Through the study of this chapter, students can understand the basic concepts of screening and learn to use various screening tools to select people.

Second, the teaching requirements

1. Understand the concept, function and principle of screening.

2. Understand the indicators of measurement screening tools

3. Be familiar with the screening procedure

4. Initially master the screening and evaluation techniques such as psychological test, interview and evaluation center.

5. Master the method of employment decision.

Three. philology

1. Liao Quanwen, Human Resource Management, Beijing: Higher Education Press, 2003.

2. Zhang De et al, Human Resource Management and Development (2nd Edition), Beijing: Tsinghua University Publishing House, 200 1.

3. Gary Desler, Human Resource Management (6th Edition), Beijing: Renmin University Press, 1999.

Four, the focus and difficulty of teaching

1. Psychological test

interview

Teaching steps of verbs (abbreviation of verb)

1. Analyze and explain the contents of this chapter;

2. Summarize what we have learned in this chapter.

Sixth, teaching methods.

1. Multimedia teaching

2. Give priority to classroom teaching.

Seven. Teaching time: 3 hours.

Eight, homework requirements: extracurricular reading (provide relevant information)

Nine, teaching content:

(A) screening overview

1, the concept and function of screening

Personnel selection in recruitment refers to the comprehensive application of theories, methods and technologies of psychology, management and talent science to systematically and objectively measure, evaluate and judge the job qualifications and competence of candidates, so as to make employment decisions. So why is screening so important?

1) Reduce the risk of personnel recruitment.

2) It is conducive to saving labor costs.

3) Lay a foundation for the prediction and development of personnel.

2, the steps of screening

Graphic selection process and steps

(b) Resume screening

1, filtering resume information

Age: Compared with the age and work experience of the applicant, the applicant is older.

Education: "True and False Diploma" and "False and True Diploma", first and second education, major.

Address: motivation of cross-city candidates

Work experience: the frequency of changing jobs, the relevance of each job, whether the work is intermittent, whether you are currently working, and the grasp of the applicant's entire work experience track.

Self-evaluation or description: If not, is it true?

Comprehensive review: logic, overall impression

2, resume screening skills

1. Send more than two identical resumes within a few minutes.

2. Send the same resume continuously in recent days.

3, did not write the specific name of the company, such as writing a big company.

4. I like to use tables

Bullets and asterisks indicating important contents appear in your resume.

6, commonly used digital expression to recover the loss of * * ten thousand.

7. Do not write the applied position, only write the department or the position is not specific, only write "management" and "business".

8, not to mention treatment

9, the treatment is not lower than the price.

10, the training content is rather miscellaneous.

1 1. Since I started to work, there has been no time interval between my work units.

12. Besides height and weight, write down your blood type and constellation.

(3) Psychological test

1. intelligence test

It is a method to measure people's general cognitive ability, and the test results are often expressed by a quotient, that is, IQ. Intelligence tests generally include perception, spatial awareness, language ability, numerical ability and memory, and require subjects to use skills such as comparison, arrangement, classification, operation, understanding, association, induction, reasoning, judgment and evaluation to answer questions.

2. Personality test

Used to understand the subjects' emotions, personality, attitude, work motivation, morality, values and so on. Through the personality test, we can find the matching degree between the candidate's personality characteristics and the job requirements. With the increasing attention and respect for the value of human nature, various measurement methods emerge one after another, such as Cattell's 16 personality factor questionnaire, disk personality test, Su Yonghua's HR personality test, and China Institute of Personnel Science's modern manager psychological test.

3. Mental health test

In today's increasingly fierce competition, the intense pace of work and life and strong psychological pressure affect people's mental health, so the importance of mental health care and psychotherapy is increasingly prominent. Psychological tests that can be effectively used for mental health diagnosis mainly include: American psychologists Hathaway R. and Mekinley J.C, Minnesota Multiphasic Personality Questionnaire (MMPI), Swiss psychiatrist Hermann Rorschach, Rorschach's Rorschach Ink Test, American psychologist Henry A. Murray's thematic apperception test (TAT), American psychologist Eysenck H.J.' s emotional stability test' and Maslow's safety and insecurity questionnaire.

4. Vocational ability test

Professional ability is a potential special ability and a psychological factor that has a great influence on professional success. From the content, the abilities related to the efficiency of professional activities include language understanding and application ability, mathematical ability, logical reasoning ability, perceptual speed, interpersonal coordination ability, influence, judgment and decision-making ability. Vocational ability tests can be divided into two categories: one is the general vocational ability test, such as the general aptitude test compiled by the Labor and Employment Insurance Bureau of the United States, and the BEC vocational ability tests I and II developed by the Beijing Talent Evaluation and Testing Center (BEC); The other is a special professional competence test, which is mainly used for the selection and employment of professionals, such as the independent management competence test of American psychologist Otis A.S, the administrative professional competence test used in the civil service recruitment examination in China, and the enterprise management competence test developed for the needs of enterprise management.

