These factors are the main reasons why I don't hire you.
1, domineering
During the interview, you were arrogant and aggressive, feeling that I was the applicant and you were the interviewer instead.
When I asked how to improve the company's training system, you told me that the company's training system is already perfect, and you don't need to improve it at all.
When I asked you if you had developed training courseware, you told me that our company's training courseware was well developed and there was no need to develop it again.
You said that your orientation training for new employees includes corporate culture.
When I asked you how to cultivate corporate culture, you told me about the company profile and company philosophy. I asked you if the corporate culture is these aspects, and you definitely told me that the corporate culture is.
In these respects, when I corrected that corporate culture should include material culture, institutional culture, behavioral culture and spiritual culture, you said that your training courseware included these contents, but my words declined.
When I asked you about your expected salary, you told me that you always talk about salary when interviewing others. You asked me to set the salary directly according to your performance, and you said that you believed I could set an ideal salary level for you.
When I ask you to ask me a few questions, you rephrase the questions I ask you, let me answer them, and shake your head and legs while asking.
Don't be arrogant in talent and ability. When facing the examiner, be modest, not overconfident and not aggressive. You didn't do these things. That's one of the reasons why I don't hire you.
2. Lack of post self-learning.
Sorry, I can only think of these seven words to describe you, which is also a subjective description, because I really can't think of any words to describe you.
You said you had several years of recruitment experience. When I asked you how to screen resumes, you told me that anyone who submitted resumes would call for an interview, so that you can always recruit the right person.
When I ask you that someone's resume provides little information, it can be seen from the resume description that this person may meet the requirements of the company. What do you do? You asked me to call this person directly for an interview. When I asked if I had thought about getting to know this person by phone first, you saidno. You will know whether this person is suitable for the requirements of the company after you come for an interview.
I asked an employee who was absent from work for three days in a row. Your company has no absenteeism system. What do you do? You said to terminate the labor contract directly. Did I ask the employees to apply for arbitration? The company may lose money. You must tell me that you won't lose, because employees can terminate their labor contracts after three days of absenteeism.
Through the interview, I feel that you lack post self-study. You think what you have learned in the company is correct, but you have not thought about its rationality and legitimacy, nor have you thought about perfecting your job knowledge. When you bring these experiences to our company, it is more tiring to correct your habits and experiences than to bring a new person. That's one of the reasons why I don't hire you.
There are too many false elements in resume and interview.
In resumes and interviews, exaggeration and adaptation are also allowed, provided that the examiner does not find it. Under normal circumstances, it is difficult for the examiner to find exaggeration in adaptation. But don't exaggerate or provide too many false ingredients.
In your self-introduction, you said you were interested in recruitment and training.
Very proficient. According to your resume, you worked as an administrative specialist in one company for the first year, and then worked as a personnel administrative supervisor in another company for more than one year, reporting directly to the general manager. This company was established shortly before you went, and I
I asked you how the human resources system was set up, and you said that the company's human resources system was sound. I asked how the training work of the whole company started, and you said that your Commissioner was in charge, but you were not responsible. I asked: You said
You are proficient in training. Where is this proficiency? You said you were in charge of new job training. In the following question and answer, I learned that the courseware was made by his Commissioner and implemented after the approval of the general manager. And you are only negative in the training system of the whole company.
Responsible for the training of new jobs.
You said that you worked as a training specialist in a group company, and
And you are the only person in charge of recruitment. I've been asking you questions, and then I changed my mind to say that I'm a recruitment specialist of a subsidiary company, and finally I'm a personnel specialist of a subsidiary company. Throughout the interview, you
Maybe I don't know why I keep asking about your work unit and position. Because this group company just called me and invited me to be a hiring manager, I still know a lot about the basic situation and organizational structure of this company.
Solution.
You said that you worked as a personnel specialist in your last company and were familiar with all modules of human resources. In my understanding, I found that your position is just a personnel clerk, cooperating with other commissioners. During the interview, you repeatedly covered up this reality.
