How do you select the right person for your business? There is no perfect answer, but the interview process can be a tremendous help if you use it effectively. In other words, you must have completed all of the other steps in the hiring process in order to get the most out of the interview process.

    Interviewing candidates for a position within your company is one of the final steps in the hiring process. Before you get to this step, you want to make sure that you've completed all of the preceding steps since each of these steps will have a direct impact on how effective the interview process will be. Below is a list of the steps involved in the hiring process. Note that after you have completed the interviewing process, there are still two additional key steps that you need to complete. In order to achieve the best hiring results possible, just remember that all of the steps are important.

    In order, the key steps to finding the right person to fill a position in your company include:

    * Determining your need to hire a new employee. Are you properly utilizing the skills and talents of your current employees? Do you know what needs to be done? Can your business growth support a new employee?

    * Conducting a thorough job analysis. What are the job's essential functions and key performance criteria?

    * Writing a job description and job specification for the position based on the job analysis.

    * Determining the salary for the position, based on internal and external equity. Is the salary comparable and proportional with the salaries and responsibilities of other positions inside your company as well as similar positions out in the marketplace?

    * Deciding where and how to find qualified applicants. What are the recruitment techniques to be used? What is the time frame for conducting your search? Remember, advertising is not the only, or necessarily the best, way to recruit.

    * Collecting and reviewing a fair amount of applications and resumes and then selecting the most qualified candidates for further consideration.

    * Interviewing the most qualified candidates for the position, based on the job's description and specification.

    * Checking references.

    * Hiring the best person for the job.

    Hopefully, after reviewing all of the resumes, you will be able to pick and choose a select number of qualified applicants to be interviewed. （If not, you may want to expand your time frame and rewrite any ad copy and/or look at another recruitment technique.）

    Now that you know where the interview process fits into the hiring process, let's take a look at the dos and don'ts of conducting a successful interview.

    Conducting the Successful Interview - What to Do

    1. Prepare in Advance for the Interview

    * Know what you want in a candidate before you begin the interview. Review the job specifications and requirements that have been prepared.

    * Know the job and its responsibilities. Review the job description.

    * Prepare a list of standard questions concerning the candidate's skills, abilities, and past work performance that you want him/her to answer.

    * Prepare a list of prioritized and measurable criteria, either in the form of a worksheet or other method, for analyzing and comparing the candidates.

    * Review the candidate's resume prior to the interview.

    * Set specific appointment times and reasonable time limits.

    * Be prepared to justify the use of any required employment test. Typically, the most legally defensible tests are those that involve a piece of the job.

    2. Collect Pertinent Information During the Interview

    * Since past behavior predicts future behavior, look for the candidate's behavior patterns as you collect information. For example, has the candidate enjoyed big picture work or detailed analysis more? Is he/she more of a generalist or more of a specialist? Oftentimes, by listening to how the candidate responds to your questions about previous jobs, you will be able to get a very good idea of what their behavior will be like in the future.

    * Try not to offer too much detailed information up front so that the candidate will be able to formulate answers that exactly fits your company's needs. Don't put the right words in his/her mouth! Remember, the candidate （hopefully） wants the job and will be looking to say the right thing to impress you.

    * Ask questions that focus on the candidate's past performances. For example, if the job, such as an office manager, demands an individual who is well-organized and handles paperwork easily, you may want to ask, "How do you keep track of your own schedules and desk work in your current position?"

    * Ask specific, structured questions in regards to specific problems that the jobholder may face. Focus on past behavior and the results of the candidate's actions in a particular situation. For example: "As the customer service representative, you may encounter a few unhappy campers who will yell and scream at you over the telephone or in person. Have you had any experience dealing with difficult customers? Who was the most difficult customer you had to deal with? What was the situation? How did you resolve the problem?"

    * Notice how well the candidate listens and responds to the questions asked.

    * Note the candidate's choice of words and non-verbal behavior. Are they answering your questions clearly?

    * Listen to the questions the candidate asks. Clarify the reasons why the questions are being asked. Notice which questions he/she asks first as they may be his/her primary concerns.

    * Take detailed handwritten notes concerning job related topics that will help you distinguish the candidates from one another （especially if you will be conducting several interviews）. Help yourself remember each candidate and each interview clearly.

