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行为事件访谈法行为事件访谈法行为事件访谈法简介"行为事件访谈法"（Behavioral Event Interview, 简称BEI），是一种开放式的行为回顾式探索技术，是揭示胜任特征的主要工具。
这是一种结合John C. Flanagan的关键事例法（Critical Incident Technique，CIT）与主题统觉测验（Thematic Apperception Test，TAT）的访谈方式，主要的过程是请受访者回忆过去半年（或一年）他在工作上最感到具有成就感（或挫折感）的关键事例，其中包括：（1）情境的描述；（2）有哪些人参与；（3）实际采取了哪些行为；（4）个人有何感觉；（5）结果如何，亦即受试者必须回忆并陈述一个完整的故事。
在具体访谈过程中，需要被访谈者列出他们在管理工作中遇到的关键情境，包括正面结果和负面结果各3项。
访谈约需3个小时，需收集3至6个行为事件的完整、详细的信息。
因此，访谈者必须经过严格的培训，一般不少于10个工作日这种方法是目前在构建素质模型过程中使用得最为普遍的一种。
它主要以目标岗位的任职者为访谈对象，通过对访谈对象的深入访谈，收集访谈对象在任职期间所做的成功和不成功的事件描述，挖掘出影响目标岗位绩效的非常细节的行为。
之后对收集到的具体事件和行为进行汇总、分析、编码，然后在不同的被访谈群体（绩效优秀群体和绩效普通群体）之间进行对比，就可以找出目标岗位的核心素质。
行为事件访谈法对访谈者的要求非常高，只有经过专业培训的访谈者才能在访谈过程中通过不断地有效追问，获得目标岗位相关的具体事件。
在国内一般的企业当中，目前尚不具备独立使用这种方法来构建素质模型的条件，主要有以下几个原因：一是过去的考核体系不是很完善，很难区分出绩效优秀群体和绩效普通群体。
这对于选取正确的访谈对象以及在不同群体间进行比较等方面难以保证客观性、准确性。
二是需要大量的被访谈者，牵涉面比较广，中小型企业无法取得足够的访谈样本，即使部分企业有足够的访谈样本，也需要大量的人力、财力和物力去支持，这从企业投入与回报的评估角度来说可能不令人满意。
行为事件访谈法-详解(重定向自BEIs)行为事件访谈法(Behavioral Event Interview，BEI)目录• 1 行为事件访谈法简介• 2 行为事件访谈法的优势[1]• 3 行为事件访谈法重点和要素[2]• 4 STAR在行为事件访谈法中的应用• 5 参考文献行为事件访谈法简介"行为事件访谈法"（Behavioral Event Interview, 简称BEI），是一种开放式的行为回顾式探索技术，是揭示胜任特征的主要工具。
这是一种结合John C. Flanagan的关键事例法（Critical Incident Technique，CIT）与主题统觉测验（Thematic Apperception Test，TAT）的访谈方式，主要的过程是请受访者回忆过去半年（或一年）他在工作上最感到具有成就感（或挫折感）的关键事例，其中包括：（1）情境的描述；（2）有哪些人参与；（3）实际采取了哪些行为；（4）个人有何感觉；（5）结果如何，亦即受试者必须回忆并陈述一个完整的故事。
在具体访谈过程中，需要被访谈者列出他们在管理工作中遇到的关键情境，包括正面结果和负面结果各3项。
访谈约需3个小时，需收集3至6个行为事件的完整、详细的信息。
因此，访谈者必须经过严格的培训，一般不少于10个工作日这种方法是目前在构建素质模型过程中使用得最为普遍的一种。
它主要以目标岗位的任职者为访谈对象，通过对访谈对象的深入访谈，收集访谈对象在任职期间所做的成功和不成功的事件描述，挖掘出影响目标岗位绩效的非常细节的行为。
之后对收集到的具体事件和行为进行汇总、分析、编码，然后在不同的被访谈群体（绩效优秀群体和绩效普通群体）之间进行对比，就可以找出目标岗位的核心素质。
行为事件访谈法对访谈者的要求非常高，只有经过专业培训的访谈者才能在访谈过程中通过不断地有效追问，获得目标岗位相关的具体事件。
在国内一般的企业当中，目前尚不具备独立使用这种方法来构建素质模型的条件，主要有以下几个原因：一是过去的考核体系不是很完善，很难区分出绩效优秀群体和绩效普通群体。
行为事件访谈法BEI(Behavioral Event Interview)访谈法，又称行为事件访谈法，是指以获取有关被访者行为事件为主要目的的访谈法。
这是一种结合John C. Flanagan的关键事例法(Critical Incident Technique，CIT)与主题统觉测验(Thematic Apperception Test，TAT)的访谈方式，主要的过程是请受访者回忆过去半年(或一年)他在工作上最感到具有成就感(或挫折感)的关键事例，其中包括:(1)情境的描述;(2)有哪些人参与;(3)实际采取了哪些行为;(4)个人有何感觉;(5)结果如何，亦即受试者必须回忆并陈述一个完整的故事。
在具体访谈过程中，需要被访谈者列出他们在管理工作中遇到的关键情境，包括正面结果和负面结果各3项。
访谈约需3个小时，需收集3至6个行为事件的完整、详细的信息。
因此，访谈者必须经过严格的培训，一般不少于10个工作日这种方法是目前在构建素质模型过程中使用得最为普遍的一种。
它主要以目标岗位的任职者为访谈对象，通过对访谈对象的深入访谈，收集访谈对象在任职期间所做的成功和不成功的事件描述，挖掘出影响目标岗位绩效的非常细节的行为。
之后对收集到的具体事件和行为进行汇总、分析、编码，然后在不同的被访谈群体(绩效优秀群体和绩效普通群体)之间进行对比，就可以找出目标岗位的核心素质。
行为事件访谈法对访谈者的要求非常高，只有经过专业培训的访谈者才能在访谈过程中通过不断地有效追问，获得目标岗位相关的具体事件。
在国内一般的企业当中，目前尚不具备独立使用这种方法来构建素质模型的条件，主要有以下几个原因:一是过去的考核体系不是很完善，很难区分出绩效优秀群体和绩效普通群体。
这对于选取正确的访谈对象以及在不同群体间进行比较等方面难以保证客观性、准确性。
二是需要大量的被访谈者，牵涉面比较广，中小型企业无法取得足够的访谈样本，即使部分企业有足够的访谈样本，也需要大量的人力、财力和物力去支持，这从企业投入与回报的评估角度来说可能不令人满意。
掌握访谈方法英文作文英文：Interviewing is an essential skill for anyone who wants to conduct research or gather information. There are several techniques that can be used to ensure a successful interview. First, it's important to establish rapport with the interviewee. This can be done by asking open-ended questions and actively listening to their responses. It's also important to show empathy and respect for their opinions and experiences.Another important technique is to ask follow-up questions. This allows for deeper exploration of the interviewee's thoughts and experiences. It also demonstrates that you are genuinely interested in what they have to say. Additionally, it's important to be flexible and adapt to the interviewee's communication style. Some people may prefer to speak in a more formal or structured manner, while others may be more comfortable with a morecasual conversation.Finally, it's important to be prepared. This means doing research on the topic or person being interviewed, as well as having a clear understanding of the goals and objectives of the interview. It's also important to have a list of questions prepared ahead of time, but to be open to deviating from the script if necessary.中文：访谈是任何想要进行研究或收集信息的人都必须掌握的技能。