5. Career interest test

A person's career success is not only restricted by his ability, but also closely related to his hobbies. As an aspect of professional quality, professional interest is often an important condition for a person's professional success. The main way to understand career interests is to use the career interest test scale or questionnaire to test. At present, the commonly used tests include the career interest scale of American psychologist Kuder G.F, the career preference scale and self-career choice scale of American psychologist John L. Holland, and the career interest test compiled by China BEC.

6. Creativity test

Generally speaking, divergent thinking is the basic condition of creativity. Creativity includes fluency, flexibility, exquisiteness, sensitivity, originality and other basic abilities. The test of creativity is not mysterious, and some simple methods can be used, such as word association test, object use test, fable test, model meaning, long-distance association and so on. At present, there are many creativity test scales in use, such as the distracted thinking test of American psychologist guildford J.P., the creative thinking test of American psychologist torrance (TTCT) and the creativity test of American psychologist Gasell J.W..

(4) Interview

Characteristics of interview.

Diagnostic interview, referred to as interview, can comprehensively examine the candidate's comprehensive abilities such as expression ability, judgment ability and analysis ability, and intuitively understand the various qualities and potentials of the candidate.

(1) mainly focuses on observation and conversation.

A person's temperament, character and ability are often expressed through his external behavior, including verbal behavior and non-verbal behavior. Language behavior mainly refers to the logical structure and level of word use, the appeal and influence of speech expression, and the clarity and accuracy of speech expression. Non-verbal behavior refers to a person's expression and body movements when expressing consciousness, emotion and exchanging ideas, mainly including a person's appearance, manners, gestures, posture, eyes and facial expressions. During the interview, the examiner should observe the verbal behavior and nonverbal behavior of the candidate purposefully and systematically, and record, study and analyze the results.

(2) Randomness of interview content

The interview content varies according to the job. Different jobs have great differences in their job nature, scope of responsibilities and qualifications, so the contents and forms of interviews cannot be the same.

The interview content varies according to the experience and background of the candidate. If two people apply for secretarial positions at the same time, one has many years of secretarial work experience and the other is a fresh graduate of secretarial major. The former mainly asks about his many years of practical experience and related work, while the latter mainly knows about his study and mastery of professional knowledge.

The content of the interview varies according to the answers given by the candidates in the interview. The examiner should decide what to ask and how to ask the next question according to the candidate's answer to a certain question.

In short, the interview content should be prepared in advance, targeted and flexible for different people. In the interview process, we should not only let the candidate fully display his level, but also not let him broaden his horizons and play freely without restrictions. The whole interview process should be conducted in a semi-controlled and semi-open state.

(3) Two-way communication in the interview

In the interview, the candidate is not completely passive. Examiners can evaluate candidates by observing and answering questions, and candidates can also judge their attitude preferences, value standards and satisfaction with their performance through the examiner's behavior, so as to adjust their behavior. At the same time, candidates can also take this opportunity to understand the position they want to apply for and decide whether to accept the position. In view of the fact that the interview process is not only an investigation of the candidates, but also an emotional exchange and a contest of ability, it requires the examiner not only to have rich knowledge, but also to master certain interview skills in order to successfully complete the task.

2. Type of interview

(1) According to the interview structure.

① Unstructured interview

Unstructured interviews are often called random interviews. In a random interview, the interviewer can discuss various topics with the candidate at will. There is no pre-arranged framework for the questions asked in the interview, so the interview may ask completely different questions according to different candidates, and the interview topics will also revolve around different questions.

The advantage of unstructured interview is that both the examiner and the applicant are more natural during the conversation. Because the questions are not designed in advance, they will not be irrelevant or abrupt, so the examiner can fully understand the candidates' situation, and the candidates can feel more casual and comfortable, and it may be easier to open their hearts when answering questions. The disadvantage of unstructured interview is that asking different questions to different candidates may affect the reliability and validity of the interview.

② Structured interview

That is, prepare questions and various possible answers in advance and ask candidates to choose answers on the questionnaire. The most structured interview method is to design a computerized program to ask questions and record candidates' answers, and then make quantitative analysis to give the procedural results of employment decision. Structured interview puts forward job-related questions on the basis of job analysis and designs various answers that candidates may give. Therefore, the examiner can quickly make various concise conclusions to the candidates according to their answers, such as unsatisfactory, average, good or excellent. It can be said that structured interview is a relatively standardized interview form.