    * Record information pertaining to the set criteria that will help in the evaluation of candidates.

    * Organize and analyze the information immediately after the interview when memory is fresh. Don't try to remember everything, it's impossible. One idea is to rate each candidate on each of the criteria immediately following the interview.

    3. Look and Act Professionally During the Interview

    * Dress appropriately.

    * Avoid appearing bored and fatigued.

    * Set a businesslike atmosphere.

    * Structure the interview and inform the candidate of the structure. Let the candidate know you will be focusing on past results and that you will be taking a lot of notes.

    * Provide information on the company and the job to each candidate.

    4. Treat All Candidates Fairly

    * Use your list of standard questions during each interview so that you treat the applicants equally and so you can compare apples to apples.

    * Refer to the criteria for analyzing candidates. Ask questions in regards to the job criteria.

    * Keep all questions job-related.

    * Do not ask discriminating questions.

    * Show a genuine interest in every candidate you interview.

    * If possible, have at least one other person meet and/or interview candidates who are finalists. They should also rate the candidates on each of the criteria; ultimately, all interviewers should compare their ratings and discuss any discrepancies. Having more than one interviewer helps control personal biases.

    5. Be Courteous and Respectful

    * Conduct the interview in a private place away from distractions.

    * Begin the interview on schedule.

    * If possible, conduct the interview without interruptions.

    * Allow sufficient time for the interview.

    * Appreciate the candidate's accomplishments.

    * Do not patronize the candidate.

    * Do not argue with the candidate.

    * Thank the candidate for his/her time and interest.

    6. Facilitate Open Communication

    * Immediately attempt to establish a rapport with the candidate by breaking the ice; for example, ask about their experiences in a particular industry or geographical location （refer to his/her resume）.

    * Promote a relaxed environment with free-flowing conversation.

    * Do not dominate the discussion by talking too much. Many experts use a 80/20 rule - you talk 20% of the time and the candidate talks 80% of the time.

    * Politely probe the candidate for information by asking open-ended questions that will provide insight into the candidate's values and traits.

    * Ask structured questions that will require some thought on the part of the candidate.

    * Listen carefully to the candidate's answers. If they do not provide you with specific results, probe until they do.

    * Explain the selection process to the candidate. Offer realistic time frames and stick to your word!

    The Successful Interview - What Not to Do

    The following list is comprised of subject matter that is widely regarded as off-limits for discussion in an interview by employment experts. Most of these subjects relate directly to federal and state employment laws. Legislation covering equal employment opportunity is extensive and complex. Check not only federal laws, but also your own state's laws and guidelines. Remember, state laws vary! Consult an attorney for legal advice before you begin the search process for a new employee.

    In an interview, or on an employment application, do not ask questions:

    * Concerning the age of the candidate. Be careful using the words over qualified with older candidates.

    * About their arrest record （this is different from convictions - in most states, it is permissible to ask if the candidate has ever been convicted of a crime）.

    * About race or ethnicity.

    * Concerning the candidate's citizenship of the U.S. prior to hiring （It is permissible to ask "Will you be able to provide proof of eligibility to work in the U.S. if hired?"）

    * Concerning the candidate's ancestry, birthplace, or native language （it is permissible to ask about their ability to speak English or a foreign language if required for the job）.

    * About religion or religious customs or holidays.

    * Concerning the candidate's height and weight if it does not affect their ability to perform the job.

    * Concerning the names and addresses of relatives （only those relatives employed by the organization are permitted）.

    * About whether or not the candidate owns or rents his/her home and who lives with them. （Asking for their address for future contact is acceptable.）

    * Concerning the candidate's credit history or financial situation. In some cases, credit history may be considered job-related, but proceed with extreme caution.

    * Concerning education or training that is not required to perform the job.

    * Concerning their sex or gender. Avoid any language or behavior that may be found inappropriate by the candidate. It's his/her standard of conduct that must be met.

    * Concerning pregnancy or medical history. Attendance records at a previous employer may be discussed in most situations as long as you don't refer to illness or disability.

    * Concerning the candidate's family or marital status or childcare arrangements （it is permissible to if the candidate will be able to work the required hours for the job）.

    * Concerning the candidate's membership in a non-professional organization or club that is not related to the job.

