Interview is not only a process of talent selection, but also a process of two-way communication. In this interactive process of mutual communication, examiners gradually understand and evaluate candidates by asking questions, listening and observing, and at the same time, candidates are consciously or unconsciously adopting various ways to gradually understand and evaluate candidates. Candidates' understanding and evaluation of examiners will affect their attitudes and behaviors towards examiners, thus directly affecting the examiners' understanding and evaluation of examiners. Therefore, it is necessary to discuss how candidates should correctly understand the examiner.
On the other hand, the interviewer's work ability, personality characteristics and various qualities will directly affect the interview effect. In the interview process, the interviewer's evaluation of the candidate is an important reference index to decide whether to hire or not. So it is particularly important who the interviewer is, and this level must be handled well.
(A) the examiner should have the basic qualities
What basic qualities should a qualified interviewer have?
1. Have relevant professional knowledge.
Relevant professional knowledge is the basic requirement for interviewers. Although the judgment of candidates' knowledge level has been solved in the previous exam, such problems will be encountered more or less in the interview process. Sometimes, asking professional knowledge is regarded as an interview skill, so it is necessary to have this knowledge. In an excellent interview team, the examiner's knowledge combination should be complete.
2. Good personal qualities and cultivation
The interviewer not only represents the individual's literacy level, but also represents the organization and an organizational cultural feature, from which the organizational level can be reflected. Examiners must give people a sense of integrity, justice and good cultivation, so that every candidate can feel a kind of trust and respect in their contact.
3. Sound self-awareness ability
Psychological research shows that people are always used to judging people by themselves. As an interviewer, if you can't have a sound and accurate understanding of yourself, you can't evaluate others accurately.
4. Be good at grasping interpersonal relationships
The process of interview is the process of interpersonal communication. In the communication with candidates, we should be good at using the knowledge about interpersonal relationships and our keen perception of interpersonal relationships to judge the ability of candidates to deal with interpersonal relationships. No matter what kind of people are hired, their work is bound to be more or less related to interpersonal communication. Therefore, the evaluation of a person's ability to deal with interpersonal relationships has become a measure of interview evaluation factors.
5. Rich social work experience
As a whole, interview evaluation is a non-quantitative evaluation process, and its completion degree and quality largely depend on the interviewer's rich work experience. With the help of intuitive judgment of work experience, we can often accurately grasp the characteristics of candidates. At the same time, rich social work experience is also one of the guarantees to improve and master interview skills.
6. Evaluate others objectively and fairly
Personnel selection is to select the talents needed by the organization, so the evaluation results should not be influenced by personal likes and dislikes, or non-evaluation factors such as the appearance, habits and family background of the applicant. A fair and objective evaluation means that a candidate's moral character and quality can be evaluated from the perspective of an independent third party. Whether the examiner can be fair and objective will determine the validity and reliability of the interview.
7. Skillful use of various skills
Interview is a highly technical job, which requires the interviewer to master all kinds of interview skills skillfully, so as to judge and evaluate the candidates accurately and simply.
8. Effectively control the interview site
Sometimes, interviewees are hard to control, and their behavior may interfere with the normal conduct of the interview. Therefore, the interviewer is required to have a certain ability to control people, so that the process and purpose of the interview will not be destroyed.
9. Understand the organization and job requirements.
A thorough and comprehensive understanding of the position and organization will help to improve the quality of interview work and help to select the talents who really need it.
10. Master the related personnel evaluation technology.
In the interview process, some personnel evaluation methods will naturally be used to evaluate candidates. Therefore, mastering this technology is the basic way to improve the interview ability. In a word, the requirements for the interviewer are strict. In general, it is difficult for a single person to fully meet the above conditions. At this time, it is necessary to consider the combination of interviewers. The combined interviewer team must meet these conditions, otherwise the interview quality cannot be guaranteed.
(2) The responsibilities of the interviewer
1. During the whole interview process, the examiner should shoulder the following responsibilities: the interviewer should participate in all relevant preparations for the interview process according to the unified deployment of the interview organization and management department (including checking the examination room, candidates' waiting room, preparing and specifically arranging examination-related materials).
2. The invigilator should systematically put forward questions or requirements to the candidates according to the pre-planned and designed test questions, listen carefully to the candidates' answers and explanations, carefully observe all their performances, and ask them to re-complete the required operations in time when necessary.
