管理理念.docx
- 文档编号:18528418
- 上传时间:2023-08-19
- 格式:DOCX
- 页数:16
- 大小:28.93KB
管理理念.docx
《管理理念.docx》由会员分享,可在线阅读,更多相关《管理理念.docx(16页珍藏版)》请在冰点文库上搜索。
管理理念
BestPracticesinInterviewing
BestPracticesinInterviewing
FromMikePoskey*
HowtoInterviewLegallyandEffectively
Weallknowhowlitigiousoursocietyhasbecomeintheareaofemployment-relatedissues.Everyrecruiter,hiringmanager,executive,anddepartmentmanagermustrealizethataskingthewronginterviewquestionsormakingimproperinquiriescanleadtodiscriminationorwrongful-dischargelawsuits,andthesesuitscanbewonorlostbasedonstatementsmadeduringtheinterviewprocess.
Thus,itisimportanttoincorporateriskmanagementintoyourinterviewingprocesstohelpminimizeyourfirm'sexposuretoemploymentpracticesliability.
You,oryourcompany,couldbeaccusedofaskingimproperinterviewquestionsormakingdiscriminatorystatementsorcommentsthatreflectbias.Itisalsopossibletomakeassurancesorpromisesduringaninterviewthatcanbeinterpretedasbindingcontracts.
Recognizingthesepotentialdangerareasisthebestwaytoavoidsayingthewrongthingduringaninterview.
Mostcompanieshaveatleasttwopeopleresponsibleforinterviewingandhiringapplicants.It'scriticaltohaveprocedurestoensureconsistency.Developinterviewingformscontainingobjectivecriteriatoserveaschecklists.
Theyensureconsistencybetweeninterviewers,aswellascreatedocumentationtosupportthedecisionifadiscriminationchargeislaterfiledbyanunsuccessfulapplicant.
InterviewProblemstoAvoid
Tominimizetheriskofdiscriminationlawsuits,it’simportantforinterviewerstobefamiliarwithtopicsthataren’tpermissibleasinterviewquestions.Forexample,youshouldn’taskafemaleapplicantdetailedquestionsaboutherhusband,childrenandfamilyplans.
Suchquestionscanbeusedasproofofsexdiscriminationifamaleapplicantisselectedfortheposition,orifthefemaleishiredandlaterterminated.Olderapplicantsshouldn’tbeaskedabouttheirabilitytotakeinstructionsfromyoungersupervisors.
Itisalsoimportanttoavoidmakingstatementsduringtheinterviewprocessthatcouldbeallegedtocreateacontractofemployment.Whendescribingthejobavoidusingtermslike"permanent,""careerjobopportunity,"or"longterm."
Interviewersshouldalsoavoidmakingexcessiveassurancesaboutjobsecurity.Avoidstatementsthatemploymentwillcontinueaslongastheemployeedoesagoodjob.Forexample,supposethatanapplicantistoldthat"ifyoudoagoodjob,there'snoreasonwhyyoucan’tworkherefortherestofyourcareer."Theapplicantacceptsthejobandsixmonthslaterislaidoffduetopersonnelcutbacks.
Thiscouldleadtoabreachofcontractclaimwheretheemployeeassertsthatheorshecan'tbeterminatedunlessit'sproventhatheorshedidn’tdoa"goodjob."Courtshave,onoccasion,heldthatsuchpromisesmadeduringinterviewscreatedcontractsofemployment.
IllegalInterviewQuestions
Mostcompanieshaveatleasttwopeopleresponsibleforinterviewingandhiringapplicants.It’scriticaltohaveprocedurestoensureconsistency.Developinterviewingformscontainingobjectivecriteriatoserveaschecklists.
Theyensureconsistencybetweeninterviewers,aswellascreatedocumentationtosupportthedecisionifadiscriminationchargeislaterfiledbyanunsuccessfulapplicant.
Learntoassessjobcandidatesontheirmerits.Whendevelopingevaluationcriteria,breakdownbroad,subjectiveimpressionstomoreobjectivefactors.
Obviously,youmustpreparefortheinterviewbyreviewingtheapplication,resume,testresults,andothermaterialssubmittedbythecandidate.Tryandputthecandidateateaseandaskinterviewquestionsthatcan’tbeansweredwitha"yes"or"no"response.
