDescriptionandEmployeeSpecificationFamiliarisewithcompetencydefinitionsandindicatorsReadC.V.orApplicationFormFormanagendaofthemainpointstobecoveredandplanquestionsIfappropriate,meetwithHRiftheyhavescreened,toseeifthereareanyparticularareasthatneedfurtherinvestigationEnsuresufficienttimefortheinterview,freefrominterruptionsanddistractionsOrganiseaquietplace,planseatingarrangementsandrefreshmentsFamiliariseselfwithpackageandbenefitsPreparationbeforetheInterviTheApplicationFormHowlonghasthecandidatebeenineachjob?Doesthejobhistoryshowasteadyprogression?Whatarereasonsforleavingthepreviousjobs?Whatistheprogressionofleavingsalaries?Personaldetails-age,mobility,domestics,maritalstatusWhathobbiesdotheyhave?-gregariousorlonerIseverysectioncompleted?TheApplicationFormHowlongTheContactStageDon’tleavethemwaitingWelcomethemwarmlySmile&shakehandsAppropriatedressIntroduceyourselfOfferteaorcoffeeSitinareasonablyrelaxedmanneryourselfAvoidphysicalbarriersExplaintheformatoftheinterviewExplainthatyouwillbetakingnotesEstablisharapportusingneutralquestionsTheContactStageControlandCloseObjectives Bytheendofthissessionyouwillbeableto:-Explainwhatareasneedtobecoveredduringthecontrolstageandwhytheseareimportant

ExplainhowtocloseanintervieweffectivelyControlandCloseObjectivesKeyAreasforQuestionsEmployment

Education

PlansforFuture

Hobbies

DomesticCircumstancesKeyAreasforQuestionsEmploymHalo&HornsHalo&HornsTypesofQuestiontoAvoidClosed

Leading

Multiple

Hypothetical

Confusing

AgreementSeekingTypesofQuestiontoAvoidClosListeningProcessListeningProcessListeningProcessListeningProcessTheTheoryofBehaviouralInterviewing

Objectives

Bytheendofthissessionyouwillbeableto:-ExplainthetheorybehindBehaviouralInterviewingExplainhowtoread“TheMonitor”GiveexamplesofsuitablequestionstouseundereachofthekeytopicareasTheTheoryofBehaviouralInteBehaviouralInterviewingBehaviouralInterviewingmeans…

Gatheringrelevantinformationinpredeterminedtopicareas

Gettingthecandidatetotalkaboutthemselves

Collectingdetailsofactual

pastperformanceBehaviouralInterviewingBehaviInertiaModelInertiaModelTwoTypesofMemorySemantic

“Cat"EpisodicTwoTypesofMemorySemantic“MemoryStorageMemoryStorage

MemoryStorageMemoryStoragePropertiesofanEpisodeTime - When?

Place - Where?

People - Names?Sequence - Beginning/Middle/End

Behaviour - WhatdidYOUdo?

Consequences - WhatdidYOUdonext?PropertiesofanEpisodeTime TheMonitorTheMonitorCompetency–DriveforResultsTellmeaboutanoccasionwhenyouhavefeltunderpressureatworktoachieveaparticulargoal?Describethesituation?Wherewereyou?Whowasinvolved?WhathappenedexactlyHowdidyoureact?Whatweretheconsequences?Competency–DriveforResultsCompetencyBasedInterviewingPhaseTwoCompetencyBasedInterviewingPProgrammeObjectives

Bytheendoftheprogrammeyouwillbeableto:-StatetheimportanceoftheSelectionProcessIdentifythestagesofaselectioninterviewExplainthetheoryandgiveexamplesofBehaviouralInterviewingStatethelegalimplicationsassociatedwithrecruitmentCompleteappropriatepreparationpriortoconductingaCompetencyBasedInterviewDemonstratethetechniquesinvolvedinselectingtherightpersonforapositionConductaCompetencyBasedInterviewtothestandardof theCompanyProgrammeObjectives BytheenQuote“Inanidealisedworld,ouraimwouldbeallpersonsinjobsperfectlysuitedtothemandsociety.Thisaimassumesthateachpersonshouldusehisabilities,temperamentandmotivationinthebestpossiblewayforhim;italsoassumesthatsocietywillmakethebestpossibleuseofitstotalmanpowerresources”MarvinDunnette(1967)Quote“Inanidealisedworld,“Recruitinhaste-Repentatleisure!”“Recruitinhaste-TheDecisionProcessObjectives Bytheendofthissessionyouwillbeableto:-

ExplainhowtocompleteanInterviewAssessmentForm

Listthealternativeactionsyoucantakeasaresultoftheinterview

StatewhenandhowreferencesshouldbesoughtTheDecisionProcessObjectiveInterviewAssessmentFormInterviewAssessmentFormAlternativeActions

FollowingtheInterviewShortlistthecandidate

Askthecandidateforasecondinterview

Rejectthecandidate

Referthecandidatetoanotherdepartment/hotel

Offer

HoldforanotherpositionAlternativeActions

FollowingFourQuestionstoConsiderHasthecandidatethecompetenciesneededtobesuccessful?

