Koshevenko S.V. Development of an approximate Assessment Center program for employee career potential. Methods and procedures for assessing candidates How many interviews are conducted

Find out what methods of assessing candidates are common, how to choose methods for assessing applicants depending on the selection stage, what are the methods for preliminary assessment of candidates in 2016, whether it is necessary to use additional methods for assessing candidates during selection, and why various types Interviews are considered the most relevant and informative methods for the basic assessment of candidates for a vacant position.

From this article you will learn:

• Which modern methods candidate assessments are used by most employers;
• How to choose methods for assessing applicants depending on the selection stage;
• How do the methods of preliminary assessment of candidates 2016 differ from the methods of the main assessment.

Recruitment of personnel is one of the most important components of human resources work. The selection procedure usually consists of several stages, involving the gradual elimination of candidates who, for one reason or another, do not meet the requirements of the vacant position or are professionally inferior to other, more experienced or knowledgeable employees. Depending on the characteristics of a particular selection stage, the most appropriate methods for assessing candidates are used.

As a rule, before employment, a potential employee undergoes a preliminary screening meeting (interview) with the company’s HR manager, fills out an application form or questionnaire (and, if necessary, other documents), and then communicates directly with the line manager, the head of the company and other interested parties authorized to make the final decision.

How to choose methods for assessing applicants depending on the selection stage

While a preliminary conversation with an employer's HR manager or a representative of a recruitment agency rarely becomes a stumbling block and does not take much time, during the main interview the applicant often has to prove his professional competence in several ways. Along with the usual interview, an employer can offer a candidate for a vacant position to undergo a preliminary medical examination (to ensure that there are no contraindications to work), demonstrate their professional skills in a role-playing game, and answer the questions of one or more tests.

Checking the references and track record of the applicant can take place both at the preliminary and at the main stages of selection. Since the purposes of pre-screening and main screening are slightly different, you need to know how to choose how to evaluate applicants depending on the selection stage: for example, there is no point in wasting time and effort on conducting situational interviews or role-playing games before getting to know the resume submitted by the candidate.

Methods for basic candidate assessment

Methods for the basic assessment of candidates are much more varied and informative, and the most common among them is traditionally considered to be an interview. Before the interview, the interviewer reviews information about the candidate obtained during the preliminary assessment and develops an interview plan.

As a rule, not only HR specialists are involved in the main stage of assessment, but also other interested parties- employees of the department in which the applicant is employed, a line manager, and if we are talking about an important position, then the director of the company or his deputy. As for the conversation (one of the main ways to obtain information about a potential employee), not everything is so simple here either - it can take the form of:

• biographical interview (getting to know the candidate’s experience);
• situational interview, which involves solving hypothetical or real production problems;
• a structured interview that reveals the professional and personal qualities inherent in the applicant based on a pre-structured list of thematic questions;
• a competency interview that determines the applicant’s level of compliance with the standards established by the employer;
• stress (shock) interview, designed to reveal the degree of stress resistance of the candidate and his ability to make the right decisions in difficult and provocative situations.

Sometimes the group interview method is practiced, when several interviewers talk to the candidate at the same time: it is believed that in this case the final assessment will be more accurate and objective, and you will not have to interrupt communication to make notes or notes in documents during the conversation. But in the presence of several employer representatives asking questions, the applicant may become nervous, which is good for a stressful interview, but not so good for a measured conversation designed to loosen up and talk the interviewee.

Additional methods for assessing candidates

If we are talking about finding an employee for a responsible and not the simplest position, it is recommended, along with interviews, to use other, additional methods of assessing candidates:

• testing is a time-limited test (the testing method can be used to check the level of professional knowledge of a specialist, as well as his personal qualities, intellectual potential, interests);
• analytical written tasks with limited completion time;
• demonstration of skills (for example, a selection test in which the applicant must demonstrate high efficiency in performing a specific job - typing, shorthand, public speaking, etc.);
• group qualifying exam;
• role-playing games;
• making inquiries about the applicant from previous employers, teachers and other persons who are closely acquainted with him.

