How does HR write the interview evaluation of candidates?

At the end of the interview, HR is usually needed to evaluate the performance of the candidate. However, many HR's "all aspects are suitable, it is recommended to hire" and "unsuitable, eliminated" did not reflect the evaluation of the differences of candidates.

There is no doubt that such an evaluation is worthless!

Professional HR will separate the interview stage from the decision-making stage, and will not evaluate the candidates during the interview and will not make a decision on employment.

During the interview, HR must ask questions in a planned way, listen carefully, observe, record, interview evaluation and hiring decision in the next step.

Interview evaluation content setting

What aspects should be included in the evaluation of candidates?

Basic information

1, the concept of time

Mainly depends on the difference between the applicant's arrival time for interview and appointment time.

2. Appearance and dressing

Whether an applicant dresses formally or casually depends on his attitude.

3. Mental outlook

Whether the applicant's mental outlook is energetic or depressed, and whether his tone of voice is coherent.

service ability

1, working experience

According to the specific content of the applicant's self-introduction and HR mining, is it consistent with the description of work experience in the resume?

2. Professional skills

What are the professional skills currently mastered, what skills are lacking in the current job, and whether the applicant intends to improve through learning.

3. Communication skills

Is the communication between the applicant and HR normal? Can you correctly understand the interviewer's questions and face them directly?

4. Teamwork.

In your past work, have you ever helped other colleagues solve problems that do not belong to your own work? Why are you doing this? What is the meaning of helping?

5, emotional control and the ability to overcome difficulties

What is the candidate's emotional control ability, and how to adjust and resolve it in the face of work difficulties and department leaders' incomprehension? What methods and channels are used to solve the work problems solved in the past work?

career objective

1, personality interest

Whether the applicant's personality characteristics are consistent with his statement; What are hobbies and interests, and their relationship with career goals.

2. Career planning

Does the applicant have a career plan? Why? Is his work experience consistent with the plan?

The reason for leaving

1. Reasons for leaving.

What is the reason for the applicant's resignation in the last company? Is the company recruiting jobs now? Will there be similar reasons to the original resignation to prevent the same thing from happening?

2. Job hunting motivation

Why do candidates choose their own companies? Why did you choose to apply for this position?

Salary requirements

Whether the specific salary requirements of the applicant can be met.

Design of interview evaluation form

What should the interview evaluation form contain?

1, scoring standard

In order to make the interview score as objective as possible, when designing the evaluation scale, it is necessary to make the score have a certain scoring range and evaluation criteria.

A. Evaluation standard grade: When designing the interview evaluation scale, the interview standard grade can be divided into three grades, four grades and five grades. First grade, there is a certain standard content. As far as the words used in grading are concerned, the principle of equidistant should be embodied as far as possible, and the continuity of measure, degree and quantity should be maintained to avoid big jumps.

B. quantify each level. Rank quantification is to scale each evaluation standard. It can be quantitative, such as 1, 2, 3, 4, 5 ...10, 20, 30, 40, 50 ...; It can also be qualitative, such as excellent, good, medium, poor, poor or a, b, c, d, e.

2. Scale format

There are generally three interview evaluation scales:

I. Questionnaire Evaluation Scale

By using the questionnaire, the items that need to be evaluated are listed, and HR will evaluate the candidates according to their performance in the interview.

B, grade standard rating scale

Select the evaluation elements of this interview and divide each element into several standard grades. The human resources department grades candidates according to their performance.

C, comprehensive evaluation scale

Score according to the order of questions, and each evaluation element corresponds to several items. Finally, the average score is comprehensively counted on an evaluation form. The scale consists of three parts: interview question table, question score table and comprehensive score evaluation table.

Write interview evaluation notes

What should I pay attention to when writing an evaluation?

(1) interview record

Record it in time during the interview. You can't write subjective and general words, let alone describe what the candidates say in your own way. Instead, it should be written in a "verbatim record" way, so that the performance of candidates can be distinguished and different candidates can be prevented from getting similar comments.

(2) Fill in the evaluation scale

Try not to look at other applicants' rating scales, and grade according to the original job requirements. Don't make a recruitment decision at this step.

When grading, you should refer to the record of the previous step, review the key points of candidates' answers, pay attention to the problems related to job performance dimensions, and then write down the grading.

Try to avoid the influence of subjective factors, look for evidence to support yourself from records, and don't judge by impression or personal preference. If there is no supporting evidence in the record, the job performance dimension should be scored low. HR should be as objective as possible when scoring, and only consider the behavior of candidates, rather than personal appearance, education, body and other background information.

(3) check the score and record it

You should take out your records and check them to see if the answers of different candidates are the same. If there are similar answers, HR should further check the rating scale to see if the same score is given.

The same behavior should be given the same score. In other words, no matter who the candidate is, as long as he does something that meets the job requirements, HR will give high marks, and vice versa.

HR should also check the scores of some key evaluation factors from the evaluation scale, compare the answers of those with high scores and those with low scores, and re-examine whether their behavior matches the scores. If necessary, HR can adjust the score at this time.

(four) to make a recruitment decision

In the case of the same score, HR needs to refer to the evaluation scale. If a weighted scale is used, candidates who get high scores in higher weight categories should be considered for employment first.