sample interview protocol. Protocol of an interview with a foreigner applying for refugee status or subsidiary protection in the Republic of Belarus Sample interview protocol

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Protocol of an interview with a foreigner applying for refugee status or subsidiary protection in the Republic of Belarus

_______________________________________________________________ (name of the citizenship and migration unit)

Date of the interview

Surname ___________________________________________________________________

Given name ___________________________________________________________

Middle name (if any) __________________________________________________________

Date, month, year of birth __________________________ Gender _________________

Citizenship (citizenship) __________________________________________________

State of former habitual residence ____________________________

I am aware that the information obtained from this interview is confidential and cannot be shared government bodies, other organizations and citizens of the state of my nationality or former habitual residence or means mass media without my written consent.

I have been made aware that I am required to:

answer all questions

provide reliable and detailed information about yourself and your past, your close relatives, consistently state the reasons that served as the basis for my application for refugee status or subsidiary protection in the Republic of Belarus (hereinafter referred to as the application for protection), as well as other information that has importance for the examination of my application for protection

provide documentary and other evidence that I have, or convincing explanations for their absence, to confirm the information I have provided

assist the interviewer in establishing the facts relevant to the decision on my application for protection.

I am warned that the information I provided after this interview, which contradicts what I have previously stated, may affect the assessment of the reliability of the information I provided earlier.

I agree that I will be interviewed by an employee of _________ gender.

Database of labor documents

Minutes of the interview with the candidate

The interview was attended by ______________________________________________ (head of department, head, etc.) Comments: Education _________________________________________________ ____________________________________________________________________________ Work experience ________________________________________________________________ ____________________________________________________________________________ ______________________________________________________________________ Professional knowledge _________________________________________________ ____________________________________________________________________________ ______________________________________________________________________ Personality characteristics ______________________________________________ ______________________________________________________________________ External data ____________________________________________________________ Overall assessment of the candidate Above average Average Medium Suggestions: Recommend for this position Consider as a candidate for another position Reject HR Manager _____________________ Date ____ ______________ 2007

sample minutes of the meeting of the commission for the interview

Sample documents for participation in the constituent assembly To approve the Provisional Regulations on the procedure for holding a competition for replacement. Interviewing, testing candidates for a specific vacant position The minutes of the meeting of the competition commission are kept by the secretary of the competition January 17, 2012 Commissions hold meetings as necessary during the period of the Promotion organizes interviews with nominees draws up and signs minutes of meetings Expert Council. to participate in the Promotion (the form is approved by the Organizing Committee).

standing committees · Minutes, recommendations, conclusions of meetings of standing committees · Minutes of plenary city meetings. Form1, Form 1 REGISTRATION CARD for holding state registration legal entity by establishing a new legal entity.

A sample of filling out an application for a city council decision on advertising (for submission to a meeting of the executive committee). 4. A sample of filling out an application for obtaining permission to hold events involving animals. 10. Meetings of standing committees.

This Regulation on admission committee State participate in the meetings of the commission. - participate in interviews with applicants the right to issue a document state standard about average vocational education. admissions committee protocols.

During the reporting period, 2 meetings of the board were held at which changes to the Procedure for the creation and activities of commissions for conducting were approved by the minutes of the meeting of the EPC of the Central State Energy Establishment of Ukraine dated 05.03.2012 No.

The decision of the Admissions Committee is drawn up in a protocol that the Subject Examination Commissions and Interview Commissions determine at their meeting and include in the Rules. a certificate of the established form is issued for paperwork

Admission Committee of the National Medical University named after Subject examination committees and commissions for conducting interviews. applications to it of the state standard and a medical certificate, students are accepted at its meeting and drawn up in a protocol,

sample invitation letter for interview

Click on this field with the mouse and enter your data instead of the sample. Recently, it has become possible to make an appointment for an interview for a visa to. In general, the interview is an invitation to a sample, from yearning to December 41. Being proactive in your job search can increase your chances of getting an interview. you made up good summary and managed to interest a promising employer by receiving an invitation for an interview. The article contains practical tips to help you correctly compose and issue an invitation to an interview. Related links: a sample of an invitation from the USA, how to get a visa through. If you received an invitation for an interview, it means that your resume has reached its goal and this is a small victory. Example: I have one invitation form for everyone. Most often, an invitation to an interview is issued according to a single model.

6.1. Preparing for an interview

The interviewer should have a clear idea of the vacant position that will be discussed during the conversation: duties, tasks, methods and means of solving them, scope of work, responsibility, rights, service relationships, conditions and place of work.