Theseopen-endedquestionsallowapplicantstotellallabouttheirskills,knowledgeandabilities.
Someexamplesare:
"Whyareyouleavingyourcurrentemployer?
""Doyoupreferroutine,consistent[workorfast-pacedtasksthatchangedaily?
”"Andwhy?
"
InterviewProblemstoAvoid
Interviewquestionsandissuesyouwanttoavoidincludethefollowing:
askingimproperinterviewquestions,
makingdiscriminatorystatements,and
makingbindingcontractstatements.
Thefollowingareexamplesofinterviewquestionsthatshouldbeavoidedininterviewsbecausetheymaybeallegedtoshowillegalbias.
AreyouaU.S.citizen?
(adverselyimpactsnationalorigin)
Doyouhaveavisual,speech,orhearingdisability?
]Areyouplanningtohaveafamily?
When?
Haveyoueverfiledaworkers’compensationclaim?
Howmanydaysofworkdidyoumisslastyearduetoillness?
Whatoff-the-jobactivitiesdoyouparticipatein?
Wouldyouhaveaproblemworkingwithafemalepartner?
Wheredidyougrowup?
Doyouhavechildren?
Howoldarethey?
Whatyeardidyougraduatefromhighschool?
(revealsage)
Asyoucansee,theserathersimpleandseeminglynon-threateningquestionscaneasilyviolateoneoftheaforementioneddangerswhenconductinginterviews.
HowtoDevelopaLegalInterviewandInterviewQuestions
Companiesthatuse"bestpractices"ininterviewingandthatareextremelyeffectiveinconsistentlyhiringtopperformers,usecustomizedorstandardbehavioral-basedinterviewguideswithinterviewquestionstoremainconsistentintheirlineofquestioning.
Thesecompaniesnotonlytraintheirrecruiters,buttheytraintheirexecutives,departmentmanagers,andhiringmanagersonlegalandeffectiveinterviewquestionsandtechniquestoutilizeduringtheinterview.
Thesesame"riskwise"companieswillconductajobanalysisauditforeverypositionwithintheircompaniestoestablishthetypesofbehavioralandsituationalquestionsnecessaryfortheirinterviewingprocess.
Ajobanalysisauditisaprocesswherebyacompanycompilesobjectivedataofwhatisrequiredtobesuccessfulinagivenposition.
Thisprocessisconductedviainterviews,surveys,andtesting(bothhardskillsandsoftskillstesting).
Thisprocessallowsthecompanytoobjectivelyidentifythecompetencies,behaviors,thinkinganddecisionmakingstyles,aswellasthetechnicalskillsthatarecommonamongtheirtopperformersandrequiredforthepositioninquestion.Thisprocessestablishesahiring“benchmark”orinterviewing"guide"tofollow.
Theresultinglistofcriticalcompetenciesiswhatinterviewerswillusetoevaluatecandidates.Thisbenchmark,customtoeachposition,leadsthecompanytodefinethecorelineofbehavioralinterviewquestionsthatwilluncoverthesecriticalcompetencies,behaviors,andthinkingstyles,astheydirectlyrelatetothejobrequirements.
Someofthemosteffectivepre-employmentbehavioralassessmentsinthemarketwillprovidethenecessaryquestionstoposetocandidates.Thisisduetotheassessment'sobjectiveevaluationofeachcandidate’scompetencies.
Hereareafewexamplesoflegally-defensiblebehavioralinterviewquestionsthatwillassistinuncoveringcorecompetenciesinaninterview.
Whathasbeenaparticularlydemandinggoalforyoutoachieve?
(Thisinterviewquestiontapsintothecandidate'sachievementorientationandrequiresthemtoexplaintheobstacleandtheirthoughtprocessandactionstoovercomingtheobstacle.)
Canyouthinkofasituationinwhichaninnovativecourseofactionwasneeded?
Whatdidyoudointhissituation?
(Thisinterviewquestionallowsyoutouncoverwhetherthecandidatecandevelopinnovativesolutionstowork-relatedproblems,andidentifypotentialopportunitiesandwaystocapitalizeonthem.)
Whatarethetypicalcustomerinteractionsyouhaveinyourpresentposition?