3. The examiner immediately evaluates. Whether the principles of "openness, equality, competition and merit selection" can be implemented in the interview depends on whether the evaluation effect is accurate, so it is the most important task for the examiner to give the results that reflect the actual situation of the candidates.
In a word, the interviewer's duty is to fairly and accurately measure the relevant qualities of the candidates, and put forward realistic opinions on their ability, quality, development potential and adaptability to the post.
(three) the examiner group or the bid evaluation committee.
Interview examiner evaluation committee or evaluation team is usually composed of five, seven and nine people who hold the qualification certificate of interview examiner, usually including the person in charge of the employing department or the person in charge of the personnel department, the business backbone familiar with the work of the post and relevant experts.
The evaluation committee is presided over by the examiner, and sometimes there are 1 deputy examiners to assist the examiner. Examiners organize all examiners or judges to participate in the formulation of interview plans and take full responsibility for their implementation.
For example, the Notice of Fujian Province on Issues Related to the Recruitment of Party and Government Organs and the National Civil Service Examination in the Autumn of 2004 stipulates:
The interview judges are composed of nine examiners selected by the organization and personnel department and the examiner selected by the employer. Interviewer ratio: 1. The ratio of the number of interview examiners selected by provincial organs, organizations and personnel departments to the number of examiners of employers is 6: 3; With the consent of the organization department of the provincial party Committee and the personnel department, it can also be organized by the employment department. 2. Each district and city: The selection and composition of interview examiners shall be determined by the personnel department of each district and city, but the number of examiners in the employing unit shall not exceed one third of the total number of examiners. The interview judges are 1 examiner, 1 deputy examiner. The examiner shall be the person in charge of the employing unit or the person designated by the organization and personnel department. Interview examiners should be selected from those who have good political and ideological quality, are fair and upright, honest and self-disciplined, and have obtained the qualification certificate of interview examiners granted by provincial organizations and personnel departments after training.
Interview examiners are appointed by random sampling and grouping before the exam, and the avoidance system is strictly implemented. Where conditions permit, examiners should be attached to posts or exchanged in different places.
The jury can properly divide the work when preparing for the exam. Experts or experts are mainly responsible for drafting test questions and answers, while others are responsible for preparing various material conditions and arranging related matters for candidates. During the interview, the examiner should also make an appropriate division of labor for immediate questions or supplementary questions. For example, the examiner or deputy examiner asks questions systematically, and the rest ask supplementary questions and questions. Sometimes, we can divide the work according to the theme. If there is no proper division of labor in advance, some candidates may be asked by several examiners at the same time, some candidates are not asked, or some main questions are asked and some questions are not asked. This will affect the implementation of the interview plan.
According to the evaluation factors, the interview results are usually evaluated by "gymnastics scoring method", that is, after scoring on the spot, one of the highest scores and one of the lowest scores are removed, the average score of each factor is taken, the total score is synthesized according to the weight, and it is announced on the spot. But sometimes I feel a little sleepy because of the real-time evaluation, and I can also publish the scores after carefully counting the scores after the exam.
In order to ensure the fairness of the interview, provinces and cities have also carried out bold reforms in the practice of the interview examiner system. For example, in 2004, Jilin Province began to implement the examiner's execution system in different places, which was well received by the society.
Second, the evaluation criteria of interview results
The evaluation of interview results refers to the process of judging the quality characteristics, work motivation and work experience of candidates by using the scoring table according to the information collected by observation and oral question and answer during the interview. In this process, the examiner must make three general types of judgments: ① the judgment of specific aspects of the candidate, such as his ability, personality, work experience or work motivation (generally, it is required to use a pre-designed evaluation scale to formally evaluate or grade these factors); 2. Employment suggestions; ③ Employment decision.
These three kinds of judgments are more difficult, especially the first kind of judgment, which is conducted at the same time as the interview. There is no separate scoring time and thinking process, so the examiner can consider it carefully. Therefore, as an interview examiner, we should seriously study and master various skills and related evaluation methods in the evaluation of interview results. Interview transcripts are one of them.
The design of interview scoring table includes at least three aspects: the composition of scoring table, scoring standard and format of scoring table. Let's discuss it separately.
(A) the composition of the interview score sheet
The interview assessment form (see table 1) mainly includes the following items:
(1) Name, test number, gender and age;
(2) The category and status of the application;
(3) The key contents and assessment elements of the interview;
(4) Standards and grades of interview evaluation;
(5) Comments column (including employment suggestions or employment decisions);
(6) Signature column of interview judges;
(7) interview time.