In addition, the specialist who will talk with the future employee must have the following information:

1. Information about the company (name, form of ownership, history, size, profile, products and indicators of its volume, market place, corporate culture).

2. Information about the unit in which the employee is selected, about its leader and group norms of behavior in the team.

3. Professional and personal requirements to candidates, desirable previous experience data on the work of the employee who held this position before.

4. Compensation package ( wage and the procedure for its accrual, bonuses, insurance, provision of a car, reimbursement of expenses for the use of personal transport, meals, etc.).

5. Opportunities for advanced training, professional and job growth.

Schedule an interview, prepare suitable premises, a questionnaire that the candidate will fill out before the conversation, study his resume and outline key questions. The interviewer should be aware of the procedure, procedures and terms for assessing the presented applicants, as well as the personal characteristics of those people who will make the decision to hire.

6.2. Interview strategy and tactics

Job interview is designed to solve the following tasks:

assessment of the candidate's abilities for a certain type of activity

comparative analysis of the competence of applicants for the position

providing the candidate with information about the organization in order to help him make a decision on employment.

Structuring both the hiring decision process and the interview methodology will help to avoid possible serious mistakes.

Internal effects that make interviewing difficult

Stereotypes. Some interviewers believe that certain groups of people have special characteristics (for example, bearded men are untrustworthy and women with glasses are smart).

Edge effect (primacy - recentness). More attention is drawn to the information that was said at the beginning of the conversation than to the next one. This may be explained by the properties of memory or the power of first impressions.

Contrast effect. The interviewer's opinion of a candidate depends on his judgment of previous applicants. On the one hand, this means that the best of them will be selected, on the other hand, they are compared with each other, evaluated in relation to each other, and not to the requirements of the work.

Same as me. Interviewers are more supportive of people who are similar to themselves in upbringing, education, and work experience. There is even evidence that they prefer applicants with non-verbal behavior similar to their own (eye movements, posture, etc.).

Negative information. Negative information makes a stronger impression on interviewers than positive information. This is especially noticeable if negative information appears at the beginning of the interview, after which they automatically begin to look for additional confirmation of the negative.

Personal affection. A higher score is given to those candidates who evoke sympathy, regardless of other factors related to the job. This is a natural reaction of a person, but, perhaps, does not guarantee the selection of the best applicant for the position.

Copy. Interviewers with a preference for a particular personality type choose people who match them, regardless of their other characteristics. This interferes with the conversation and may result in the selected person being unsuitable for the job.

Foreign or local accent. Job seekers with a foreign or local accent often end up at a disadvantage compared to those who do not have accents. However, this effect is less pronounced when it comes to not very prestigious positions, and for working with clients, people with some local accent are even preferred.

Real time effect. Interviewers believe that the candidate behaves during the meeting in the same way as in life. This is a serious mistake, as people tend to get nervous during interviews. And vice versa: some applicants are able to splurge and demonstrate qualities throughout the conversation that they do not possess in reality.

Gender preferences. Women candidates are often judged much more critically than men, especially if men are preferred for the job. Although there is evidence that this trend is more characteristic of female interviewers who consider representatives of the strong half of humanity to be more competent, while for the latter, gender does not seem to matter.

6.3. Interview technique

Build communication with the candidate in such a way that he can speak with you openly and you can get the information you need. To do this, encourage, support, take the initiative and at the same time be tough where necessary.

Remember that 80-90% of the time in the first stage of the interview, the applicant should speak.

In order to properly use the results of the conversation, you need to record the data received. Write down key points and phrases, as well as your comments about the characteristics of human behavior.

For each competency, it is necessary to collect at least 2-3 facts from the candidate's experience. It is desirable that it be both positive and negative information.

Evaluate the applicant only after the end of the interview.

Don't suggest answers. Your interlocutor should not get the impression that there are right and wrong answers.

Scheme for constructing an interview

Stage 1. Introduction, establishing contact

1. Introduce yourself.

2. Define the purpose and procedure of the interview.

3. Warn the candidate that you will be taking notes.

4. Ask a general introductory question (for example: Where did you work before?).

Stage 2. The main part of the interview

1. Explore the competencies being assessed.

2. Invite the candidate to add information about himself at his discretion.

3. Provide an opportunity to ask questions to you.

The more you learn about the applicant before the interview, the less time you will have to spend on clarifying this information during the interview. Preparation includes:

Review of documents. Collect all available candidate documents - resumes, questionnaires, recorded results telephone conversations- and select from their content information about the work experience that is most important for this position.

Work experience. Read the information that matches the work experience of the applicant you are interested in. Mark for yourself what seems unclear to you, about which you would like more information.