Canyouthinkofarecentexampleofoneofthese?
(Thisinterviewquestionfocusesonthecandidate’scustomerserviceorientation.)
Haveyoueverbeeninasituationwhereyouhavehadtotakeonnewtasksorroles?
Describethissituationandwhatyoudid?
(Thisinterviewquestionallowsyoutoprobeintothecandidate’sdegreeofflexibility.)
Inyourpresentposition,whatstandardshaveyousetfordoingagoodjob?
Howdidyoudeterminethem?
(Thisinterviewquestionallowsyoutouncoverifthecandidatehashighworkstandards.)
Conductingajobanalysisaudittoobjectivelyidentifythecorecompetenciesrequiredforagivenjob,andthencustomizingalistofbehavioral-basedinterviewquestionsliketheonesmentionedabovetoidentifythosecompetencies,cansignificantlyreduceyourexposuretoemploymentpracticesclaimsandincreaseyourpotentialforhiringtopperformers.
Byinstitutingguidelinessuchastheseandmakingsurethatyourorganization'smanagersfollowthemyouwillhavegonefarinreducingyourriskofalawsuitfromanemployeeorjobapplicant.
如何給部屬負面評價
文/王榮春
視處理負面回饋為畏途
我們之所以不敢給部屬負面的回饋,往往起因於不懂負面回饋的技巧。
加上「我不想當壞人」的動機在背後隱隱作祟,更使得重視人際關係的中國人,一直視處理類似問題為畏途。
也因此,有些主管在面對這樣的狀況時,往往會採取「動機性忽略」的手段,不做任何處理。
但是這種「濫好人」或「縮頭烏龜」策略,往往使一些問題當時沒有立即提出,而在內心慢慢醞釀積壓,直到有一天爆發開來,主管才在積怨難消的情況下,將原先該講的話,變成最具破壞性的批評,結果反而破壞主管與部屬間的關係,甚至造成單位的瓦解。
就跟穿衣服會照鏡子的道理相同,事實上每個人都有瞭解自我的動機。
因此,主管只要能掌握回饋的技巧,相信給部屬負面的回饋將會變成「做善事」,單位與部屬更會因為你的「義行」而獲益良多。
負面回饋技巧的掌握,大致可以把握以下幾個原則:
化解部屬的自我防衛
當部屬的績效表現不佳時,特別會出現一些所謂的「自我防衛行為」,往往也是造成主管與部屬溝通不良的主因。
以下是典型的自我防衛反應。
反抗:
即當部屬被主管指出缺點或短處時,會出現生氣、反抗,甚至表明不願溝通的行為。
攻擊:
當部屬感受到威脅的氣氛,會反射性攻擊對方,以求自保。
例如,當主管提醒部屬應該特別注意某個工作步驟時,部屬會以反諷的口氣說:
「話是不錯,但是長官您前些日子還不是一樣…。
」
合理化:
即部屬會把一些辦不到的理由自我掩飾一番,使自己原諒自己。
例如把每天遲到的理由歸咎於市長沒有把交通搞好。
壓抑:
把不愉快的事物壓抑在自己內心,逃避不去想它。
例如,為了忘掉失敗,否定過去不愉快的經驗,壓抑自己不要去想它。
否定:
如果溝通的內容對自己不利,便以拒絕的態度,完全否認對方的陳述。
轉移注意力:
為了隱藏自己的無能,而特別強調能力較差的人,使主管覺得自己表現得還不錯。
轉移:
藉著生病或家庭因素等理由,來轉移心理上的威脅,以求自保。
動搖:
徘徊在A案與B案間遲疑不決,希望主管會因看不過去而跳出來解決他的難題。
因此,主管除了要克制自己不可使出上述自我防衛行為之外,當部屬有這些行為時,更要一眼看穿。
所謂「一眼看穿」並不是要主管當眾揭發部屬自我防衛的面具,而是要在部屬出現自我防衛反應時,能了解這些反應背後的原因,因勢利導,並特別注意營造適合對談、信任且愉快的氣氛,以降低部屬的恐懼與防衛。
然後再以真誠的態度,告訴部屬願意與他齊心協力,共同解決目前
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 管理 理念
![提示](https://static.bingdoc.com/images/bang_tan.gif)