Willthecandidatefitintotheteamandstyleofthedepartment?

Wheresomeofthetechnicalskillsaremissing,canthecandidatebetrained?Istherightcandidateinterested?FourQuestionstoConsiderHasLegalImplicationsObjectives Bytheendofthissessionyouwillbeableto:-

StatethemainpiecesoflegislationwhichaffecttheRecruitmentProcess,andexplaintheirimplicationsLegalImplicationsObjectives演讲完毕，谢谢观看！演讲完毕，谢谢观看！欢迎您参加以下课程基于胜任能力的面试欢迎您参加以下课程基于胜任能力的面试为了能更好的完成培训,

请您注意以下方面:FireRegulationsFoodFreeTimeFactFileFahrenheitFumesFacilitiesFunFones为了能更好的完成培训,

请您注意以下方面:FireRegu课程目标课程结束后,你们将能够

:-说明选人过程的重要性确定选人/面试时的场地(环境)解释这一理论并举出行为面试的例子陈述招聘活动中与法规相关的事项在进行以能力为基础的招聘前完成适当的准备工作示范在针对某一职位选择合适的人的时候所使用的技巧以公司/集团的标准进行”以胜任能力为基础的面试”课程目标课程结束后,你们将能够:-为什么面试技巧对于经理人员来说是一个如此的重要?A AcceptanswersandshowOHPofRegional/HotelRecruitmentStatisticse.g.AnnualBudget,numbersrecruitedItisalsoaveryimportantskillforyourowndevelopmentandcareerTutorNote:TherelevantOHP/3willneedtobeinserteddependingontheregion/hotelinwhichtheProgrammeisrunninge.g.turnover%-costofrecruitment,numberofvacancies,newhotelopeningsetc.

为什么面试技巧对于经理人员来说是一个如此的重要?A Acc为什么我们被选择来参加这样的一个课程?作为选人的人,我们将用接下来的时间在这里提升我们在这方面的技巧.我们将在下面的一分钟时间内了解我们将如何进行这个课程,同时我们必须认识到要涉及的方面很多,它将需要我们用一整天来学习.Wellthenlet'sgo!为什么我们被选择来参加这样的一个课程?作为选人的人,我们将时间安排早上09.00am 课程介绍09.30am 选人过程的重要性10.15am面试框架:准备及联系

11.00am 咖啡/茶时间11.15am 面试框架:控制及结束面试12.30am 午餐时间安排早上时间安排下午01.30pm 行为面试的原理03.30pm 咖啡/茶时间03.45pm TheMonitor04.15pm 设计考核行为的提问04.45pm 做决定的过程

05.15pm 与法律条文的牵连

05.30pm 总结时间安排下午选人过程的重要性目标

在这一部分学习之后,您将能够:-

详细说明“招聘”和“选择面试”的含义

列举为特定职位选择”正确的人”的利益

列举”正确的人”的主要特点并解释这些特点为何如此重要解释什么叫”合适”选人过程的重要性目标 吸引合适的候选人

“正确”的人将符合工作技能的需要,具有完成工作所要求的能力,并且适应其所在的团队.

我们要的不是一串坏葡萄中最好的一个!吸引合适的候选人 “正确”的人将符合工作技能的需要,具有完成面试的定义带有目的的交谈

一个双向沟通:并非一个调查,一次严刑逼供,也不是一次压力下的考试面试的定义带有目的的交谈

行为能力 个人行为的特点和方式需要具体的表现出来以使工作更有效行为能力 个人行为的特点和方式需要具体的表现出来以使工作更有行为能力

OnourlistwementionedthatHumanResourcesarescreeningfortherightcompetenciesQ Howwouldwedefineabehaviouralcompetency? A Thepersonalattributesandmodesofbehaviourthatindividualsneedtodisplay,inordertobeeffectiveintheirjobs行为能力 Onourlistwementioned行为能力

Q Whyisthatdefinitionsoimportanttousasrecruiters? A Wemustemploypeoplewhoalreadyhavethesecompetenciesastheyaredifficulttolearn.Theyareaspontaneousreaction,notatrainedresponse.Theycanonlybefurtherenhancedthroughtraining.Ifthecompetencyisnotthereinthefirstplace,itisnearimpossibletolearn.Everyonehascompetenciesandcanbehighlysuccessfuliftheyareplacedintotherightposition行为能力 Q Whyisthatdefinition行为能力

Q Whatisthedifferencebetweenabehaviouralcompetencyandatechnicalskill? A Technicalskillsareeasiertoidentify,assessandtrainandarespecifictotheroleorjob.CompetenciesarethebehavioursrequiredfromeveryemployeeregardlessoftheroleQ Whereelsedowerefertocompetencies,otherthantheselectioninterview?A DuringthePerformanceManagementprocessQ Howaretheyusedinthatprocess?A - ToassessandmeasureperformanceIdentifydevelopmentneeds行为能力 Q WhatisthedifferenceAssessingCompetencies