Gaps in labor activity. Mark for yourself the gaps in the work or learning activities candidate. During the interview, you will be able to discuss these with him in order to establish their cause and draw conclusions about the candidate's track record.

The main purpose of the experience review is to gain only general information, while spending no more than 5-8 minutes. If the interlocutor begins to delve into the details, politely remind him that at this stage this information is not essential for you yet.

After completing the review part, move on to prepared behavioral questions. Tell the candidate that the next conversation will be more dynamic, and it is desirable that he answers in as much detail as possible.

Do not try at this stage to form a final impression of the applicant. Write down the main findings so you can come back to them later.

Pay more attention to recent study and work experience that is most relevant and relevant to the position in question. Don't ask too many questions about past events.

If a candidate talks about what they liked or disliked about their previous job, it will help you gauge their motivation.

Don't convince yourself that work gaps are a bad sign. It is necessary to find out their reasons.

Stage 3. Completion of the interview

1. Provide the candidate with information about the vacancy.

2. Tell us about the next steps and selection procedures. To complete the interview, you must:

review your records to determine if you need Additional Information or any clarification (if needed, ask questions right away)

test (if required)

tell about the position and the company, answer the candidate's questions

end the interview: explain the further procedure and thank the interlocutor.

6.4. Development of the structure of the interview in accordance with the specifics of the vacancy

One of the main factors for the success of the interview is its thoughtful structure. To generate a list of questions to identify necessary competencies candidate, it is proposed to use the following table.

First of all, it should be noted the main characteristics of a person who apply for any position:

a responsibility;
independence;
desire for leadership;
enterprise;
resistance to stressful situations;
organizational skills;
planning ability.

For each interview feature invented their own questions. We will talk about this below.

How are they assessed in an interview?

As an example, we will offer the main questions. So, purposefulness - how to check at an interview with a candidate:

can you overcome difficulties;
what will be your decision in case of obstacles: do not pay attention, continue to act and achieve results, step back;
whether you can withstand a large number of failures;
what do you want failed to achieve in life and what are the reasons.

Responsibility rating:

Could you you take responsibility for defeats, problems and failures;
whether you accept help from a stranger;
whether you helped someone, when it was, how it manifested itself;
whether your work result influenced the success of the company, its employees and how it influenced.

Entrepreneurship score:

can you come out from a difficult situation a winner;
whether you will take action in adverse situations;
what obstacles, difficulties, problems you had to face in your previous position and how you solved them;
How did you manage to get your previous job?

Assessment of the candidate's independence:

when you earned their first wages;
where did you spend the money?
how long have you lived apart from your parents;
how long have you been living on your earnings.

Stress resistance rating:

are you able make a decision in a situation when there is a panic lack of time, uncertainty appears, pressure is exerted;
what conditions the company must provide you for successful work;
are there any conditions under which you can quit and give examples.

Grade organizational skills applicant:

How do you exercise control over your wards;
how do you share the responsibilities of workers;
for what oversights you penalize, for what achievements you reward.

Grade tactical and strategic planning:

Can you do multiple tasks at the same time?
how do you plan your day, time for work;
how many ways you usually have to solve a problem;
can you describe what was planned a year ago, what could not be achieved;
who makes your plans;
What do you know about time management?

Grade leadership qualities:

have you ever been appointed headman;
Do you have the ability to influence others?
what are the main qualities that employees value in you;
do you value your boss and for what qualities;
three of your negative qualities, which are noted by colleagues.

How to check systematic thinking at the interview with the candidate:

have there been difficult situations in your life and how did you find a way out;
you acted intuitively;
did you have any solutions?
Have you thought about the reasons that caused this situation.

How to evaluate moral values interview employee:

What do you think might motivate an employee to quit?
what motivates a person to work;
why it is worth firing an employee immediately;
What do you think, is the lie justified, in what cases.

Important: Questions may vary. It all depends on the company and the position for which the applicant is applying.

Factors affecting the analysis

Each position implies characteristics without which the work cannot bring results. For example, applicants for an accountant position are often assessed for accuracy; the sales manager - sociability, the ability to communicate; at the leader the ability to think, etc.

So, what are the main factors used to evaluate a candidate who applies for an ordinary position:

Ability to express opinions and ideas only after guidance.
Ability to communicate with clients for no more than 15 minutes.
If a problem occurs, fix it yourself.
Ability to complete assignments on time.
The need to enlist the support of management and colleagues.
Discuss tasks with management.

If the applicant chooses from the above characteristics those that are correct from the point of view of the company, then this is the ideal candidate for the vacancy.

Attention: when considering applicants for a position, you should also pay attention to age. If an applicant with a long work experience is in the rank and file, then he probably lacks the desire to develop, and his ambitions are incompatible with real opportunities.