    * Concerning physical or mental disabilities （asking whether the candidate can perform the essential job duties is permitted）. The ADA allows you to ask the applicant to describe or demonstrate how they would perform an essential function（s） when certain specific conditions are met . Check the law or consult with an attorney before moving forward.

    Remember - when in doubt, ask yourself if the question is job-related; if not, don't ask!

    如(ru)何(he)為(wei)你(ni)的(de)生(sheng)意(yi)挑(tiao)選(xuan)合(he)適(shi)人(ren)選(xuan)
？這(zhe)可(ke)沒(mei)有(you)標(biao)準(zhun)答(da)案(an)。但(dan)假(jia)若(ruo)你(ni)能(neng)有(you)效(xiao)地(di)利(li)用(yong)麵(mian)試(shi)，那(na)將(jiang)會(hui)大(da)有(you)俾(bi)益(yi)。換(huan)句(ju)話(hua)說(shuo)，要(yao)想(xiang)在(zai)麵(mian)試(shi)中(zhong)獲(huo)取(qu)最(zui)大(da)的(de)收(shou)益(yi)，那(na)就(jiu)必(bi)須(xu)在(zai)麵(mian)試(shi)之(zhi)前(qian)
，先(xian)完(wan)成(cheng)招(zhao)聘(pin)過(guo)程(cheng)中(zhong)所(suo)有(you)其(qi)它(ta)的(de)步(bu)驟(zhou)。

    duigongsimouyizhiwudeyingpinzhejinxingmianshi，shizhenggezhaopinguochengdezuihouyibu。shishizheyibushi，niyidingyaoquebaozaicizhiqiandesuoyoubuzhoujunyiyuanmanwancheng，yinweitamenhuiduimianshidexiaoguochanshengzhijieyingxiang。xiamianliechuguanyumianshidegegebuzhou，qingzhuyi，zaiwanchengzhaopingongzuodesuoyoubuzhouzhihou
，haiyoulianggeguanjiande、你必須完成的附加步驟。為了使招聘結果趨於完美，一定得記住

，所有步驟都非常重要。

    為公司的某個職位選拔適當人選的各關鍵步驟包括：

    quedingnishifouzhenyoubiyaozhaopinyigexinguyuan
？nishifouyichongfenfajuelexianyouguyuandejinenghecaizhi？nimingbainihaiyoushenmexuyaozuodema？nideyewufazhanzhuangkuangyunxunizaiyouyimingxinguyuanma