Experts note a trend towards gradual complication of employee selection methods: large companies rarely limit themselves to preliminary and final interviews, preferring to supplement the procedure with written and oral tests, exams and even such non-traditional assessment methods as graphological analysis, socionic tests or physiognomy.

14.12.2013 18:01

The famous online shoe store Zappos uses a recruiting tool called the Zappos Family Core Values ​​Interview Assessment. Although this company's values ​​are likely to differ from those of other organizations, it is still worth paying attention to the following tips. They can be useful to many. But first, let's briefly describe the recruiting process itself adopted at Zappos.

How many interviews are conducted?

A qualified candidate will go through a three-phase hiring process: a phone screening, a technical interview over the phone, and a two-phase interview with the company itself. These assessments allow the recruiter and hiring manager to have absolute confidence that the candidate has the skills needed to do the job and will fit into the company culture. Both aspects are important. How does Zappos check these matches?

Screening by phone

Duration: from 30 to 45 minutes

Conducted by a recruiter

Main goal: checking for compliance with the company’s core values, as well as discussion necessary conditions: specifics of work, career goals, salary requirements, readiness to move.

Additional goal: Has the applicant prepared for the interview?

• Does the applicant have any idea of ​​what it's like to work at Zappos?
• Does the applicant specifically want to work for Zappos or does he just need a job?

Technical interview by phone

Duration: 30 to 45 minutes

Conducted by HR Manager

Main goal: assessing the candidate’s technical skills, conducting an initial check to see how well the person fits into the corporate culture and team.

Next step: On-site interview

If the applicant passes the telephone screening (and, in some cases, a Skype interview with the department director and/or other HR managers), then the recruiter will schedule an in-office interview, which includes the following steps:

Tour of Zappos offices

It is carried out by a recruiter or one of the members of the HR management team. The tour is an opportunity for the candidate to gain insight into the physical environment, experience the culture, and learn about the history of Zappos, including the company's current organizational structure. For recruiters themselves, this is a chance to gauge applicants' reactions to what they see. Zappos is not a company for everyone. Therefore, recruiters pay serious attention to the types of questions an applicant asks during a tour. Does he show genuine interest in what he sees? Or are all questions tied to his “I”?

Basic Skills Assessment

The recruiter checks existing skills for compliance with the vacant position and curriculum call center, which all new employees are required to pass: typing, grammar and basic computer literacy.

Technical interview

Duration: from 30 to 45 minutes

Conducted by the HR manager, sometimes up to 6-8 other team members participate.

Both one-on-one and group interviews are possible. The main purpose of these meetings is to conduct an in-depth assessment of the applicant's technical skills. Depending on the position, the candidate may also meet with stakeholders in all departments.

Lunch with the team

In order for candidates to take a break from the interview and feel a little more comfortable, the company often arranges informal conversations. This gives the team a chance to see how the person fits into the group in terms of company culture, as well as an opportunity for the hiring manager to ensure that the candidate can communicate comfortably with their colleagues outside of work.

Interview on compliance with company values

Duration: from 45 to 60 minutes

Main goal: make sure that the candidate understands the company culture and has specific examples of how to implement their qualities in the company.

The candidacy must be agreed upon by all the people with whom the person was interviewed. If all team members and the recruiter are on board, then any doubts that may arise and negatively impact the team in the future are minimized.

How does Zappos.com use core values ​​assessment?

This is not a pass/fail system.

Recruiters check for general fit with Zappos' culture, but there are no strict requirements for passing the assessment or rating. The main idea is that the candidate must demonstrate a desire and commitment to join Zappos and participate in its activities that are aimed at developing culture and are natural in accordance with the company's values. People can have fun in different ways. For example, someone may not want to host a formal event, but they should like the idea of ​​being involved in the process.

