Diagnostics of corporate and individual values. Questions to Reveal Your Values ​​Values ​​Interview

It would seem, what could be easier than conducting an interview? Asked a few questions, listened to the answers, politely said goodbye.

But in the work of HR managers there are many different techniques and technologies, which are often not as simple as they seem. For example, conducting interviews on competencies.

What it is?

Competence-based interviewing is one of the most commonly used types. In various sources, you can still find the name "behavioral interview" or "behavioral interview". Whatever the name sounds, the purpose of this method is to identify the real skills and competencies of the applicant, since the work experience indicated in the resume does not always correspond to reality.

Competence is the ability, characteristic, ability of a person to perform their work effectively.

This type of interview allows you to compile a scale for assessing the manifestation of candidate competency indicators based on an analysis of the situation in the past, that is, questions are asked not about hypothetical and possible problems, but about real situations that took place in the past activities of a specialist.

The sequence of questions provides an opportunity to discuss with the applicant all the important aspects of the situation, as they relate to the situation itself, the tasks he tried to solve, the actions he took and their results, as well as the conclusions that were drawn from this experience.

As a rule, this method is not the only one when conducting an interview, especially if a person is applying for a responsible or top position. Together with behavioral interviews, the following types of interviews are conducted:

• biographical;
• motivational;
• case interview;
• assessment of the candidate's motivational factors.

You can learn how to prepare a plan for this interview and how to conduct it from the following video:

In what cases is it applied?

This type is used not only when applying for a job. There are other situations in which it is indispensable, for example:

• formation of teams to perform work within a separate project;
• employee career planning within the company;
• personnel rotation, etc.

How to conduct it correctly?

Incorporating the behavioral interview into your arsenal of interviewing tools requires some serious preparation. First of all, it is necessary to form a competency model, depending on the compliance of which the question of whether the specialist is competent enough will be decided.

A competency model is a set of qualities and characteristics that is taken as a standard when evaluating an applicant. Moreover, it will be different for each position.

To compile a model, it is enough to highlight 6-10 characteristics inherent in a particular position. For example:

• A responsibility.
• Command.
• Effective interaction.
• Readiness for change.
• Learning rate.
• Stress tolerance.
• Leadership.

All qualities have their manifestations. For example, teamwork is manifested in the fact that a person tries to fulfill his task with colleagues, shares experience and is fully involved in the work of the team, puts the interests of the team above personal ones, is ready to replace a colleague if necessary, etc.

Effective interaction implies that the candidate rationally argues his point of view, listens, monitors the interlocutor's reaction, asks questions, convinces him in the process of dialogue, changes his point of view, etc.

The set of characteristics is determined based on the organizational and cultural characteristics of the company, the management style of management, etc.

It is important to note that the necessary competencies may be present in candidates in varying degrees of manifestation. For example, the characteristic "oral and written communication" can range from "speech is unintelligible (due to diction, tempo, loudness)" to "speech is good, tempo, diction and loudness are pleasant to listen to." It should be determined how important this skill is for a particular position, because the requirements for a call center operator and for an accountant will be different.

The next step is to make a list of questions to ask to identify each quality. It should be taken into account that the interview has a time frame, and each question is given from 1 to 5 minutes. This will allow you to correctly calculate their number.

After the questions are drafted and structured, it is necessary to draw up a candidate assessment form, in which, after the interview, it will be possible to rank his answers and identify their compliance with the competency model. Typically, a five-level scoring system is used:

• ND The applicant has not demonstrated any skill in this skill.
• 0 - competence is not developed: negative manifestations of this characteristic are demonstrated, positive manifestations are not presented.
• 1 - level "below average": mainly negative indicators of competence are shown, however, there are also positive ones (about 30%). Quality is in the development zone.
• 2 - medium level: positive and negative indicators were shown in the same proportion.
• 3 - level "above average": along with positive manifestations, negative ones were also detected (about 30%).
• 4 - skill level: demonstrated the maximum number of positive behavioral manifestations, competence is manifested at the highest level.

Some of the most popular performance rating systems are the STAR and PARLA systems.

Sample Questions

Below are the main questions for determining a specific quality.

"A responsibility":

• Tell us about the responsible task that the leader gave you.
• Give an example of a situation when you first took responsibility, but soon realized that you overestimated your strengths and capabilities.
• Recall a situation when you failed to achieve the planned result.

Also, when discussing other situations, you can ask “Why did this happen?” and analyze whether the candidate sees guilt in his actions and deeds, whether he strives to fulfill his obligations.