？

    對該項職務進行全麵分析
，充分了解職務的基本職能和工作標準的關鍵。

    在全麵分析的基礎上，列出該職務的職責和工作規範。

    根據公司內外的情況確定該職務的薪酬，即綜合考慮職務職責、公司其它職務及外部勞務市場相應職務的工資水平等因素，給出公平的待遇。

    確定在何時
、何地
，運用何種技巧進行招聘以及招聘時限等，以期招聘到合適人選。切記，打廣告不是唯一的、也不一定是最好的招聘方法。

    收集並審閱數量充分的申請資料和履曆，篩選出其中最適合的應聘者以供進一步考慮。

    根據擬任職務的職責和工作規範的要求，對最適合於該職務的一些應聘者進行麵試。

    審查資料。

    聘用最合適的人選。

    在審查所有履曆後，你有望在其中挑選出一些可以進入麵試的合格人選（若還沒有，則可考慮延長期限，或重寫廣告詞，或采用其它招聘方法。

    現在，你已知道麵試應在何處插入招聘進程才適當了。讓我們來看看主持一次成功的麵試應該做的事和不應該做的事。

    成功的麵試――應該做的事

    1

、麵試之前的準備

    在進行麵試之前，你得明白你想在應聘者那裏了解些什麼。

    查閱已經準備好的職務規範和履行職責的必要條件等資料。弄清職務的性質和職責，回顧有關職責的條例。

    擬定想要他（或她）回答的規範問卷，問卷中的問題應與其技能、才智及以往的工作表現密切相關。

    準備一份經過優選的量化指標，無論采用工作表形式或其它形式均可，以用於對應聘者進行分析
、比較。

    麵試前預先審查應聘者的履曆。

    選擇特定的時間約會，麵試時間的長短要合理。

    要有調整招聘考試方法的預案。總的說來
，最合法，最公正的考試是涉及工作部分內容的考試。

    2

、在麵試期間搜集相關信息

    因yin為wei根gen據ju某mou人ren過guo去qu的de行xing為wei可ke以yi預yu測ce其qi將jiang來lai的de行xing為wei，所suo以yi當dang你ni搜sou集ji有you關guan信xin息xi時shi應ying留liu意yi應ying聘pin者zhe的de行xing為wei模mo式shi。例li如ru，應ying聘pin者zhe善shan於yu縱zong觀guan全quan局ju或huo是shi注zhu重zhong細xi節jie分fen析xi
？他ta（或她）shuyutongcaixinghaishizhuanjiaxing？zhechangchangzainilingtingyingpinzhehuidaguanyutaguoqugongzuoqingkuangzhileiwentideguochengzhonghuode。youci
，nihuiduitamenjianglaidexingweiqingxiangyouhenhaodelejie。

    不要向應聘者提供太多的細節，他們會據以編造完全符合貴公司需要的答案。不要把正確的詞彙送入他（或她）的口裏！要記住，應聘者都想得到那份工作，因此，必定想方設法說出正確的事以搏取你的好印象。

    應聘者過去的表現是提問的重點。例如
，作為業務經理
，要求個人有很強的組織能力，並能熟練地處理日常業務，你或許想這樣問："你在這個職務中是如何嚴守自己的日程安排和處理日常業務的？"

    問題要具體，要把擔任某個職務的人可能麵臨的有關具體困難設計在提問之中。問題的重點要放在應聘者過去在特殊情況下的表現、處理方法及其效果方麵。例如："zuoweikehufuwudaili，kenenghuituranyudaojigexinqingyumendeyeyingzhezaidianhuali，shenzhiqinzidengmenxingshiwenzui
，paoxiaonuhou，gaoshengzema，duiyuzheleinanchandeguke，niyoushenmechulidejingyan？nizengyudaoguode、最難纏的顧客是怎麼樣的？情況糟糕到甚麼程度？你是如何解決的？"

    留意應聘者聽取提問時是否專心
，答案是否正確。

    留意應聘者談吐的遣詞用句及其身體語言，看他們的回答是否清晰。

    認真聆聽應聘者的問題，弄清他為何要提出這類問題的原因。留意首先提出來的問題，因為那或許才是他們關心的重點。

    詳細手記論及職務時的相關話題
，那將有助於你識別不同的應聘者（尤其當你要主持多場麵試的情況下）,也有助於你清楚地記住每個應聘者和每次麵試的情況。

    把符合職務標準的相關信息記錄下來，它將有助於你對應聘者進行評價。

    趁麵試後記憶尚清晰之時，立刻整理、分析獲取的信息。不要試圖記住每件事，那是不可能的。其辦法就是在麵試後立即對該應聘者按標準逐條評估。

    3、對麵試主持人外表和舉止的專業化要求

    著裝得體。

    防止厭倦和疲憊的神情。

    營造一個務實的氛圍。

    安an排pai好hao與yu麵mian試shi相xiang關guan的de事shi宜yi，並bing把ba有you關guan安an排pai告gao訴su所suo有you應ying聘pin者zhe。讓rang應ying聘pin者zhe知zhi道dao你ni要yao重zhong點dian了le解jie他ta們men過guo去qu的de工gong作zuo經jing曆li和he業ye績ji，還hai要yao告gao訴su他ta們men你ni將jiang對dui麵mian試shi過guo程cheng作zuo詳xiang細xi記ji錄lu。

    向每一位應聘者通報貴公司及擬聘職位的相關信息。

    4、公平對待所有應聘者

    每次麵試都使用規範的問卷，因此，所有應聘者均受到同等對待，這也便於對應聘者逐個進行比較。

    對應聘者進行分析時要參照工作標準，所有提問都應和工作標準有關。

    保持圍繞工作內容提問。

    不能提帶有歧視性的問題。

    在麵試中要真誠地關注每個應聘者。

    如ru果guo可ke能neng

，至zhi少shao要yao增zeng加jia一yi位wei主zhu考kao，共gong同tong，或huo分fen別bie對dui進jin入ru決jue賽sai的de應ying聘pin者zhe進jin行xing麵mian試shi。他ta們men都dou應ying按an標biao準zhun逐zhu條tiao對dui應ying聘pin者zhe進jin行xing評ping估gu。最zui後hou
，將jiang所suo有you麵mian試shi評ping估gu進jin行xing比bi較jiao，並bing討tao論lun其qi中zhong的de差cha異yi。麵mian試shi的de多duo人ren評ping審shen有you助zhu於yu消xiao除chu個ge人ren偏pian見jian。

