Interview is possibly your first interaction with the candidates. It is decisive to
select the right person on board; it is also the first step for you to integrate the
potential candidates as the first impression is lasting. The following site
provides you with some information on selection method.
Selection Methods
1. The most classic selection method
is the structured personnel interview. Important, however, is that interviewers
are trained in interviewing techniques.
All candidates are interviewed with the same questions in order to improve
comparability. For that reason, one should always rely on an interview
question guideline, prepared precisely for the job requisition in question,
when preparing for an interview.
Structured Interview
Interview method based on the "Behaviour triangle"
When using interview questions, we intend to find out whether or not a
candidate covers the competencies outlined in the job profile. For evaluation
of the relevant competencies from the competency framework, the candidate
is confronted with behaviour based questions. Here we analyse experiences
from the past. The candidate is asked to describe a situation he or she
experienced, his or her own behaviour as well as the outcome of the situation
and his or her participation in it. An evaluation which allows to anticipate future
behaviour in comparable situations is only possible if all of the three
components (Situation, behaviour, result) are answered. Hypothetical
situations (Could you imagine....?) do not yield valid results.
Example:
Please describe a recent team session you found especially productive.
(Situation) What made this session
productive?
(Behaviour) What was your share in
achieving this result?
(Outcome) What was the result?
Some help to assist with interviewing:
Examples for behaviour according to the capabilities of the Siemens
Competency Framework
Behaviour-Based Interview Questions For Capabilities defined by the
Siemens Competency Framework
For a structured interview preparation online check our
Recruiting Interview Tool.
2. Assessment Centres
Several persons observe a group of candidates as they work on different
assignments and simulations. These ACs have advantages like
more objective evaluation of competencies
candidates can be compared,
but require a homogeneous group of candidates (8-12 persons). They
show a high acceptance among graduates and apprentices. However,
they cannot substitute personal interviews.