The advantage of structured interview is that the examiner can score according to the candidates' answers and compare the answers of different candidates. In the structured interview, every candidate is asked the same question, and generally important questions will not be missed, so the interview is effective and reliable. The disadvantage of structured interview is that you can't ask questions outside the topic, which limits the depth of the conversation. Moreover, because every question is arranged in advance, it may seem unnatural to proceed and the question may seem abrupt.

③ Semi-structured interview

Semi-structured interview is an interview method between unstructured interview and structured interview. It includes two meanings: first, the examiner prepares important questions in advance, but does not require to ask questions in a fixed order, and can discuss topics that seem to need further investigation; The other is that examiners ask questions to candidates according to a series of questions planned in advance, and generally design different forms of questions according to different jobs such as managers, business personnel and technicians. Semi-structured interview can help enterprises understand the technical ability, personality type and attitude towards motivation of candidates.

(2) according to the purpose of the interview

(1) stress interview.

Stress interview refers to asking questions on a topic in a hot pursuit way, and the questions are gradually thorough and detailed until the candidates can't answer them. In this kind of interview, the candidate is made uncomfortable by a series of questions. Its purpose is to test candidates' ability to cope with work pressure, understand candidates' wit and adaptability, and test whether candidates will be angry and impulsive under moderate criticism.

In stress interview, the examiner can look for weaknesses from the candidate's background at the beginning, such as asking him why he left his old job, such as being inactive and often absent from work. Examiners hope to make candidates lose their cool through such questions. For another example, if you find that a person engaged in customer relationship management has changed jobs four times in the past two years, you can ask whether the applicant is irresponsible or immature or often has conflicts with customers.

② No stress interview.

Contrary to stress interview, in non-stress interview, recruiters try their best to create a relaxed and friendly atmosphere, so that candidates can answer questions with minimal pressure to get the information they need.

In fact, no stress interview is suitable for most situations, except those that really need to work under pressure. At present, some human resources professionals believe that stress interview is not only inconsiderate and ineffective, but also the information obtained is often distorted and misunderstood, and the information obtained from such interviews should not be used as the basis for employment decisions.

3. Interview examiner

(1) Interview examiner

Due to the limitation of interview time, interviews are usually completed by two-way language communication and intelligent confrontation between examiners and candidates, and the rest of the interviewers usually only supplement, listen, analyze, observe and judge. The interviewer must go all out to have face-to-face communication with the applicant. As a result of communication, examiners should not only get the candidates' knowledge, ability, experience, demeanor, temperament, growth background, psychological characteristics, motivation for entering the exam, future development prospects, advantages and disadvantages, but also make other examiners get the information they need. So the choice of the interviewer is very important.

(1) Examiners must have theoretical and practical knowledge of human resource management and have profound theoretical and practical accumulation.

(2) Examiners should have deep life experiences, including failure and success, frustration and smoothness.

Examiners should have extensive knowledge and cultural background, so as to make a more accurate judgment on the depth and breadth of the applicant's knowledge.

Examiners should have the insight to get rid of the false and keep the true, and can identify talents with a unique eye.

The examiner should have the heart of loving talents, a broad mind and a healthy psychological quality.

⑥ Examiners should have macro-control ability, be good at grasping the emotions of other examiners and candidates, be good at controlling the examination room environment, and be able to calmly deal with any possible emergencies.

⑦ Examiners should be fair, upright and virtuous.

(2) Composition and training of examiners.

The interviewer group should be composed of 5 ~ 7 people, usually composed of human resources experts, representatives of the board of directors, leaders in charge of the company, department heads, trade union representatives, etc.

Before the interview, the interviewer should train the examiner. The contents of the training include the reasons for setting evaluation indicators, the standards and methods of scoring, how to observe and evaluate the different performances of candidates, and how to avoid possible mistakes.

(3) Errors that the interviewer must avoid.

1. Error caused by "eye allowance"

As soon as candidates enter the examination room, the examiner's first impression begins with "eye contact". Some examiners are pleasing to the eye at first sight, so the following judgment may be biased.

2. Errors caused by "heart margin"

Candidates may "but I feel the harmonious heartbeat of the sacred unicorn" with the examiner in their interests, hobbies and values, which will lead to the close connection between the examiner and the candidates and even a feeling of "bosom friend", which may make the examiner's judgment unfair.

3. "Tightening before loosening" or "Tightening before loosening"

Candidates' scores are inconsistent. Due to lack of experience or unclear understanding of the overall situation of the "application pool", there are often cases of "tightening before loosening" or "tightening before loosening".

