1. Mafer interview;<br />Mafer: Buenas noches estamos con el sr. Carlos Fernandez, Gerente General del hotel piedra de agua, un hotel boutique que se localiza en el centro historico de la ciudada de merida.<br />Vamos a hablar un poco sobre, “ La Entrevista”<br />Hola buenas noches.<br />Carlos: buenas noches,<br />Mafer: OK mas que nada es lago muy sencillo, que requisitos debe de llenar un solicitante para acceder a na entrevista en piedra de agua?<br />Carlos : Pimero que nada llenar el perfil del puesto k estamos solicitando, la siguente cosa importnte es tener sus papeles completos, y tambien traer una solicitud llena, y tener 5 o por lo menos 3 cartas de referencia.recomendacion<br />Mafer: y quien lleva a cabo las entrevistas!?<br />Carlos: primero es el jefe del departamento que solicita el puesto, posteriormente una vez que el lo filta y pasa todas la pruebas que debe de pasar y se verifica si tiene el perfil, y ya despues nosotros como responsables del hotel lo revisamos.<br />Mafer: para el hotel piedra de agua que importancia tiene la entrevista en el proceso de selección del personal?<br />Carlos : es fundamental , sin la entrevista no entra nadie, puede cumplor con el perfil , puede traer sus papeles y cartas de recomendación pero sin la entrevista no entra nadie.<br />Mafer: que información se espera obtener en la entrevista además de la que ya se tiene en el curriculum?<br />Carlos: bueno se trata de buscar un poco mas de información, saber que calidad de habilidades tiene, saber tambien que experiencia tiene, que tan apegado a es a su familia o no, y el tipo de valores, si van alineados a los valores de la empresa.<br />Mafer: bueno que consejos le darías a los alumnos de la carrera de hotelería en a UVM GLION, cuales son esos consejospara que ellos esten preparados?<br />Carlos: lo que yo recomiendo por experiencia es que cuando vayana pedir un trabajo y tengan una entrevista siempre vayan bien preparados, llenar un currículum completo pero sencillo donde describan su experiencia sonde han estudiado, muy sencillo pero completo. La siguente cosa que les recomiendo es siempre digan la verdad, no le agrguen mas que, saben un poco mas de ingles o que tienen mas experiencia o algun curso que no tomaron, porque eso se va a notar en la entrevista, lo siguiente es que lleguen muuy tranilos, bien preparados, piensen bien lo que van a decir y miren siempre a los ojos esten trankilos, y siempre digan la verdad. Es mue importante que hablen de sus valores y que acentuen como y porque van a generar valor a la empresa ¿Por qué la empresa quiere contratarlos? ¿Qué diferencia hay entre contratar a uno de ustedes o contratar a otra persona? Ya que para la empresa es mue importante<br />Mafer: bueno eso seria todo, muchisimas gracias Carlos por recibirnos<br />JOB INTERVIEW<br />Besides of job applications, interview technique is definitely the most common tool that job seekers finds in its way. Not surprisingly, the interviews have generated hundreds of studies over the past 20 years, covering topics such as verbal and nonverbal behavior, personality traits, print management, similarities between interviewer and interviewee and impressions before the interview. <br />Due to the extensive use of interviews to select employees must maximize their potential to identify qualified individuals. Two strategies to make better the interview are 1) structured in a way that is reliable and valid, and 2) train managers to apply the best techniques of the method.<br />Types of interviewsJob interviews vary in two aspects:- The structure <br />- If they are based on experiences or assumptions.<br />Structure.- Unstructured. Does not follow a script or a set order. The questions are not prepared in advance and there is no guarantee to them by the same applicants. The interviewer does not have a rating system.<br />.- Structured. It is based on a preset form. Are more reliable and valid than the first.<br />The importance of structure in the interview is underlined by the fact that this uniformity should minimize the potential for intentional or unintentional tendencies of the interviewer that affect the results. Furthermore, this uniformity should have a lower differential effect on women and minorities and should increase the likelihood that the organization won its defense in case the demand.<br />The second dimension ranging interviews is whether focusing on experience and past performance or hypothetical future conduct. Such interviews can be divided into two types:<br />- Behavioral Description Interview (BDI) in which respondents are asked to actual incidents that have relevant work experience to the position requested. The BDI is based on the premise that the past is what best predicts the future. Example: quot;
Remember your last job and tell me about a time you resolved a dispute with a customer.quot;
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Situational Interview (SI) also seeks to determine whether the applicant possesses the knowledge and motivation to the job, but achieves this goal differently. The questions is to encourage respondents to respond to hypothetical situations they would face in office seeking. Example: quot;
If one of the doctors in his sales territory to ask him to support research and other documents about the effectiveness of a new drug, how would I find information?. Then would qualify the responses to hypothetical questions as to whether appropriate or not for the job.<br />Training as an interviewer<br />Despite the recent optimism about the validity of job interviews, have yet to answer many questions about its effectiveness. For years there have been fears that the accuracy of interviewers vary too, well, it's always in the possibility of their prejudice, since the interviews rely on subjective judgments. The following list summarizes the problems that limit the accuracy of an interview feature. These errors are the focus of many training programs for interviewers.<br />1. The interviewer Spears a lot and reduce the amount of job information obtained from the interviewees.<br />2. Inconstancy of the questions asked of applicants, resulting in different information that is collected from each.<br />3. Ask questions that do not relate to job performance.<br />4. Inability to reassure the interviewee during the session, which makes the spontaneous gathering information.<br />5. Excessive confidence in the interviewer's ability to assess the applicants, which leads to hasty decisions.<br />6. Typify applicants and allow personal preferences to influence the evaluation.7. Be influenced by the nonverbal behavior of applicants.<br />8. Put the same rating applicants in many evaluations, both superior (leniency error), average (central tendency error) or bad (severe error)<br />9. Allow certain features, good or bad, influence the evaluation of other characteristics (halo error)<br />10. Allow the quality of applicants that preceded the current influence their ratings (contrast effect)<br />11. To evaluate the applicant in the first minutes of the interview (the first printing error)12. Favorably evaluate an applicant because he looks the interviewer in some way (like failure to me)<br />In general, well-designed training programs are able to reduce many errors in traditional unstructured interviews, especially when training is done together with a structured interview format. Through training, managers better understand how to ask questions, how to record responses from the applicants and, to some extent, how to become aware of possible trends. Moreover, recent studies indicate that when a trained interviewer takes notes on behavior during the interview, its validity improvement.<br />