Evaluation process

During the core values ​​interview, the recruiter is guided by the Core Values ​​Assessment, which he opens on his laptop and selects 2-5 questions from each of the 10 sections that he asks the candidate (different questions correspond to core values). Candidates' responses are entered in the appropriate fields. Notes are provided to the hiring manager along with a resume and recommendations regarding the candidate's fit with the company culture. The ideal answer rating is 4; A's are basically impossible because it means there is no room for improvement (5 = strongly agree, 1 = strongly disagree)

Warning signs

Example of a “deal closure” question: Is the applicant willing to spend time with coworkers outside of work? Zappos blurs the line between work and play, and everyone who works in this family must believe in the concept. This is stated in value No. 7: “Building a positive team and family spirit.” The candidate should be comfortable with the fact that all employees regularly interact with colleagues outside the office and on social networks.

How to make sure a candidate fits the company culture:

1. Take your time!

Zappos understands that hiring the wrong person can have disastrous consequences for the company, especially if that person ends up at the point where the next decision about who to hire is made. Employees who do not fit the corporate culture “poison” the organization. Those who don't believe in your company's vision or the value of the work that other employees do can themselves spread negativity, and it's nearly impossible to combat. Therefore, you should not rush to find the right person.

2. Host open days

When a candidate arrives for an interview with a company, show them around the office. A short tour will allow him to see the work environment up close and make an individual decision as to whether he can work in that environment.

3. Check your readiness for an interview

Ask questions that test how well a person knows your company. Does he know anything about its history, mission, successes, problems, etc.? If a candidate is delighted with the prospects of working in your company and knows about them, then this is a guarantee that he is not just looking for a job, but is thinking about career and professional opportunities.

4. Make recruiting a team effort.

If the entire team approves of the applicant, failure to hire a new employee becomes impossible. Genuine faith in the new person will be transmitted to the entire team and will go some way to setting everyone up for success.

To ensure that the applicant did more than just show up to the “important” people, the recruiting team should solicit feedback from everyone who interacts with the candidate, right down to corporate bus drivers and administrators. It must be ensured that all views regarding the applicant are consistent.

5. The candidate's decision should be your decision.

Be open and honest about what you expect, the working conditions, and any potential challenges associated with the position (distractions, new systems, etc.). For example, Zappos doesn't have much flexibility in scheduling, so it shouldn't be a surprise when new employee Almost from the first day he begins training. It also shouldn't come as a surprise that working conditions at Zappos are turbulent.

6. Learn about obstacles

The sooner you become aware of any obstacle, the less time and resources you will spend continuing the hiring process. The three biggest barriers to hiring at Zappos are: the applicant does not want to change location, does not want to communicate with colleagues in his free time, and is not satisfied with the compensation (bonus structure). All this should be discussed at the initial stage, during the telephone interview, at least in general terms.

7. Ready-made questions = ready-made answers

Make sure the questions you ask force the candidate to share actual examples of their behavior in their past workplace. This technique is known as behavioral interviewing, but Zappos applies it to core values. The company developed a unique pool of questions that candidates had not heard before, in addition to more standard questions. These questions help differentiate people who simply say the “right” things from those who have demonstrated behavior that aligns with the company’s core values.

8. Make sure the candidate understands the values.

Does the candidate understand the importance of the company's values? Does he have ideas for improving productivity and developing culture, and does he have the desire to implement ideas? If you want your company to continue to grow, you need people with a desire to level up. Zappos believes that core values ​​should influence every decision the company makes, so it's important to make the most of the ideas people bring to the table.

9. Be open

Employees will interpret core values ​​differently. And everyone will manifest them differently and to varying degrees. Everyone must be attuned to the varying levels of energy, humor, humility, spontaneity, etc. that everyone else has. Adaptability and openness are key. Don't expect everyone to be a comedian, but look for individuals who are open to interaction within the team and across departments and can provide interesting tidbits about the position and the company.

10. Culture fit required, technical skills optional

Zappos has many positions where people are hired based on their personality. Technical requirements minimized because people can learn skills on the job. With candidates who are not a cultural fit, nothing can be done to “fix” the situation. Of course, many positions require technical skills, but it is equally important that the applicant is a good fit for the company in terms of corporate culture.

Translation: Inga Hammi

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The main goal of the HR manager’s activity is the formation of such personnel, the company’s interaction with which will be mutually beneficial.