And on what factors to analyze at the interview of a candidate applying for the position of manager:

Awareness importance of their role in the development of the company.
Adequate assessment of the degree of risk and importance of information.
Willingness to communicate directly with customers and staff.
The ability to get things done.
The ability to take responsibility.
Enterprise.
Ability to timely find the causes and consequences of the problem and eliminate them.
Ability to assess the quality of work.
Efficiency and activity.
Ability defuse the situation and establish contacts.
The ability to admit failure and quickly bounce back.
Tendency to unconventional solutions.
A commitment to everyone's success.

Important: when choosing a candidate for the position of a manager, it should be taken into account that a person who does not know how to make decisions, use power and build effective communications cannot apply for a vacancy.

How to evaluate a candidate during the interview process?

So, what are the main criteria for assessing a candidate in the interview process?

Accuracy:

the applicant came to the interview a few minutes before the agreed time;
the candidate arrived long before the start of the interview;
applicant is very late.

Appearance of the candidate clothes:

dress neatly and cleanly;
dressed fashionably;
dressed sloppily.

Communication activity:

normal activity level;
lethargic, rather low activity;
the candidate is concise, answers questions too briefly, does not support the conversation;
active, lively, asks questions, actively supports the conversation.

Intelligibility, intelligibility:

perceives questions quickly, immediately gives clear answers;
quite legible, intelligible;
asks again, does not immediately understand questions;
the candidate does not understand what he is being asked about, gives off-topic answers, low level of intelligibility.

Attention: each recruiter can draw up criteria for evaluating a candidate at his own discretion and depending on the interests of the company.

After the end of the interview

After the interview is over, a comparison is made personal characteristics applicant and the position for which he is applying. Then the results are summed up.

Non-standard methods

These methods are not designed for experienced job seekers. It is better to use them on young candidates who do not have practical experience behind them.

Collective verification and high bar

This characterization of the candidate after the interview is carried out with a group of applicants for one position. Instead of a standard survey, the recruiter offers various unexpected situations. Candidates should quickly find their bearings and suggest suitable options.

Important: this method reveals the applicant's ability to think quickly, make decisions, determine the degree of skill, the ability to work in a team and independently.

Often, recruiters test applicants using the “high bar” method. It is also used on experienced candidates. AT this case an overestimated requirement is made and a clear picture of the personal characteristics and skills of applicants is drawn up.

Battlefield check and reaction time

This technique is often used during the late selection period. The applicant is invited to take workplace on the certain period time. So his reaction and knowledge is tested.

The applicant is offered an out of the ordinary situation. This technique is to determine the ability to make the right spontaneous decisions.

Interview protocol

An interview protocol is a document that compiles an assessment of a candidate for a vacant position. The document must include general data, personal information and past professional experience of the candidate.

The format of the protocol is not regulated, that is, can be compiled by a recruiter depending on the preferences of the company. The document is created in advance and filled out as detailed as possible.

During the entire interview, notes are taken in the minutes and the most significant points are recorded. At the end of the interview, the recruiter decides whether to hire the candidate or him.

Fill example

FULL NAME. candidate: Kiseleva Ekaterina Andreevna

Applying for the position: Sales Manager

Interview set start time: 9:00

The actual time of arrival of the candidate (in case of being late, the reason for being late should be noted): 8:30

Candidate's First Impression: Neat appearance, friendly

Psychological qualities that will help to successfully cope with official duties and master new skills: purposefulness, enterprise, the ability to find a way out of a difficult situation, the ability to quickly make the right decisions

Psychological qualities incompatible with work in this position: none

Psychological qualities that allow you to achieve compatibility with colleagues associated with the future employee and the corresponding corporate culture organizations: sociability, sociability

Psychological qualities that are incompatible with work in the company: none

Conformity additional requirements: corresponds

Accept: hired

Refuse:

Analysis of the entire interview as a whole

First of all, it is necessary to identify which particular characteristics of the candidate are the most significant for the position. Based on the notes made in the protocol during the interview process, the recruiter should analyze the situation. At the same time, it would be good to take into account your impressions of the conversation with the candidate.

As a result, you should choose one of the most suitable candidates and notify the "lucky one" of being accepted for the position either orally or in writing.

It is very important for each company to choose a suitable applicant for a vacant position, because its success will directly depend on this. Therefore, you should take care in advance how the applicant will be assessed, according to what parameters, personal qualities, what questions should be asked during the interview, and also what little things to pay attention to.

Posted On May 31, 2018

Personnel management\Technologies for search, selection and adaptation of personnel in the company