Divided into four parts, the first part is a typical problem; Second, the principle of answer; The third part is an example of answering questions. The last part is the answer to difficult/vague questions.
Typical problem
1 Who wants to know about this?
What do you want to know?
3 Why do you want to know about these situations?
Why do you want to know these things from me?
These opinions should be the opinions of the leaders, not mine.
Is it risky for me?
Will I benefit from it?
How to answer?
1 Briefly explain the purpose of the interview.
2 specify what information we need (for example, if possible); Let the interviewee know the time required for the interview.
3 Explain the background of the project
Ensure that the interviewee can provide reliable and necessary information, explain the importance of the information he provides to the interviewee, and appreciate his rich professional knowledge.
five
If necessary, assure the interviewee that we will not disclose any conversation.
7 If possible, provide the respondents with information such as survey results.
example
1 We are consultants of * * * * consulting company. The main purpose of our interview with you is to obtain information related to your work. Your information is very important to us.
We need to know the nature of your post, your ability and quality, professional skills, work content and workflow. This interview will last about an hour.
The list was chosen at random. Interviewing you is part of our work.
We will also consider the opinions of the leaders. In today's interview, we want to know your thoughts.
6 This project will design an incentive-based performance management process based on the principle of * * * * * * * * * * * * * *. /We guarantee that our interview is about things, not people, and the interview content is only communicated within the project team of * * * * * *. If you want to extract information from the company, it will be submitted as a whole, and no personal information will be fed back. Secondly, your interview has been reviewed and approved by your company. Please rest assured. /As far as our project is concerned, there will be no change of position.
If this project is implemented, it will involve your personal interests. In order to design a fair and just management system, your information is very important to you.
Other difficult/vague questions
In the face of such questions, you can take the following ways to answer them appropriately:
I can't answer your question at the moment. I have to discuss it with the project team and then decide/I have to ask our project manager/director.
Part two: interview skills.
I. General rules:
What matters is our mentality and position. Six people a day is an approximate number. Don't compress the time forcibly, but ensure the quality. The daily figures can float.
Three to six don't ":
Three elements:
1, dominant scene, good at guiding;
2. The speech speed is well controlled;
3. Who will write clearly;
Six don't:
1, don't be too active;
2. Don't be embarrassed;
3. Don't help yourself to a conclusion;
4. Don't put the interviewee's status too high at the beginning, such as "Your information is very important" (this is an expert opinion, which is not consistent with McKinsey's and has reservations);
Don't use the word "possible" when introducing ideas.
6. "Ask me anytime"-redundant
Second, some rules corresponding to the interview questionnaire structure.
1, introducing the questionnaire:
Questionnaire structure: five parts: professional information, work content, responsibility scope, work flow and work characteristics. Among them,
A. the purpose of the position
Make it as clear as possible in two sentences.
If you can't figure it out, you can ask, "Can you do without a job? Substitution? " . If the answer is no, then the reason for the negative is the purpose of this position.
B. Work content, percentage of time, work connection, key measurement standards, main abilities and qualities required to complete the work content, and importance.
It is more appropriate to fill in the work content and standards with columns.
Time percentage: the overall average level over a period of time.
Work connection: which departments and posts are mainly connected with?
Key measures: From your personal point of view, what indicators should you use to measure the quality of your work?
Ability and quality: 5-6 items in total, and 3 ability and quality elements can be filled in for a single item.
Importance: relative importance; Has nothing to do with the percentage of time.
2. Scope of work responsibilities
The second item, information, (for example) "can be instructions, documents, notices ..."
3. Workflow
Before and after refers to "work content", and then refers to the first column "task name" in "workflow analysis".
Objective: To design a performance management system and process.
4. Characteristics of this job
Don't explain or ask questions in a way that shows your shortcomings. For example, "What we didn't cover in the questionnaire". But: What ideas did you not say after the interview?
Objective: Speak freely and get some uncertain information.