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The employer will receive interested, qualified employees who are able to work efficiently and fruitfully, while the employees will receive opportunities for personal and financial growth.

Tasks and goals

To ensure that the best candidate fills a vacant position, the HR department carries out a selection process that includes several stages.

In identifying the degree of compliance of applicants with the stated requirements, they are assessed according to the following parameters:

• level and profile of education;
• skills and abilities;
• experience in this field;
• personal qualities.

HR specialists have at their disposal a wide variety of personnel assessment methods that study applicants from all angles.

Some are used everywhere, others - due to labor intensity and high cost - only when selecting top managers.

Criteria

The methods used to select candidates have a serious drawback - they are carried out by people. There is always a possibility that the final result will be influenced by the subjective opinion of a company employee.

The manager may not like the appearance or manner of speaking of the applicant, and, other things being equal, he will make a choice in favor of another candidate who is more attractive to him.

The main task of the employer is to minimize the influence of the human factor on the selection and assessment process.

We can speak about the reliability of the data obtained only if a number of criteria are met:

• an integrated approach (not only the candidate’s compliance with the job requirements is assessed, but also the company’s ability to satisfy the specialist’s needs in terms of development and career growth);
• objectivity (no one’s private opinions are taken into account);
• reliability (the result is not affected by external factors, be it the weather, mood or well-being of any of the participants in the process, and repeated diagnostics are guaranteed to give the same results);
• predictability (the candidate’s potential is analyzed - what kind of work and at what level he is capable and ready to perform);
• clarity of wording (selection criteria must be clear to all participants in the process);
• reliability (the real level of skills and abilities is assessed).

Stages of the selection process

On the way to the coveted vacancy, applicants undergo several tests.

The path from submission to decision is not always that long. In most cases, the verdict is announced after the interview.

Going through all stages, as a rule, is only provided for when recruiting personnel for management positions in large companies.

Methods for assessing candidates when hiring

The assessment of candidates for employment is based on a set of the most popular methods.

Their use makes it possible to obtain the most accurate and objective information about applicants.

Tests

The method is popular, but controversial.

Personnel workers outline the range of the most important personal and professional qualities of an employee for a particular position.

Based on them, several tests are selected that reveal these qualities.

Conventionally, tests are divided into several categories:

• for professional suitability;
• intellectual;
• personal.

Depending on what goals the HR specialist pursues, they are applied separately or in combination.

Aptitude test

Determines the candidate’s compliance with the requirements of the position and his ability to perform a particular activity.

The subject is asked to answer a series of questions regarding future work.

They help establish the level of knowledge, mastery of terminology, and understanding of production processes.

Ability Assessment

This testing is aimed at analyzing the overall level of development of the applicant, as well as the characteristics of his memory, attention and intelligence.

In particular, the method reveals a person’s ability to learn, master new skills and knowledge.

Personality tests

This diagnosis evaluates non-intellectual manifestations of personality: will, motivation, emotions. Predicts possible behavior in different situations and features of interpersonal relationships.

The difficulty of the tests is to correctly carry out the procedure and evaluate the results.

This should be done by a qualified diagnostic psychologist. Interpreting the data received, he focuses not only on the candidate’s answers, but also on his behavior during the testing process: how quickly he works, whether he asks for help, whether he easily adapts to new conditions.

Sometimes such observations provide much more information about a person than a hundred questions.

Biography Study

This method is based on an analysis of the candidate’s life path.

Sources of information can be a resume and a questionnaire, as well as former colleagues. During the analysis, everything is taken into account: frequent job changes, large gaps between dismissal and employment in a new place, reasons for leaving the previous employer.

If in work book the applicant's new entries appear every six months - it is obvious that he will not stay long in this company either.

In this case, management will give preference to a more permanent applicant.

Interview

A business assessment method that allows you to obtain maximum information about a person’s professional qualities and experience and draw a conclusion about his compliance with the requirements of the position.

The most popular subtype is the case interview. The candidate is offered several real situations regarding the upcoming work and is asked to tell what he would do in this or that case.

