人力资源管理第七章面试.ppt

Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 7–* We can also classify interviews based on the “content” or the types of questions asked in the interview. At work, situational, behavioral, and job-related questions are most important. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 7–* Employers also administer interviews in various ways: one-on-one or by a panel of interviewers; sequentially or all at once; and computerized or personally. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 7–* Employers also administer interviews in various ways: one-on-one or by a panel of interviewers; sequentially or all at once; and computerized or personally. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 7–* This slide summarizes potential interviewing errors to avoid: ? First impressions (snap judgments) ? Not clarifying what the job involves and requires ? Candidate-order error and pressure to hire ? Nonverbal behavior and impression management ? The effects of interviewees’ personal characteristics ? The interviewer’s inadvertent behavior Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 7–* This slide summarizes potential interviewing errors to avoid: ? First impressions (snap judgments) ? Not clarifying what the job involves and requires ? Candidate-order error and pressure to hire ? Nonverbal behavior and impression management ? The effects of interviewees’ personal characteristics ? The interviewer’s inadvertent behavior Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 7–* A manager can use an interview evaluation form such as the one in Figure 7-4 to compile his or her impressions of a