具体介绍一种面试方法英文One specific interview method commonly used in the hiring process is the behavioral interview. In a behavioral interview, the interviewer aims to assess the candidate's past behavior and experiences to predict their future performance in the job.During a behavioral interview, the interviewer asks the candidate to provide specific examples of situations they have encountered in the past and how they reacted. The questions typically begin with "Tell me about a time when..." or "Give me an example of..." to prompt the candidate to share their experiences.The purpose of the behavioral interview is to evaluate the candidate's skills, abilities, and qualifications for the job based on how they have handled similar situations in the past. This can provide insights into their problem-solving abilities, communication skills, leadership potential, and how they fit within the company culture.To effectively prepare for a behavioral interview, candidates should consider common behavioral interview questions and think of specific examples from their past experiences that demonstrate relevant skills and qualities. These examples should follow the STAR method, whichstands for Situation, Task, Action, and Result. Candidates should describe the situation they faced, the task or problem they needed to address, the action they took, and the positive outcome or result that occurred.By utilizing the behavioral interview method, employers can obtain valuable information about a candidate's behavior in diverse situations and make a more informed hiring decision. This structured approach helps companies identify individuals whose past experiences align well with the requirements of the job and the organizational culture.。
采访英语模板作文Introduction:Good morning/afternoon, ladies and gentlemen. Today, we are going to explore a template that can be used to structure an interview in English. Interviews are a crucial part of many situations, from job applications to academic research. Awell-structured interview composition can help you or your interviewee to convey information effectively and efficiently.Paragraph 1: Opening and GreetingStart by setting a friendly tone and introducing the interview. Greet the interviewee and express yourappreciation for their time. For example:"Thank you for joining us today. It's a pleasure to have you here."Paragraph 2: Background InformationProvide a brief introduction of the interviewee, includingtheir name, role, and any relevant background informationthat is pertinent to the interview's context. For instance: "Mr. Smith is a renowned author with over a decade of experience in the publishing industry."Paragraph 3: Purpose of the InterviewState the purpose of the interview and what you hope to achieve or discuss. This could be insights into a particular topic, sharing experiences, or discussing future plans. For example:"Our focus today is to delve into the world of digital publishing and how it has transformed the landscape of literature."Paragraph 4: Questions and AnswersThis is the core of your interview composition. Prepare a series of open-ended questions that encourage detailed responses. Ensure that the questions are relevant andthought-provoking. For example:"Can you share with us the most significant changes you've witnessed in the publishing world over the past few years?" "In your opinion, what are the key skills necessary for success in the digital publishing arena?"Paragraph 5: Conclusion and ClosingWrap up the interview by summarizing the key points and thanking the interviewee once again for their insights. You may also express your hope that the audience found the discussion informative. For example:"Once again, thank you, Mr. Smith, for your invaluable insights into the future of publishing. We hope our audience has gained a deeper understanding of the challenges and opportunities in this exciting field."Closing Remarks:End the interview on a positive note, inviting any final thoughts from the interviewee and signaling the end of the session. For example:"Before we conclude, do you have any final thoughts or advice for aspiring authors looking to break into the world of digital publishing?""That concludes our interview today. Thank you for tuning in, and we look forward to bringing you more informative sessions in the future."Remember, the key to a successful interview composition is to keep it engaging, informative, and respectful of the interviewee's time and expertise. Happy interviewing!。
Behavior Based Structured Interviewing (BBSI) Quick and Easy Reference Tips for the Hiring Manager/Recruiter