"Command":

• Tell me about a time when you had to help a colleague to the detriment of your own interests.
• Describe a situation in which it became necessary to interact with other departments of your organization: what was the result, how did you find a common language, were there any contradictions, etc.
• Recall a time when your goal and the goal of the team were different.

Development orientation:

• Give an example of how you have been self-development.
• Think about the last time you were trained. How useful has it been? How do you use the acquired knowledge?
• From whom in the team did you get additional experience? How did it happen? What was it expressed in? What ways of your own development do you see?

"Ready for change":

• Tell us about a period when your company was changing.
• Recall the time when, due to a large and emergency amount of work, you had to reorganize your personal plans.
• Did you have to do something that was not your job, to replace an employee who was not your profile?
• Give an example of when you found yourself in a completely unfamiliar environment.

"Result orientation":

• Tell us about a period when the project was not going well.
• Tell me about a time when you set a big goal for yourself and achieved it despite the circumstances.
• How persistent are you? Give an example of when it was useful to you.

The above questions are sample questions, they may vary depending on the vacant position, organizational culture and structure, the wishes of the manager, etc.

An analysis of the candidate's answers will allow you to determine how suitable he is for a particular vacancy.

14.12.2013 18:01

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

How many interviews are done?

A qualified candidate will have to go through a three-stage recruitment process: a telephone screening, a technical telephone interview, and a two-stage interview already in the company itself. These assessment methods give the recruiter and hiring manager absolute confidence that the candidate has the skills needed to do the job and fits into the corporate culture. Both aspects are important. How does Zappos check these matches?

Screening by phone

Duration: 30 to 45 minutes

Conducted by a recruiter

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

Additional goal: Has the applicant prepared for the interview?

• Does the applicant have an understanding of what it is like to work at Zappos?
• Does the applicant 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

Primary goal: assessment of the candidate's technical skills, conducting an initial check of how the person fits the corporate culture and team.

Next step: Onsite interview

If the applicant is screened by phone (and, in some cases, a Skype interview with the director of department 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 conducted by a recruiter or one of the members of the HR team. The tour is an opportunity for the candidate to gain an understanding of the physical environment, get up close and personal with the culture and learn about the history of Zappos, including the company's current organizational structure. For the 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 that the applicant asks during the field trip. Does he show genuine interest in what he sees? Or are all questions tied to his "I"?

Assessment of basic skills

The recruiter checks the available skills against the vacant position and the call center curriculum that all new employees are required to pass: typing, grammar and basic computer literacy.

Technical interview

Duration: 30 to 45 minutes

Conducted by the HR manager, sometimes up to 6-8 other team members take part in it.

Both a one-on-one format and a group interview 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, informal conversations are often arranged in the company. This gives the team a chance to see how the person fits the group in terms of corporate culture, as well as the opportunity for the hiring manager to make sure that the candidate can easily communicate with his colleagues outside of work.

Interview for compliance with company values

Duration: 45 to 60 minutes

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

The candidacy must be agreed with all the people with whom the person was interviewed. If all members of the team and the recruiter support it, then any doubts that may arise and further negatively affect the teams are minimized.

How does Zappos.com apply Core Values?

This is not a pass/fail system

Recruiters check the overall fit with the Zappos culture, but in this case there are no hard and fast conditions for passing an assessment or rating. The main idea is that the candidate must show their desire and willingness to join Zappos and participate in its activities, which are aimed at developing the culture and are natural in accordance with the company's values. People can have fun in different ways. For example, someone might not want to host a gala event, but they should enjoy the idea of ​​being a part of 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 he asks the candidate (various questions correspond to core values). Candidates' responses are entered in the appropriate fields. The notes are provided to the HR manager along with a resume and recommendations on how the candidate fits into the corporate culture. The ideal answer rating is 4; 5's are basically impossible as it means there is no room for improvement (5=strongly agree, 1=strongly disagree)

warning signs

Sample question for “closing the deal”: Is the applicant willing to spend time with colleagues 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 spelled out in value number 7: "Formation of 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 that the candidate fits the corporate culture:

1. Take your time!

Zappos understands that hiring the wrong person can be disastrous for a company, especially if that person is at the point where the next decision to hire is made. Employees who do not fit in with the corporate culture “poison” the organization. Those who don't believe in your company's vision or the value of the work that the rest of your employees do can themselves spread negativity, and it's almost impossible to fight it. Therefore, in the search for a suitable person, do not rush.

