Intuition Hyde Interview

2024 Author: Harry Day | [email protected]. Last modified: 2023-12-17 15:43

Uncontrollably copied by a variety of sites, magazines, newspapers, psychological tests lose their ability to give the psychologist reliable and objective information about people. This problem leads to the use of new, better methods of assessment. The guide interview method belongs to this group

Hyde interview (from English. guide - guide or guided - guided and interview - to conduct a conversation) - a guide for a specialist, containing a series of open questions, suggesting a detailed answer, and not a monosyllabic "yes" or "no", and aimed at revealing a specific topic. It does not imply a rigid sequence of questions, but only sets the direction. Moreover, a detailed and clear description of behavioral examples, desirable or undesirable, avoids subjective and erroneous assessments, and also enables everyone involved in this procedure to have the same understanding of the processes and accepted standards.

Often the interviews are recorded on audio or videotape for additional information. Despite the fact that the interviewer adheres to a previously developed scenario (guide), he actively reacts to the respondent's answers and asks clarifying questions. This method is indispensable when looking for competent specialists, in cases where respondents represent people who are difficult to gather at the appointed time in one place, or when discussing sensitive topics, since the main condition of the interview is the creation of a trusting atmosphere.

The development of a guide interview for identifying or selecting competent employees is based on a competency model and is included in the guide. It describes the general scheme by which you can conduct interviews in a qualified manner and receive the most complete and adequate information. For each category of candidates, the questions are approximately the same, but the course of the conversation will differ depending on the specific situation and experience of the interviewee.

In the same guide, as many questions as possible for each competency are given, which gives the interviewer the opportunity to be flexible in the conversation. In addition, the guide interview provides positive and negative behavioral indicators that help in the rapid assessment of the studied quality. Despite the apparent ease, the use of this technology requires its full understanding and practice. Typically, the types of questions are divided into: theoretical, behavioral, leading.

An example of a guide interview with job candidates:

• The first guide is a career story, a proposal to tell about the activities, responsibilities in the previous organization. Auxiliary questions may be the following: what was the work being done, what attracted you in this work? Now let's talk about your experience as an employee of this organization. Have you encountered conflict situations in your work and life and how did you overcome them? If possible, describe each of them.
• The second guide is as an idea of the upcoming activity. Questions: tell us what areas of activity can you highlight when working in a new organization? If there is a complaint about you, what will you do? Tell us about the possibilities of cooperation with other specialists. What difficulties do you expect in your new job? Who do you expect to receive the assignment from, and who will monitor their implementation? What methods of reward or punishment do managers usually use, and how do they control the quality of assignments?
• The third guide is awareness of performance. What do you mean by the concept of performance? Describe an example of a job well done. Think of a working day that you consider successful. What do you think good leadership should be? What do you see the meaning, purpose of your work and how do you imagine your future career and your future in this organization?

In addition, various situational tasks are used in the interview, which involve a choice of behavior. For example, for guards: your post on the outer perimeter of the guard. A woman runs up to you and asks for help, as her son fell into the sewer hatch. What will you do? A desirable indicator in the assessment is the awareness of the candidate that he has no right to leave the post and must contact a senior in order to resolve the situation, including providing assistance. And undesirable is the willingness to come to the rescue, even to the detriment of the performance of basic official duties. There are always several such tasks-situations - this makes it possible to avoid repetitions when several candidates are evaluated per day.

The task of the interviewer is to obtain a sufficient amount of information that makes it possible to determine the competence of the candidate. It is necessary to avoid the fact that he gave generalized information, which testifies not to the real behavior of a person, but to his idea of the optimal course of action in such situations. You need to achieve a clear understanding of all aspects of the development of events, and not be limited to your own assumptions and double-check your guesses. Typically, the description of the situation contains information about several qualities of the candidate, and questions on one topic, asked in a row, allow the applicant to guess the purpose of the interviewer and give socially desirable answers. Therefore, having a prepared guide, the interviewing employee should not ask all questions at once on one competence. In addition, the interviewer needs to ensure that the person uses the word “I” instead of “we”, that is, it is important to find out what was his personal contribution to resolving the situation. In any case, when conducting an interview, you need to clearly understand what characteristics of the candidate need to be identified in order to get a complete picture of him:

• Professional - whether he has certain knowledge, experience in the required area, etc. As a rule, this kind of information is set out in the resume and is easily verified by carrying out a practical task or a situational task.
• Behavioral - how one behaves in basic management situations. This is found out during an interview or during an assessment center, a business game.
• Motivational - what drives a person? It is also found out in the course of the interview using the example of real answers.

An employee should be assessed only after the interview on the desired or undesirable indicators suggested in the manual, or on the performance indicators for each profile.

For an objective assessment, it is necessary to re-read the notes made during the interview. Summarize and classify them, taking into account that many of the information that the candidate told about may relate to different competencies. For an integral assessment, you can use various sources of information - a description of facts from life, their interpretation by the candidate himself, descriptions of other people, the dynamics of behavior during the interview, etc. about the candidate ". If there is not enough information, you need to use the rating "no information".

For example, the degree of mastery of the negotiation skill is revealed. The candidate said that he participated in them in order to conclude an important contract. “The negotiations were difficult, neither side wanted to concede. But, in the end, we managed to make our opponents accept most of the conditions. " This is the so-called incomplete STAR model, in which the element of "action" is missing: it is not clear what exactly was undertaken and by whom. In addition, the candidate used the pronoun "us". What lies behind this and who completed the task remains unclear. Further, the obtained assessment should be correlated with the profile, which is a reference set of skills (competencies) necessary for the employee to perform the tasks before him and a decision should be made on the candidate's suitability. It usually consists of five levels, with the first being the lowest and the fifth being the highest.

A profile is a management tool that can be used to evaluate employees in a particular position and candidates for it. Perhaps - to concretize the strategic goals in relation to this position, to focus the staff on the development of competencies that are priority for successful activities. If you depict a successful profile in the form of a graph, then in the last example for middle managers, the acceptable level of development of negotiating competence should correspond to indicators of at least level 3, and for top managers - only level 5.

And yet … the main application of any assessment model is the irreplaceable inner intuition of a psychologist or a personnel officer. To be convinced of this statement, I propose to check myself by evaluating two guide situations:

• The first situation (nightmare). What would you advise a woman, a mother of 8 children, who was diagnosed with pregnancy, but the term is quite short, if two of her children are blind, three are deaf, one is mentally underdeveloped, and she herself is currently sick with syphilis.
• Second situation. You need to select a senior executive. The decision must be made based on the following information:
• Candidate "A" - is seen in relationships with people convicted of fraud. Constantly consults with an astrologer. Has two mistresses, smokes a pipe and drinks eight to ten glasses of martini every day.
• Candidate "B" - was twice dismissed from service on the initiative of the administration. Has a habit of sleeping until noon. The institute was convicted of using opium. Drinks a bottle of whiskey every night.
• Candidate "B" is a war hero, a vegetarian, occasionally drinks beer, does not smoke, is not seen in any matrimonial relations, is restrained.

And what is your advice and choice? If in the first situation you advised a woman to get rid of pregnancy, then … you just killed Ludwig van Beethoven. And in the situation with candidates: perhaps "A" - Winston Churchill, "B" - Franklin Delano Roosevelt, "C" - Adolf Hitler.

Hyde interviews are a tool to help reveal competence, and intuition is a fairy who reveals secrets.