    5、彬彬有禮，和藹客氣

    選擇靜謐的
、遠離喧囂的場所進行麵試

    麵試要準時進行。

    如果可能

，麵試不能隨意中斷。

    麵試要有充足的時間。

    對應聘者的學識表示讚賞。

    不要有盛氣淩人的架勢。

    不能與應聘者發生爭辯。

    要對各位應聘者能對貴公司感興趣，並花時間前來應聘表示感謝。

    6、促進開放式交流

    麵試一開始就要立即嚐試給應聘者營造一個和諧的氛圍以避免冷場，例如
，可談談他們的專業經驗或籍貫等（參考其履曆）.

    在寬鬆的氛圍裏自由交談。

    不要因說得太多而成了談話的主角。許多專家使用一種"二、八規則",即你談話的時間占20%,而應聘者的談話時間占80%.

    通過提出一些隨意的、卻能深入觸及其價值觀和性格特征的問題
，不著形跡地探問應聘者的相關信息。

    提出一些已設計好的
，應聘方需經認真思索後才能回答的問題。

    仔細聆聽應聘者的回答，如果他們的回答沒有達到你探測的目的，那就繼續探問，直到滿意為止。

    向應聘者解釋選擇的過程，並提供合理的時限。要始終緊扣談話的主題。

    成功的麵試――不要做的事

    yixiasuolie，shizhaopinzhuanjiarenweizaizhaopinmianshizhongbunengshejidezhuti。qizhongdabufenzhutiyulianbanghezhouguyongfazhijiexiangguan，hangaishougujihuipingdengdelifa，shejimianguangfanerqiejiqifuza。yaojizhu，gezhoudefalvshigebuxiangtongde！應在在招聘前向律師進行法律谘詢
，以獲得法律方麵的建議。

    在麵試中，或對於招聘申請不能提的問題：

    關於應聘者的年齡。在麵對年齡較大的應聘者時
，措詞要謹慎
、恰當。

    關於他們犯罪記錄（在這一點上是各不相同的――在大多數州
，如果應聘者確實曾被判有罪，則可以提出。）

    關於種族或民族。

    在雇用前就談論應聘者是否有美國國藉（允許這樣提問："若可以聘用你
，能提供許可你在美國工作的有效證件嗎？"）

    關於應聘者的血統、藉貫、母語（允許問他們的英語能力
，或擬任職務需要的其它語種的程度）.

    關於宗教、宗教習俗或節假日。

    關於應聘者的身高和體重（如果並不影響其履行職務的能力就不要問）.

    關於親屬的姓名和地址（隻有當其親屬也受雇於該公司或機構時才允許提及）.

    關於應聘者是否擁有或租有――他或她自己的住房及有誰和他們住在一起（要求提供住址以便進一步聯係則是可以的）.

    關於應聘者的信用記錄和財務狀況。或許會考慮在某些情況下
，信用記錄與其工作有關

，但觸及這類問題時要特別小心。

    關於與擬任職務無關的教育內容或培訓情況。

    關於他們的性別和性。不要有任何讓應聘者覺得不當的語言和行為
，也就是說，對他或她的語言行為都應符合規範。

    關於妊娠或病史。隻要不提及疾病或殘疾，大多數情況下或許可以討論其在前雇主那兒出勤記錄的問題。

    關於應聘者的家庭、婚姻狀況或孩子是如何安排的（在應聘者能夠足時工作的情況下可以提及）.

    關於與應聘者擬任職務無關的非專業組織或俱樂部的會員資格。

    關於應聘者的肉體或精神殘疾（允許詢問他們能否勝任擬任職務的基本職責）.在某些特殊的麵試中，可以采用ADA法
，即允許詢問或讓他們親身演示，他們是如何完成其基本職責的。在實施這些辦法之前應查閱相關法律或谘詢律師。

    切記：當有任何疑問時，先問問自己，這個問題是否和工作有聯係，如果沒有，那就不要問。