(B) interview evaluation criteria
Interview evaluation criteria are the yardstick for examiners to evaluate candidates' performance. The fundamental purpose of interview evaluation is to measure whether the candidate's ability and qualifications meet the requirements of the proposed position, and to what extent. The ability, quality and qualification of candidates are reflected by their manners in the interview. The examiner compares the performance of the candidate with the requirements of the position and gives a quantitative description of the degree of consistency between them. This is the basic idea of interview grading. Therefore, the evaluation criteria of interview include three aspects: first, the evaluation index, that is, the typical behavior performance reflecting the quality and qualification of candidates; The second is the horizontal scale, which is a scale system to describe the quantitative level or quality level of the ability, quality or qualification conditions embodied in these behaviors; The third is the evaluation rule, that is, the corresponding relationship between a certain horizontal scale and a certain behavior index. Table 2 lists the "resilience" evaluation criteria compiled by a city when recruiting government workers. The table lists the range of four sub-grades used to evaluate strong reaction ability. Taking this table as a reference coefficient, we can evaluate the "resilience" scores of different candidates. For example, candidates who are "sensitive to emergencies" can be rated as "strong reaction" with a score of 3 points.
1. Grade determination of evaluation standard
When designing the interview evaluation form, the interview standard grades can be divided into three, five and seven grades, and each grade is given.
Certain standard content, such as dividing the interview results into four grades according to excellent, good, medium and poor. Each interview content can be graded according to these four grades. For example, in the item of "language expression ability", the excellent scoring criteria are: fluency in language, strong internal logic and persuasiveness; The scoring criteria for good grades are: fluent language, clear expression, strong logic and good persuasion; The medium scoring criteria are: fluent language, basically expressive and persuasive; The criteria for poor grades are: poor language, unclear table, confused logic and unconvincing.
2. Quantification of evaluation standard grade
Grade quantification is to scale the grade of each evaluation standard. There are generally two basic forms of scale: one is quantitative scale, that is, fractional scale, such as 90 points, 80 points, 70 points and 60 points in the percentage system; The membership function is above 90 points, 90 ~ 80, 80 ~ 60, below 60 points and so on. The second is qualitative scale, such as "excellent, good, average, poor" or "A, B, C, D". Of course, qualitative scale and quantitative scale have a certain correspondence and can be replaced with each other. But for some parallel or incomparable comments or figures, this correspondence does not necessarily exist, such as type A and type B in the judgment of personality and temperament.
3. Structural form of evaluation criteria
The complete structural form of evaluation criteria is:
Evaluation standard = evaluation item+evaluation index+horizontal scale
(1) Evaluation Item: it is the quality item to be evaluated in the interview.
(2) Evaluation index: It can reflect the behavior of the evaluation project. For example, the evaluation item of "language expression ability" can be embodied by three typical language behaviors: narration, description and discussion.
(3) Horizontal scale: refers to the continuous distribution order and scale of the quantitative level of evaluation indicators or evaluation items. In short, it is quantitative grading, grading, grading and so on.
"Ten Scale of Evaluation Items and Ten Scale of Evaluation Indicators" constitute the general structure of evaluation criteria. For an evaluation project, the "Ten Scale of Evaluation Indicators" can form the complete structure of its evaluation criteria. The narrow evaluation standard refers to "evaluation index+horizontal scale" and only refers to "horizontal scale".
(3) the format of the interview score sheet
1. Main format
The format of the interview score table mainly includes the following contents:
(1) questionnaire. In the form of questionnaire, list the items that need to be evaluated, and the examiner evaluates them according to the candidates' performance in the interview.
(2) Grade standard evaluation form. Determine the basic requirements of interview evaluation, divide each element into several standard grades, and choose a grade that conforms to the objective and actual situation of candidates according to their performance and answering questions in the interview process.
(3) Comprehensive evaluation table. Score according to the order of questions, and each evaluation element corresponds to several questions. Finally, the average score of each question is comprehensively counted on an evaluation form. This evaluation form generally consists of three parts: (1) interview questionnaire; (2) question score; (3) Comprehensive evaluation table.