Example:

An angry customer calls because the goods were not delivered to him at the agreed time. The delivery date was coordinated by another employee who is not on site at the moment. What are your actions?

For another similar example of this assessment option, see the video:

Analysis of the answers provides a lot of information about a person’s business qualities and demonstrates the likely model of his behavior in a non-standard situation, for example:

• ability to react quickly;
• stress resistance;
• ability to resolve conflict;
• responsibility (is he ready to solve the problem himself or will he shift the blame to an absent colleague).

At the present stage of economic development, human resources come to the fore, ahead of financial, material, technological and informational ones in importance. To effectively use human potential, an organization needs to correctly evaluate candidates during selection. There are many assessment methods and systems that help unlock the potential of a future employee.

As you know, personnel selection consists of several stages:

1. Planning of personnel requirements.
2. Position evaluation.
3. Search.
4. Candidate assessment.
5. Making a decision about hiring.

Of course, without sequentially going through all these stages, high-quality selection of employees cannot take place. However, in this article I would like to pay attention to the assessment of the position and the assessment of the candidate applying for this position.

Position evaluation

A position assessment is carried out after data has been received on the organization’s needs for personnel and, above all, on the responsibilities that will have to be performed within the framework of this position. It should be remembered that the evaluation of positions is not an evaluation of the employee occupying this position. The sum of qualities required to perform is assessed job responsibilities.

Why is job evaluation needed? Firstly, this is necessary to “streamline” wages. Thanks to the principle of internal justice, it is possible to avoid imbalances and dispersion of salaries within the enterprise. Secondly, job evaluation helps improve manageability. Each employee begins to understand: in order to receive a higher salary, it is necessary to ensure that the work is valued more highly. This can be achieved by expanding job responsibilities, solving more complex problems, by increasing productivity, that is, taking on new projects and additional responsibilities.

Most job evaluation systems (for example, grading) are based on two main evaluation methods - professionogram And competency models.

Recruiting Dictionary. A professionogram is a generalized reference model of a successful specialist in a given field.
The professiogram reflects the norms and requirements for the types of professional activities and personal qualities of a specialist.

The following types of professiograms are most often used in organizations.

Complex: labor characteristics are taken into account (social, technological, economic, medical and hygienic); the purpose, subject, method, criterion for assessing results, characteristics of the required qualifications, means, conditions, organization, intensity of work, types of danger, impact on the employee are indicated.

Analytical: It is not the individual characteristics of the components of the profession and professionally important qualities that are revealed, but the generalized normative and morphological indicators of the structure of the profession and the psychological structure of professional activity. The normative and psychological structure of professional activity, as well as the psychological qualities of the employee, differ.

Psychologically oriented: description of the external picture of labor, labor behavior (photograph of the working day, timing, time dynamics of production activity, workplace, typical mistakes etc.) and the internal picture of work (reactions of the individual, its integral formations - orientation, abilities, learning structures and experience, character, temperament, as well as mental states - intellectual, emotional, processes - will, attention, memory, thinking and psychomotor) .

Task-personal: The units of analysis of a profession are modules, and the basis of the modules are professional tasks, each of which is linked to professional and personal qualities. The composition of a profession module is a combination of a specific task of work and the associated subject of work, conditions, actions, results with a number of psychological qualities of a person. The number of modules will correspond to the number of main professional tasks.

A competency model differs from a professiogram in that during its creation we study a successful employee, and not job description, we highlight a set of competencies (personal qualities and abilities, professional knowledge and skills) that contribute to the successful performance of certain job responsibilities. As a rule, the entire set of selected competencies is divided into corporate and individual, which, in turn, can be divided into managerial (or managerial), professional and technological.

Based on the professionally important qualities/competencies identified during the job assessment, you can decide on the techniques, methods and even assessment systems that need to be used when selecting a candidate for the position.

Assessment Center

One of the assessment systems that can be used in personnel selection is the Assessment Center, which involves a comprehensive assessment of an employee’s competencies and, therefore, a more attentive attitude to his personal and professional qualities.