Q Whencanwestarttodiscoveraboutacandidate’scompetencies?A FromtheApplicationFormorletter,theirpresentationandneatness,telephoneconversation,frominitialcontactatthescreeninginterviewQ Whatsortofimmediatethingsaregoingtogiveanindicationofthesecompetencies?A CaretakenoverfillingouttheApplicationForm,appearance,enthusiasm,promptness,doesthecandidatesmile,dotheyknowanduseyournameThisbasicallywillformanimportantpartoftheHumanResourcesscreeninginterviewandwillthenbecarriedonintotheinterviewwiththeHeadoftheDept.AssessingCompetencies Q WhenCompetencySets

Itthereforemakessensetointerviewapotentialemployeeagainsttherequiredcompetenciesasitwillbethesebehavioursthathe/shewillbeassessedagainstduringtheiremploymentwithusTheCompanyhasCompetencySetsforbothcorporateandhotelpopulationsatdifferentlevels.CompetenciesarearrangedinclustersofactivityunderkeyheadingsCompetencySetsItthereforem招聘就是如此,

不要期望改变,那么,有什么改进的话都可以看做是额外的收获!(好象结婚一样)招聘就是如此,

不要期望改变,那么,有什么改进的话都可以看做RecruitmentEquation(C+F)xI=G(Competence+Fit)xInvestment=Growth(10+10)x4=80(10+10)x10=200Growth=Training,Development,PerformanceReview,

Coaching,Feedbacketc.RecruitmentEquation(C+F)xTheStructureoftheInterviewObjectives Bytheendofthissessionyouwillbeableto:-Statethestructureoftheinterviewprocess

Explainthepreparationrequiredpriortoconductinganinterview

ExplainhowtoensureasuccessfulcontactstageTheStructureoftheInterviewPreparationbeforetheInterviewReadJobDescriptionandEmployeeSpecificationFamiliarisewithcompetencydefinitionsandindicatorsReadC.V.orApplicationFormFormanagendaofthemainpointstobecoveredandplanquestionsIfappropriate,meetwithHRiftheyhavescreened,toseeifthereareanyparticularareasthatneedfurtherinvestigationEnsuresufficienttimefortheinterview,freefrominterruptionsanddistractionsOrganiseaquietplace,planseatingarrangementsandrefreshmentsFamiliariseselfwithpackageandbenefitsPreparationbeforetheInterviTheApplicationFormHowlonghasthecandidatebeenineachjob?Doesthejobhistoryshowasteadyprogression?Whatarereasonsforleavingthepreviousjobs?Whatistheprogressionofleavingsalaries?Personaldetails-age,mobility,domestics,maritalstatusWhathobbiesdotheyhave?-gregariousorlonerIseverysectioncompleted?TheApplicationFormHowlongTheContactStageDon’tleavethemwaitingWelcomethemwarmlySmile&shakehandsAppropriatedressIntroduceyourselfOfferteaorcoffeeSitinareasonablyrelaxedmanneryourselfAvoidphysicalbarriersExplaintheformatoftheinterviewExplainthatyouwillbetakingnotesEstablisharapportusingneutralquestionsTheContactStageControlandCloseObjectives Bytheendofthissessionyouwillbeableto:-Explainwhatareasneedtobecoveredduringthecontrolstageandwhytheseareimportant

ExplainhowtocloseanintervieweffectivelyControlandCloseObjectivesKeyAreasforQuestionsEmployment

Education

PlansforFuture

Hobbies

DomesticCircumstancesKeyAreasforQuestionsEmploymHalo&HornsHalo&HornsTypesofQuestiontoAvoidClosed

Leading

Multiple

Hypothetical

Confusing

AgreementSeekingTypesofQuestiontoAvoidClosListeningProcessListeningProcessListeningProcessListeningProcessTheTheoryofBehaviouralInterviewing

Objectives

Bytheendofthissessionyouwillbeableto:-ExplainthetheorybehindBehaviouralInterviewingExplainhowtoread“TheMonitor”GiveexamplesofsuitablequestionstouseundereachofthekeytopicareasTheTheoryofBehaviouralInteBehaviouralInterviewingBehaviouralInterviewingmeans…

Gatheringrelevantinformationinpredeterminedtopicareas

Gettingthecandidatetotalkaboutthemselves

Collectingdetailsofactual

pastperformanceBehaviouralInterviewingBehaviInertiaModelInertiaModelTwoTypesofMemorySemantic

“Cat"EpisodicTwoTypesofMemorySemantic“MemoryStorageMemoryStorage

MemoryStorageMemoryStoragePropertiesofanEpisodeTime - When?

Place - Where?

People - Names?Sequence - Beginning/Middle/End

Behaviour - WhatdidYOUdo?

Consequences - WhatdidYOUdonext?PropertiesofanEpisodeTime TheMonitorTheMonitorCompetency–DriveforResultsTellmeaboutanoccasionwhenyouhavefeltunderpressureatworktoachieveaparticulargoal?Describethesituation?Wherewereyou?Whowasinvolved?WhathappenedexactlyHowdidyoureact?Whatweretheconsequences?Competency–DriveforResultsCompetencyBasedInterviewingPhaseTwoCompetencyBasedInterviewingPProgrammeObjectives

Bytheendoftheprogrammeyouwillbeableto:-StatetheimportanceoftheSelectionProcessIdent