When the cover-up truth is uncovered and the false elements are discovered, generous admission will at least not leave a bad impression on me, but you are still covering it up, which is one of the reasons why I can't hire you.
Step 4 brag
In the interview process, boasting is the least valued, because as long as you study hard, everyone will explain the theory, but the hard part is your own actual operation.
When I saw you as the personnel administration manager in your last company,
I told you today not to use the interview aspect. Let's communicate with each other. From the chat with you, you told me how to improve the training system, how to establish the salary system and assessment system, and how to develop the enterprise.
Industrial culture construction, etc. When I asked you about the actual operation, you were still talking about theory. From beginning to end, you answered some of the details I mentioned with a big and wide theory. Finally, how many people are there in your company? The personnel administration department has.
A few people, you told me that there are nearly 100 people in the company, and you are the only one doing personnel and administration.
What I need is a Commissioner or supervisor who can do things under my command, not a Commissioner or supervisor who has been talking about theory but doesn't know how to operate it. That's one of the reasons why I don't hire you.
Second, the auxiliary reasons
Auxiliary factors are not the factors I passed on directly to you. Under the same conditions, I will also compare the comprehensive performance. Or I can't hire you because of all the auxiliary things.
1, not on time
On the phone, our department Commissioner arranged an interview time with you and repeatedly confirmed whether you could come for the interview on time, but even so, you still couldn't come for the interview on time, and the reason for not coming on time was never mentioned. For you who are not punctual, I put a question mark on your resume.
2. Resume factor
When we arranged the interview by telephone, we specially asked you to bring your resume, but you forgot to print it for various reasons: time was too tight; There is my resume on the website; Why do you have to fill in the company's application registration form when you go to the company for an interview? It's no use bringing your own resume. ...
You have been working for three or five years. Give me a resume that you didn't graduate from college. When I ask why, I don't like doing new things and I can't do them. ...
You go to the interview without even reading your resume. I can't imagine how to ask other candidates for resumes if you come to our company.
Step 3 be nervous
You have been a recruiter and a training specialist, but you are always nervous during the interview: your voice is vibrato, your arms and legs are shaking all the time, and you are always evasive when you look into my eyes. ...
Nervousness is understandable, but I can't understand being so nervous as HR to apply for a job.
4. Emergency treatment
I didn't tell you the company and position before the interview. After I ask the questions, I ask you to ask me some questions. You asked directly about the salary and benefits of the recruitment position, and then there were no other questions.
As an applicant, I should have a lot of questions to ask me, not to say that there are no other questions except welfare benefits. Do you want to know the details of the company, the position, etc? This made my impression of you plummet.
5. Half-hearted during the interview
There is a brochure of our company on the desk in the reception room, just to let some candidates know about the company before the interview, but during the interview, you answered my questions while turning over the brochure, and you didn't realize it until I kept staring at it, so you put it aside.
When someone passes by outside the reception room, you always turn your head to look at it and then answer my questions.
I'm afraid of being half-hearted in the interview, but you didn't notice the problem. Based on this, I don't give you a high impression.
6. Answering questions is too concise to grasp the key points.
When introducing yourself, just tell me your name and how many years you have worked. In less than a minute, or even less than half a minute, the self-introduction is over. Asked about your work experience, you told me that you worked for several years, did recruitment training and then disappeared.
"The six modules of human resources are interrelated. What is your understanding of the relationship between them? " You told me that this is an interrelated relationship. Ask again. Do you have anything to add? A: No. ..
Answering questions should be concise, fluent, organized, logical, and to the point, but you didn't notice these, only grasped a concise element, which was too concise.
7. Other details
After filling out the application registration form, just throw away the desk and pen, and you won't do it until I tell you to put it back. After the interview, I will put my chair back and open the door of the reception room. You can move the chair and walk out of the door. When our human resources specialist is working, you get close to her computer and check her computer contents. ...