This procedure most often includes:
- an interview with an expert, during which data on the candidate’s knowledge and experience is collected;
- psychological, professional tests;
- a brief presentation of the participant to experts and other participants;
- business game (under the guidance of an observer, a group of employees or candidates acts out a business situation according to a pre-prepared scenario);
- biographical questionnaire;
- description of professional achievements;
- individual analysis of specific situations (business cases);
- expert observation, based on the results of which recommendations are drawn up for each employee.

This assessment system is very detailed, but also very expensive, since it uses a large number of different methods and techniques, which significantly increases the requirements for the qualifications of the “appraiser”. In addition, to ensure objectivity of the assessment, it is necessary that several people participate in the procedure. Therefore, in most companies this system is used only when selecting senior employees and management.

Almost all methods of personnel assessment can be divided into quantitative and qualitative.

Quantitative methods

Quantitative methods can be characterized as formalized and mass. Formalization is expressed in the focus on studying strictly defined analyzed variables, specified in advance, and their quantitative measurement. The high level of formalization of quantitative methods is associated with their statistical processing.

The most common quantitative method is questionnaires. During the survey process, the candidate for a vacancy is asked to answer in writing the questions presented in the form of a questionnaire - a questionnaire. Due to its ease of use and processing, questionnaires can be used either separately or in combination with other assessment methods. According to the form, the survey questions are divided into open-ended, requiring a free answer, and closed, the answer to which consists in choosing one (or more) of several statements proposed in the questionnaire.

One of the types of questionnaires used to evaluate personnel are personality questionnaires - a class of psychodiagnostic techniques designed to determine the degree of expression of certain personal characteristics in an individual. In form, they are lists of questions, with the subject’s answers presented quantitatively. As a rule, this method is used to diagnose characteristics of character, temperament, interpersonal relationships, motivational and emotional spheres. For this purpose, specific techniques are used. Here are the most popular of them.

Multifactor personality questionnaires designed to describe individual personality characteristics

Cattell Questionnaire (16-PF). The main factors are: the general level of intelligence, the level of development of imagination, susceptibility to new radicalism, emotional stability, the degree of anxiety, the presence of internal tensions, the level of development of self-control, the degree of social normalization and organization, openness, isolation, courage, attitude towards people, the degree of dominance - subordination, dependence on the group, dynamism.

MMPI questionnaire. The main scales include: somatization of anxiety, anxiety and depressive tendencies, repression of factors causing anxiety, implementation of emotional tension in direct behavior, severity of male/female character traits, rigidity of affect, fixation of anxiety and restrictive behavior, autism, denial of anxiety, hypomanic tendencies, social contacts.

FPI Questionnaire. Created primarily for applied research, taking into account the experience of constructing and using such well-known questionnaires as 16-PF, MMPI, FPI, etc. Designed for diagnosing mental states and personality traits that are of paramount importance for the process of social, professional adaptation and regulation of behavior.

Leonhard character questionnaire. Designed to identify the type of character accentuation, that is, a certain direction of character. Accentuations are considered as an extreme variant of the norm, which is their main difference from psychopathy - pathological personality disorders. The following types of personality accentuation are diagnosed: demonstrative, stuck, pedantic, excitable, hyperthymic, dysthymic, anxious-fearful, affective-exalted, emotive, cyclothymic.

Questionnaires of motivational characteristics

Rean Questionnaire. The motivation to achieve success and the motivation to avoid failure are diagnosed.

Pedantry test. Designed to diagnose the level of pedantry. On the one hand, pedantry is the desire to follow accepted forms, jealous and persistent adherence to trifles, and loss of sight of the essence of the matter. On the other hand, pedantry is also manifested in diligence, responsibility, conscientious attitude to responsibilities, rigor and accuracy, and the pursuit of truth.

Mental Well-Being Questionnaires

The level of neuropsychic adaptation, anxiety, neuropsychic stability, neuroticism, and social adaptation is assessed.
Holmes and Rahe's method for determining stress resistance and social adaptation: Doctors Holmes and Rage (USA) studied the dependence of diseases (including infectious diseases and injuries) on various stressful life events in more than five thousand patients. They concluded that mental and physical illnesses are usually preceded by certain major changes in a person's life. Based on their research, they compiled a scale in which each important life event corresponds to a certain number of points depending on the degree of its stressogenicity.