2. Subtable design
The interview score sheet is an important tool in the hands of the interviewer, an important means of standardizing and structuring the interview, and embodies the interview evaluation criteria. During the interview, the examiner listens to the answers while asking questions, observes the candidates' performance, and compares the candidates' performance with the evaluation criteria on the scoring table. Record the main points on the scoring table and grade the candidates. Scoring forms, like written test papers, are important documents in the interview, which have legal effect and should be filed for future reference. Here is an example of a structured interview scoring table, which is a common form of structured interview scoring tables in central state administrative organs and some local state organs. The form includes the basic information of candidates, assessment elements and their weights, observation points (i.e. assessment indicators), scoring scale, examiner's records and comments, etc. Highly concentrated, easy for examiners to use. Its characteristic is that the factor scoring system is 10. Its advantage is that it conforms to the psychological habit of general fuzzy evaluation and is convenient for examiners to make judgments. Candidates with good performance are given 8 ~ 10, those with average performance are given 4 ~ 7, and those with poor performance are given 0 ~ 3. In the final total score synthesis, it is only necessary to multiply the 10 score of each element by its weight coefficient. The formula of total score synthesis is given at the bottom of the table: total score t =1.7a+1.7b+1.4c+1.4d+1.3e+f+0.7g. The score in the table is a practical example for examiners to grade candidates. Substituting the scores of various factors into the formula, the examiner's total interview score for this candidate is 79? Five points. When multiple examiners evaluate the same candidate in a structured interview, it is generally unnecessary to calculate the total score of a single examiner. Another advantage of this method is that it is convenient to know the advantages and disadvantages of candidates in different elements, just like having the anatomical map of candidates.
Third, the interview score evaluation procedure
(A) the evaluation of interview results
With the interview evaluation criteria and scoring table, trained interviewers can score. The basic working method is to compare the speech and behavior performance of the candidate in the interview with the evaluation index reflecting the job requirements, and quantitatively describe the degree of consistency between them. As an interview examiner, in addition to understanding the specific business knowledge and ability related to the post, we should also master the relevant theories and methods of talent evaluation, especially the interview design ideas, proposition principles, questioning skills, listening skills and observation skills directly related to the interview, which are the basis for correct grading. In addition, as far as the grading work itself is concerned, there are still the following points to be grasped:
1. Before the exam, the examiner studies the job requirements, understands the overall situation of the candidates, studies the interview book, deeply understands the questions in the book and forms the questioning thinking, unifies the scoring standard, and can also conduct scoring simulation exercises when conditions permit.
2. The evaluation of the interview is based on the elements, or the evaluation is based on the elements, supplemented by comments. Only a few knowledge questions involve specific scoring points, but the differences between candidates are ultimately reflected in the differences in their factor scores.
3. The interview score is mainly based on the comprehensive score, that is, after the candidates have answered all the interview questions, they will be comprehensively scored according to the elements, and it is forbidden to score one point for each question.
4. During the interview, the examiner can try to score the candidates with a pencil on different elements, and then make the final score with a pen at the end of the interview, which has legal effect. This is prudent, reduces the examiner's memory burden and is easy to operate.
(b) Determine the overall interview results.
After multiple examiners evaluate the same candidate at the same time, how to determine the total interview score of the candidate? It is not only a theoretical problem of evaluation, but also a practical problem. Theoretically speaking, it is to use the actual scores of several examiners (that is, "deserved scores", which cannot be actually obtained, but can only be estimated by various "real scores" of candidates) to estimate the true level of candidates as reasonably as possible; Technically speaking, it is how to use each examiner to score, calculate or count a relatively more representative score with less error; In operation, it is how to make the final score easier and more acceptable to candidates and society. At present, there are two main methods to determine the total interview score: agreement method and statistics method.
Agreement method is mainly suitable for determining the total interview score when using rating scale, such as 5-point system and 7-point system. After the interview, the examiners sit together, compare their scores, state the reasons and discuss the differences. After the discussion, the examiners re-graded each other to reflect the results of the discussion. If it is still inconsistent after re-grading, then discuss it again. This process can be repeated until an agreement is reached.
Statistical method is a method to statistically process the examiner's original scores and get the total interview scores. This method is more suitable for the interview score of 100%.
In practice, consistent method and statistical method are not completely separated. In some interview designs, after the interview, the examiner can have a simple discussion, allow the examiner to make appropriate adjustments to the scores, but do not require consistency, and then conduct statistical processing on the examiner's scores. The premise of this approach should be that the examiner can handle affairs impartially and have his own unique opinions.