2. Have an open house

When a candidate comes in for an interview at a company, take them around the office. A short excursion will allow him to see the working environment up close and make an individual decision as to whether he can work in such an environment.

3. Check interview readiness

Ask questions that test how well the 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 whole team approves of the applicant's candidacy, the failure to hire a new employee becomes unbelievable. Genuine faith in the new person will be transmitted to the entire team, and to some extent it will help set everyone up for success.

To make sure that the applicant is not just trying to show up in front of “important” people, the recruiting team should ask for feedback from everyone who interacts with the candidate, up to corporate bus drivers, administrators. It must be ensured that all opinions regarding the applicant were consistent.

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

Be open and honest about what you expect, the working conditions, and any potential issues related to the position (distractions, new systems, etc.). For example, at Zappos there isn't much flexibility in scheduling, so it shouldn't be a surprise when a new employee starts training almost from day one. It should also come as no surprise that working conditions at Zappos are hectic.

6. Learn about obstacles

The sooner you are aware of any roadblock, the less time and resources you will spend continuing the hiring process. The top three barriers to hiring at Zappos are: Applicant doesn't want to relocate, doesn't want to socialize with co-workers in their spare time, and doesn't like compensation (bonus structure). All this should be discussed at the initial stage, during a telephone interview, at least in general terms.

7. Ready Questions = Ready Answers

Make sure the questions you ask prompt the candidate to share real examples of their behavior in their previous job. This technique is known as the behavioral interview, but Zappos applies it to core values. The company has developed a unique pool of questions that candidates have not heard before, in addition to more standard questions. These questions help distinguish people who are just good at saying the “right” things from those who have demonstrated behavior that aligns with the core values ​​of the company.

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 culture, and does he have the desire to implement ideas? If you want your company to continue to grow, you need people who want to improve. Zappos believes that core values ​​should inform every decision a company makes, so it's important to make the best use of the ideas people come up with.

9. Be open

Employees will interpret core values ​​in different ways. And each will manifest them in different ways and to varying degrees. Everyone needs to adapt to the different levels of energy, humor, modesty, spontaneity, etc. that everyone else has. Adaptability and openness are key factors. Don't expect everyone to be comedians, but look for people who are open to interaction within the team and departments and able to tell interesting things about the job and the company.

10. Compliance with corporate culture is necessary, technical skills are optional

There are many positions at Zappos that people are hired for based on their personality. Technical requirements are kept to a minimum because people can learn skills on the job. There is nothing that can be done about candidates who do not fit the culture to “fix” the situation. Of course, many positions require technical skills, but it is equally important that the applicant also fits the company in terms of corporate culture.

Translation: Inga Hammi

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The factor of coincidence of the values ​​of the candidate and the firm plays a significant role in the process of personnel selection in large international companies. At the same time, recruiters do not always realize this against the background of the insufficient presence of the topic of values ​​in Russian corporate culture. Appearance is another important factor in hiring employees. This conclusion was made during the study by Professor of the Faculty of Management, National Research University Higher School of Economics Veronika Kabalina and a graduate of the master's program of the Faculty of Management, National Research University Higher School of Economics Anna Pakhomova.

The factor of coincidence (congruence) of the values ​​of the candidate and the company is taken into account by firms in the selection of personnel, but has been little studied in the scientific literature. Foreign companies include such an indicator as "the degree of coincidence of the candidate's values ​​with the company's values" among the criteria for selecting candidates for vacancies when passing an interview with a recruiter. “In Russia, this is still a rare practice, typical, first of all, for international companies,” said Professor, Head of the Department of Human Resource Management, Faculty of Management, National Research University Higher School of Economics Veronika Kabalina and a graduate of the master's program "Human Resource Management" National Research University Higher School of Economics Anna Pakhomova in the article “The Impact of Candidate-Organization Value Congruence on Recruitment,” published in the journal Organizational Psychology.

The study showed that the factor of matching the values ​​of a potential employee and the company plays a leading role in recruiters' decision making. The scientists found this out during the analysis of interview data conducted by HR managers in the Russian branch of a large international company in 2014. The focus was on the work of ten recruiters who evaluated candidates in terms of their compliance with the available specialist vacancies. The sample of interviews with candidates was formed randomly; data for every second interview was entered into the database; in total, the sample included 127 interviews. The average age of candidates is 21.6 years, of which 71 are women and 56 are men. When working with data, the authors used the methods of correlation and discriminant analysis.