Method of rapid diagnosis of Heck and Hess neurosis: preliminary and generalized diagnosis of the likelihood of neurosis.

Spielberger Reactive and Trait Anxiety Scale: identifying the level of personal and reactive anxiety. Personal anxiety is understood as a stable individual characteristic that reflects an employee’s predisposition to anxiety and assumes that he has a tendency to perceive a fairly wide range of situations as threatening, responding to each of them with a specific reaction.

Self-attitude questionnaires

They study the characteristics of the employee’s attitude towards himself.

Personality self-assessment technique (Budassi): The level of self-esteem is determined (overestimated, underestimated or normal).

Stefanson Questionnaire: The advantage of the technique is that when working with it, the subject shows his individuality, the real “I”, and not “compliance/non-compliance” with statistical norms and the results of other people.

Temperament questionnaires

Eysenck Personality Questionnaire: aimed at diagnosing personality parameters, neuroticism and extraversion/introversion.

Strelyau Questionnaire: The strength of excitation and inhibition processes and the mobility of nervous processes are diagnosed.

Values ​​Questionnaires

They are used to study the value-semantic sphere of personality.

Rokeach's "Value Orientations" Test: The technique is based on direct ranking of a list of values.

Emotional Traits Questionnaires

Test "Emotional burnout": the degree of psychological protection in the form of emotional burnout is revealed (this technique is especially relevant for employees involved in the field of interaction with people).

Scale for assessing the significance of emotions: technique proposed by B.I. Dodonov, is aimed at identifying the emotional states of a person that give him pleasure.

Tests for behavioral activity

Methodology "Getting out of difficult life situations": the dominant way of solving life problems is determined.

It should be noted that many of the described methods were initially developed and used in clinical psychology and only then began to be used in enterprises to evaluate personnel. However, these methods for the most part have not been sufficiently adapted for employee assessment. In order to use them in organizations, a specialist with a sufficiently high level of knowledge in the field of psychology is needed.

Aptitude tests

Another important method of personnel assessment is aptitude tests. They represent a specially selected standardized set of tasks used to assess a person’s potential ability to solve various problems. Any type of intelligence test can be considered an aptitude test. To identify specific abilities, for example, to certain types activities (medicine, technology, law, education, etc.) special tests are developed. Perhaps the most common methods used in personnel assessment are those aimed at identifying the professional abilities of employees. The most popular methods can be considered the following.

Amthauer Intelligence Structure Test: designed to determine the ability for abstract thinking, memory, spatial imagination, linguistic sense, mathematical thinking, judgment, etc.

Guilford test: allows you to measure social intelligence, which is a professionally important quality and allows you to predict the success of teachers, psychologists, psychotherapists, journalists, managers, lawyers, investigators, doctors, politicians, and businessmen.

Raven's test: Using progressive matrices, it allows not only to assess intelligence, but also to get an idea of ​​an employee’s ability for systematized, systematic, methodical intellectual activity.
It should be noted that many of the known aptitude tests do not provide enough material to make predictions based on them. They provide limited information that must be supplemented by information obtained from other sources.

Qualitative methods

In contrast to quantitative, there are qualitative research methods, which are informal and aimed at obtaining information through in-depth study of a small amount of material. One of the most commonly used methods is interviews.

Interview method It is distinguished by strict organization and unequal functions of the interlocutors: the interviewer (the specialist who conducts the interview) asks questions to the respondent (the employee being evaluated), does not conduct an active dialogue with him, does not express his opinion and does not openly reveal his personal attitude to the questions asked and the answers of the subject. The interviewer’s task is to minimize his influence on the content of the respondent’s answers and ensure a favorable atmosphere of communication. The purpose of the interview from the interviewer’s point of view is to obtain from the respondent answers to questions formulated in accordance with the objectives of the study (the qualities and characteristics of the person being assessed, the absence or presence of which must be identified).