In addition, because we actually understand the interview as the whole process after the written test and before the assessment, some departments and places have adopted other assessment methods, such as leaderless group discussion and other scenario simulation methods, in addition to obtaining an interview total score in the interview stage. At this time, it also involves the synthesis of interview results and those obtained by other evaluation methods. At present, the practice in practice is mainly to directly weight according to the proportion determined in advance, and a more scientific method needs to be summarized and studied.
(3) Fill in interview comments
Interview comments, that is, the descriptive comprehensive written comments made by the interviewer to the candidates after the interview, are also an important form and part of the interview results. In practice, sometimes the interview results are only scores without comments, sometimes only comments without scores, and sometimes both scores and comments. In the practice of civil servant recruitment interview, interview results have always been the main form of results.
On the other hand, in practice, there are also views that emphasize the importance of interview comments. The significance of interview comments is mainly reflected in: first, interview comments record a lot of valuable information provided in the interview that is difficult to reflect from the score; Second, interview comments can make employment decisions based on more vivid and specific evaluation information; Third, interview comments can clearly reflect the examiner's preference for candidates. There is an interview comment column in the common scoring table of civil servant recruitment interview. There is no regulation on how to fill in this column, and the requirements and practices of various localities and departments are different.
(four) to ensure the objectivity and impartiality of the interview.
In view of the characteristics of the interview itself, it is easy to be unfair in the interview score. Some unfair phenomena in the practice of civil servant recruitment mainly include: unfairness to discriminate against women; The injustice of judging people by their appearance (including height and posture); Unfair prejudice against people in the system and so on. These injustices may be reflected by the deviation of interview scores. Of course, this embodiment can be conscious or unconscious. Intentional deviation in grading is a problem of unhealthy trend and examiner's professional ethics, which can only be improved and controlled by strengthening the supervision mechanism of interview, educating the examiner's ideology and statistically processing the deviation trend of interview results, while unconscious deviation in grading can be improved by improving the examiner's interview operation skills, improving interview grading and performance statistics technology. The specific operation method is as follows:
1. Examiners should strive to improve their interview skills, seriously accept interview technical training, fully understand the design ideas of interview evaluation and the evaluation standards of each evaluation element, master specific interview scoring technical requirements, such as the essentials of using the scoring table, and help themselves master the interview scoring standards more accurately through training exercises such as simulated scoring and trial scoring.
2. Consciously overcome the psychological habits that violate justice, such as halo effect, convergence effect, preconceptions and easy judgment.
3. It is a feasible method in practice to record the scores of different candidates with the "examiner's score balance table" (Table 6), and take the scores of previous candidates as a reference to better master and adjust the scores of later candidates. Although theoretically, the performance of candidates should be compared with the evaluation criteria rather than between candidates, in practice, it is almost impossible not to compare candidates. Using the "examiner's score balance table" can also reduce the examiner's memory burden, which is convenient for the examiner to master the consistent evaluation criteria when interviewing multiple candidates continuously.
4. Make appropriate adjustments to the interviewer's team composition, such as introducing avoidance system. In some departments or places, candidates temporarily draw lots to decide the order of participating in the interview and which examiner group to take, and the examiner also temporarily draws lots to decide which interview group to participate in and which candidates to evaluate. There is no prior understanding and preparation between examiners and candidates, which is similar to the random double-blind design in psychological experiment design.
5. On-site scoring enables examiners to accept the direct supervision of candidates, other examiners, observers and other on-site personnel, and it is also a form of interview scoring accepted by candidates and public opinion. Although the scoring accuracy of on-site bright marks will be greatly reduced under the condition that the examiner's level is not high, there is no room for adjustment and correction, which is fairer than science.
6. When summarizing the total interview score, the method of eliminating a highest score and a lowest score by factors and then finding the average score of each factor, that is, the statistical method of "factor eliminating high and low scores" mentioned above, can control the error brought by the extreme value of scores to the estimation of candidates' real scores, which is a concrete technical measure to improve the objectivity and fairness of interview scores to a certain extent.
7. Interview Technology An authoritative organization can also conduct statistical processing and analysis on the scores of interviewers, so as to determine whether there are abnormal deviations in their scores. It will be the fundamental mechanism guarantee for the fairness of interview results to declare the examiner's scores invalid or even cancel his interview examiner qualification.
In a word, the evaluation of interview results is a very complicated job. With the in-depth development of the research and practice of civil servant recruitment interview, the scientificity and fairness of interview evaluation are constantly improving, especially with the improvement of the quality of civil servant examiners, interview evaluation will be more objective and fair.