In addition to the results on values, the researchers found that the appearance and style of clothing of candidates is also a big factor in choosing recruiters. This factor is more significant than, for example, experience or skills and abilities.

Approach to values ​​through competencies

In the company under study, there are values ​​shared by the staff, which are framed as company values. The values ​​adopted by the firm, in turn, are “translated” into competencies, the authors note. Competencies in the company mean behavior that corresponds to the accepted corporate culture.

Researchers in the course of theoretical analysis came to the conclusion that values ​​and competencies are in fact inextricably linked, since both of them become “visible”, and therefore measurable only through the assessment of human behavioral manifestations “Measuring (evaluating) competencies, we measure ( reveal) and values ​​are possible,” Kabalina and Pakhomova noted.

The authors pay attention to why it is important for an organization to have an idea of ​​the value portrait of a candidate. “There is a point of view in the scientific literature that since organizational socialization cannot change the already formed system of human values, it is necessary at the stage of hiring employees with values ​​that correspond to the values ​​of the organization.”

Leading factor

The research case provides information on how recruiters conduct interviews on competencies. “During the interview, the candidate describes his actions in solving specific problems at previous jobs, and the interviewer identifies elements of compliance or inconsistency of the candidate’s behavior with corporate values,” the researchers said. However, despite taking into account values ​​in recruiting, the company initially did not have information about the impact that the factor of matching the values ​​of the candidate and the firm had on the recruiter's decision.

The main hypothesis put forward by Kabalina and Pakhomova is that applicants with values ​​that match those of the company are more successful in interviews than those candidates whose values ​​do not match the values ​​of the potential employer. During the analysis, this hypothesis was confirmed.

The researchers also found that it is the factor of congruence between the values ​​of the candidate and the company that plays the leading role in making a positive decision of recruiters to conduct the next stages of selection. It is for this reason that the process of finding a suitable candidate can be delayed, Kabalina and Pakhomova note. “Recruiters are not just looking for an employee who has education in this field and work experience, they are looking for and selecting, by identifying values ​​through competencies, those who can be successful in the company in the long term,” the authors explain. As a result of the study, the company implemented a communication program for line managers, which took into account the results.

Recruiters value business style and attractiveness

An additional benefit of the study is that the researchers identified a number of factors that influence recruiters' decisions and the degree of significance of each. It was necessary to do this in order to understand the place of the value aspect in the selection process. The full list of factors looks like this: education, work experience, appearance, knowledge, skills, knowledge of English, competencies, coincidence of values, references, gender, age, motivation to work in the company, recruiter personality.

Quite interesting results have been obtained. The least significant factors turned out to be such factors as knowledge, skills, recommendations, and the personality of the recruiter. And this is quite understandable: we are talking about vacancies for specialists, for which the company is ready to take people with little or minimal experience. Also, the recruiter has no interest in hiring anyone he knows - his KPIs (key performance indicators) are based on how effectively the candidate he has selected will work in the future. As for the personality of the recruiter, the company has developed clear instructions for conducting interviews, which can reduce the impact of the human factor.

But at the same time, the appearance factor (corresponding to the corporate standard in clothes and attractive appearance) turned out to be in the list of the leading ones - next after the education factor. The authors refer to past foreign studies that confirm that appearance does influence the interviewer's decision to hire a candidate. However, in their opinion, this aspect needs further research. The question is whether neat, attractive and corporately dressed candidates are more successful in the long run, or this factor is not so significant in real practice. The results obtained, according to the researchers, can be used in the process of training recruiters/

Questions to discover your values

John F. Demartini in the book “Internal wealth. The Seven Secret Treasures of Your Soul provides a list of questions to identify and recognize our inner values. These are the questions:

1. How and with what do you fill your space?

Ask yourself: what do all these things that I surround myself with mean to me?

2. How do you spend your time?

What takes up the most of your time? What is in second place? If you don't spend most of your time at work, what do you do during the day? Perhaps you are raising children, doing community work, playing golf, spending time socializing, or fighting for a cause? If you suspect that all of your actions are based on someone else's opinion of your values ​​simply because you are trying to please that person, or perhaps out of a desire to feel secure and stable, then ask yourself: how would I spend my time if you didn't have all these fears and worries?

3. How do you spend your energy?

Consider: what do you like to do for a long time? What do you do when you lose track of time? Where is your focus area? Ask yourself: what activity do I always seem to have enough energy for? What activity inspires me? Where do I prefer to spend most of my energy during the day, week, month?