Before the Interview 1. Review candidate materials. 2. If assigned, prepare to conduct the Key Background Review to seek relevant information about the candidate’s educational background, work history, knowledge, experiences, and motivations. 3. Prepare the Planned Behavioral Questions section. a. Review the definitions and key actions b. If necessary, modify questions to better fit the candidates knowledge and experience as well as the position c. Determine the order in which you’ll ask the questions for each target. d. Develop additional questions if necessary 4. Estimate the time needed to cover each section of the Interview Guide. (To help stay on track during the interview, record start times at the top of each page in the guide). Time Tips (approximate times) a. Opening: 2 minutes b. Key Background Review: 6 minutes c. Planned Behavioral Questions: 6 minutes per dimension d. Close: 10 minutes
During the Interview
Use follow-up questions to build complete STARs and to turn false STARs into true STARs 1. Greet the candidate, stating your name and position. 1. Explain the interview’s purpose. To make sure you and the candidate get the information needed to make good decisions. 2. Describe the interview plan, explaining that you will: a. Briefly review the candidate’s education and work history (if assigned) b. Ask questions to get specific information about the candidate’s jobs, experiences, and knowledge. c. Provide information and answer the candidate’s questions about the organization and the position 3. Explain that you will take notes throughout the interview. 4. Make the transition to the first section.
Follow-up Questions To Build Complete STARs Situations or Task Questions Action Questions Result Questions
Describe a situation when….. Exactly what did you do? What was the result? Why did you ….? Describe specifically how you did that… How did it work out? What were the circumstances surrounding? What did you do first…..second? What problems/successes resulted from…?
What was the most memorable time when that happened? Describe your specific role in the project…. What feedback have you gotten?
Walk me through the steps you took.. Interview Close 1. Ask any additional questions you believe will help you clarify and complete your notes. 2. Provide assigned information about the position, organization, or location, and ask if the candidate has any questions 3. Ask the candidate what might prevent him or her from accepting an offer if one was made. 4. End by explaining the next steps in the selection process and thanking the candidate for a productive interview.
Post-Interview Data Evaluation 1. Evaluate the data relative to each target Review each STAR to determine if it is complete and in the right target Determine whether each STAR is effective or ineffective Weigh each STAR by considering similarity, impact, and recency. Rate the overall target
NUMERICAL RATINGS 5 Much More Than Acceptable (Significantly exceeds criteria for successful job performance) 4 More Than Acceptable (Exceeds criteria for successful job performance) 3 Acceptable (Meets criteria for successful job performance) 2 Less Than Acceptable (Generally does not meet criteria for successful job performance) 1 Much Less Than Acceptable (Significantly below criteria for successful job performance)
CLARIFYING RATINGS N No opportunity to observe or make an assessment I Incomplete data – need more information 5H Too high – so strong in one aspect of a target as to cause weakness in another or overall
2. Evaluate observable targets. Review your notes and communication observations. Rate the key actions for communications (below) by placing a check mark in the appropriate box for each key action to note whether the candidate’s communication was positive/effective (+), neutral (0), or negative/ineffective (-). Note your rating for communication in the box.
COMMUNICATION – Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message.
+ 0 - Key Actions
Organizes the communication
Maintains audience attention Adjusts to the audience Ensures understanding Adheres to accepted convention Comprehends communication from others
3. Prepare for data integration. Transfer your ratings to the Rating Grid (included with the BBSI Guide). Include your comments so you can refer to them during data integration