4. "Short-term effect" or "important event effect"

Competition for posts is to obtain human resources internally, and most examiners know the candidates. Therefore, the recent performance of candidates may have a greater impact on examiners and make them biased. Sometimes some special events will also have an impact and affect the examiner's judgment. For example, someone won the first prize in a singing contest of an enterprise. In an important ball game, someone performed particularly well, etc.

4. Material preparation before the interview

(1) Contents of interview object registration form

Basic background: such as age, gender and physical condition.

Education: including education, graduation school and major, school performance and rewards and punishments;

Training experience: what training have you received, training time, place, content, intensity, trainers, etc.

Work experience: previous position, service unit, job responsibilities, salary and treatment, reasons for leaving;

Outstanding achievements in the past;

Have specialized knowledge;

Technical expertise, personality characteristics, hobbies.

(2) scores and speeches in previous rounds of the interview.

Written test scores;

Realization and evaluation of man-machine dialogue;

Mock exam;

Foreign language scores;

Speech at the competition;

Collect other information.

(3) Design interview evaluation scale and interview question outline.

The interview evaluation scale consists of several evaluation elements. It is a tool for examiners to evaluate and record the advantages and disadvantages of candidates on the spot during the interview process, and should reflect the requirements of the job for the quality of personnel. Please note that the evaluation elements must be able to be evaluated through interviews. Because there is no standard answer in the interview, the grading is often subjective. In order to make the interview score as objective as possible, when designing the evaluation scale, the score should have a certain scoring range and evaluation criteria. The outline of interview questions should be designed according to the selected evaluation factors and the background information of candidates in different aspects. It consists of two parts: one is the outline of general questions; The second is the outline of key issues.

5, the generation of stereotypes

Making stereotyped writing interview questions should pay attention to the following aspects:

(1) must have certain scene or background information.

(2) There is no unified answer, leaving enough answer space.

(3) Each answer can express the interviewer's ability or characteristics.

(4) The interviewer can use the past knowledge and experience to answer without prior preparation.

(5) clues left for the examiner to continue asking questions.

(E) Evaluation Center Method

Evaluation center method is an evaluation method that creates a simulated management system or work scene, brings the testee into the system, observes and analyzes the psychology and behavior of the testee under the pressure of simulated work situation by using various evaluation techniques and means, and then measures their management ability and potential. Because the evaluation center method is not an abstract analysis of the quality of the subjects, but a dynamic situation of a series of activities, arrangements, environmental arrangements and pressure stimuli, it has the characteristics of high reliability and validity of prediction, large amount of information, strong pertinence, objectivity and fairness, and is a valuable and promising evaluation technology, so it is widely used in the evaluation of senior managers of enterprises. Evaluation center method usually includes the following methods:

1. File basket processing

It is an evaluation method with high reliability and validity, which can provide scientific and reliable information for the selection, employment and assessment of senior management talents in enterprises. In this test, a series of official documents that managers need to deal with in the real environment are designed, which can involve finance, personnel, market information, government decrees, customer relations and so on. Because these documents are usually placed in the document basket, the document basket test is named after it. The test requires the testee to be a manager, simulate the actual business and management environment of a company, and handle all kinds of official documents under specified conditions (usually more urgent and difficult conditions, such as limited time and information, independence and helplessness, and embarking on a new job). ) form a formal document processing report to evaluate the ability of the subjects to plan, organize, analyze, judge, make decisions and write.

2. There is no leading group discussion.

In this test, several subjects formed a temporary working group to discuss some complicated and thorny issues in well-designed management activities. This group was improvised, and no one was appointed as the person in charge. The evaluation is made by scoring the participants' language expression ability, independent problem analysis ability, generalization ability, adaptability, teamwork ability, appeal, value of suggestions, feasibility of measures and creativity of schemes. Its purpose is to examine the performance of the subjects, especially to see who will stand out from it and become a spontaneous "leader".

3. Role-playing

This method is to design a series of sharp interpersonal contradictions and conflicts in a simulated interpersonal relationship situation, and ask the testee to play one of the roles and enter the situation to deal with these contradictions and problems. By observing and recording the behavior of the testee in different role situations, we can evaluate whether the testee has the quality characteristics that conform to his identity, and the consistency between the individual's behavior performance in the simulated situation and the expected behavior pattern of the organization and the role norms that will take him to the post, that is, the harmony and unity between the individual's personality characteristics and the work situation. This method is mainly used to evaluate the interpersonal coordination ability, emotional stability and emotional control ability, improvisation ability and methods and skills to deal with various problems of role players.

4. management games

It is a standardized simulation activity based on completing a "practical task". In this kind of activity, team members are assigned certain tasks, and they must cooperate to solve problems better. The actual management ability of the examinee is evaluated by the behavior of the examinee in the process of completing the task.