4. How do you spend your money?

Take a closer look at how you spend your money. Do you save them for a rainy day? Are you making investments? Are you betting? What do you spend a lot of money on - clothes, education, travel? Do you party lavishly, keep money to yourself, or donate to charity? Or do you save it for specific purposes, like educating your children, for retirement, or buying a medal-winning pig or a fifty-foot yacht? Where does most of your money go - to a business, to a house, to social activities, or somewhere else? In other words, where does all your money go?

5. What are you most prone to order in?

Your garden looks immaculate, but your checkbook is a total mess? Is your garage workshop in a disastrous mess, but your workbench and work supplies are in perfect order? Ask yourself – where in my life am I most accurate? Where does my business always go smoothly and where is the least instability? Where is the most chaos in my life? Where everything is unpredictable and fickle?

6. What are you most disciplined in?

So what do you do when you are constantly focused and disciplined?

7. What are you thinking about?

Where are your wandering minds taking you? If you are often disturbed by thoughts of one thing when you are busy with another, what are those thoughts? Your inclinations or hobbies keep your attention on specific things for many hours in a row; so what are you constantly pondering, pondering, and what are you trying to comprehend even deeper?

8. What do you draw in your imagination?

Examine your dreams and mental images: what do they tell you? What is your idea of ​​your life, of the future? When in your dreams and visions you are infinitely happy and in love with your life, what is their leitmotif?

9. What do you talk about to yourself?

Perhaps there is even a dialogue going on inside you in which one part of you is debating with another; what are these conversations about? Perhaps they discuss actions you "should" take... what actions are you discussing with yourself? Maybe you're making plans for yourself and your family, considering a home makeover, some business adventure, or planning a vacation? What are the topics of your internal conversations?

10. What do you talk about with other people?

When you meet a new person, what do you talk about most often? When meeting up with old friends, what topics do you bring up again and again? What conversations hold your attention and interest the longest? Pay close attention to what your conversations usually lean towards.

11. What do you react to?

Take a closer look at what you pay attention to.

12. What are your goals?

Are all your tasks related to business? Or to family? Or to rest? Can certain trends be identified? If you're not in the habit of writing down your goals, just think about what you'd most like to do or have in your life and which of those goals you're actively moving towards. Which ones do you pursue almost daily?

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If you see a candidate who is capable of doing a certain job, thinks in a certain way, and whose skills and personal qualities complement the existing set, the missing piece of the puzzle will be his ability to fit into your corporate culture.

Cultural fit is defined differently for different companies. Moreover, the degree of compliance may change over time. In order to hire the best people, careful preparation must be done before a job posting. Before creating a system that would allow evaluating candidates, it is necessary to analyze the existing types of employees. What are their strengths and weaknesses? What are their qualities that bring particular benefits to the company?

Once you have a clear image of the person who could be the missing piece in your puzzle, start preparing for your interview. Develop clear criteria that suit you and your team, and make sure that all decisions are made based on information gained from the interview, and not based on assumptions and hunches. A good culture alignment system should take into account the goals and values ​​of the company, as well as personal qualities that would be useful to a successful candidate. You can empower the candidate to decide for themselves by being honest about your culture and needs early in the interview.

After that, you can ask him questions and evaluate the answers according to a predetermined pattern. Questions may vary.

Please describe the culture of the company you worked for before.

What did you like about her? What didn't you like? What was hard to get used to?

Possible answers:

1. Does not attach much importance to culture. Cannot describe her even in simple terms ("good" or "bad").

2. Talks about his preferences, but the answers do not match your expectations in any way.

3. Clearly describes the culture, preferences match your expectations.

4. Describes his experience in great detail, preferences are in line with expectations, suggested ways to adapt to change seem acceptable to you.

5. In addition to the criteria listed in paragraph 4, demonstrates a willingness to adapt and thinks about how they can contribute.

Use questions to identify the candidate's core values ​​and personal qualities that would enable him to achieve professional success. For example, if the position requires attention to detail, ask the candidate to talk about how they had to redo something from scratch. The right candidate will surely have something to say, while the wrong candidate will be thoughtful and will not be able to squeeze out a single example.

After the interview, assess the degree to which candidates fit your culture. Be sure to note the obvious strengths and weaknesses of each. After signing the contract, re-check in three months, six months and a year. Use the information you receive to change the evaluation system and improve the hiring process.

eremedia.com, translation: Airapetova Olga