Based on various parameters, it is customary to distinguish several types of interviews. The most used in personnel assessment are the following.

Biographical interview focused on the past labor activity and the candidate's work style. When conducting interviews, it is assumed that a candidate's past behavior is an indicator of future behavior. Work information is collected in reverse chronological order. The degree of importance of the employee’s current work for the organization and his competence in terms of compliance with the requirements for a particular position are assessed.
When conducting a biographical interview, it is important to ask the right questions and maintain the same conditions for all those being assessed. In practice, the questions are based on “employee requirements,” which list the individual characteristics needed to perform the job successfully. The benefit of a biographical interview is that it gives the candidate the opportunity to perform at their best. However, this same factor may cause bias in the assessment. The effectiveness of such an interview also depends on how well the questions relate to the job criteria.

Behavioral interview contains a structured list of questions regarding experience or abilities in specific areas or in relation to job-related criteria. These criteria are identified in the process of analysis, the subject of which was the work and behavior of successful employees. The main advantage of the behavioral approach is that it deals with job-relevant skills. On the other hand, such an interview can take a lot of time, since all important aspects of the job must be discussed. In addition, due to the fact that the interview is focused on the process of performing a specific job, it is easy to lose sight of important issues regarding the candidate's general professional training.

Situational interview based on constructing certain situations and asking the candidate to describe a model of his behavior or way out of a given situation. During the assessment process, the candidate tries to give socially desirable answers, that is, those that he considers socially correct. During the interview, it becomes possible to assess how well these ideas correspond to the values ​​of the organization, accepted behavioral models, as well as the work that the applicant has to do.

Projective interview is based on a special construction of questions in such a way that the candidate evaluates not himself, but people in general or some character. Projective techniques are based on the fact that a person tends to transfer his life experiences and attitudes to the interpretation of the actions of other people, as well as to fictitious situations. During a projective interview, an employee is less likely to give socially desirable answers. However, the process of conducting a projective interview is quite lengthy and the data obtained is difficult to process. In addition, the professional and personal qualities of the interviewer will have a significant impact on the result.

One of the main qualitative methods of personnel assessment is also traditional document analysis. Conducting document analysis means converting the original form of information contained in documents into the form required by the personnel evaluator. In fact, this is nothing more than an interpretation of the content of the document, its interpretation. In the process of document analysis, resumes, recommendations and cover letters, educational documents (diplomas, certificates, qualification certificates), research and journalistic works, etc.

There are methods that contain features of both qualitative and quantitative methods. First of all, this applies to business cases.

Business case is a comprehensive description of the situation in which a real company once found itself. The case, as a rule, describes the external environment and internal environment of the company, as well as their changes over time. The events that managers encountered, as well as their actions, are presented in the order in which they actually occurred. But most importantly, the case formulates a problem that one or another company employee had to solve. The accuracy and correctness of the choice of a typical working situation and the professionalism of the creators of the business case determine the reliability of the forecast when using this method. This method reveals both the candidate’s pragmatism and, at the same time, his creativity and ability to make non-standard solutions.

Recently, recruiting has increasingly used integrated approaches to the assessment of candidates, including several techniques in order to minimize errors during the assessment procedure. However, it is important not just to put together several methods, but to combine them into a specific system focused on the objectives of the organization and, accordingly, on the criteria identified during the recruiting stages preceding the assessment of the candidate, first of all, the assessment of positions.

Bibliography

1. Kapustina A.N. Multifactorial personality method by R. Cattell. St. Petersburg: Rech, 2001.
2. Kvasyuk V.I. Analysis of the results of working with the Leonhard-Szmishek questionnaire [Electronic resource]. Access mode: http://www.childpsy.ru/lib/articles/id/10464.php.
3. Practical psychodiagnostics. Methods and tests / Editor-compiler D.Ya. Raigorodov. Samara: BAKHRAH, 1998.
4. Psychological tests (for business people) / Comp. N.A. Litvintseva. M., 1994.
5. Psychosomatics: Handbook of a practical psychologist. M.: Eksmo, 2005.

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