Since March 1994, I have really formed an indissoluble bond with the work of being a man. Although he was also the director of the labor and personnel department of a state-owned enterprise with13,000 people, the annual recruitment work is not the same as that of a small enterprise with 3 or 50 people now. What is particularly annoying and annoying is dealing with all kinds of relationships and balancing all aspects, which really makes me gaunt and fat. Finally, on a sunny afternoon two years later, I couldn't bear it anymore and fired this state-owned enterprise that made me gain 25 pounds. It was fun then, but not everyone could feel it.
12 in his later years, in order to support his family and have no other skills, he had to return to his old job and have been engaged in human resources work that he did not want to do. I have worked as a Commissioner, secretary, manager, minister, professional hunter, general manager, consultant and trainer, and have been abroad and abroad, but I have never left the circle of human resources. Its bitter and sweet, only you can understand.
One day, an old bad friend said to me, God, with your experience, you can also write something and share your experience with your peers, whether it is bitter or spicy. ? So I had the idea of writing something. As for what to write, it is very difficult. In the end, it was the reminder of an old friend that decided the theme.
Every year in March and April, it's time for corporate executives to get scared and fire their employees, right? Professional manager? When children are selling themselves and raising their prices, it is also bosses and professional managers who put on a show together? Tell that to the judge. When it's fun. ? Professional manager? They have a relentless cycle with the boss? If you are thirsty for talent? Formed a demand and formed a market. Recruitment and interview have become the daily work of human resources department. As a result, there are complaints from HR people, endless complaints, leading to countless jokes and endless troubles of bosses.
Why can't you always pick out talents?
At a student gathering, a student who is the director of human resources in a famous private enterprise in Chongqing asked me a very practical question: any enterprise hopes to have excellent talents to join, and my group company is no exception. However, after a series of recruitment, screening, preliminary examination and re-examination, we finally found that the talents we found were not the most ideal. What is the reason? ?
With this question, I participated in the whole process of their one-week recruitment interview. Find:
1. The interviewer asks a few basic questions with common sense, and then feels it.
When I asked an interviewer why you hired A instead of B, he actually said A was better looking than B.
2, toss, toss over and over again.
Recruiting an international business manager requires seven re-examinations. The first is to recruit supervisors, human resources managers, human resources directors, international business managers, executive vice presidents, group management consultants, and finally the president meets. The management consultant was ingenious, held a situational interview and set up an international business reception in a five-star hotel for three candidates to perform. A group of people tossed the applicant back and forth n times, but they still couldn't make up their minds.
3. Interrogate prisoners for interviews.
In reality, interviews with prisoners can be seen everywhere. Interrogation interview is generally used to deal with some ordinary post personnel, and the effect is barely acceptable, but it is difficult for middle and senior managers with high IQ and high EQ. In the interview conference room, five or six blank-faced interviewers smoking cigarettes sat on one side of the oval conference table, each holding a form. There is a chair and a paper cup on the other side of the table. The conference room is poorly ventilated and full of smoke. In the first and second interviews, the interviewer has been communicating with the candidates by asking questions. Ask everything from name and age to married children, from personal life to work experience, as long as you can think of it. In this kind of interview, my heart is extremely cold.
The interview procedure is mechanical.
Inexperienced and responsible interviewers just regard the interview as a procedural question, and then the candidates answer the questions mechanically, and then they chat with each other for a while, and the interviewer orders them to leave. It is really strange to be able to ask the substance at such a straightforward and embarrassing interview site. In the whole interview process, candidates either prepare their lines in advance or answer questions in a self-protective way, so it is impossible for them to take the initiative to answer questions publicly. As a result, it is conceivable that, as an interviewer, he has little feeling for the candidate except the appearance, but he is vague about the important inner thoughts and basic abilities. In the end, you can only choose one based on the interviewer's own likes and dislikes, so the interview will lose its meaning, and the boss will be sad and the talent will be sad.
How to interview employees?
Usually, the interview procedure of an enterprise is like this:
1, the initial test of human resources department: mainly to master whether the basic quality of the applicant meets the employment requirements of the enterprise;
2. Professional interview of relevant professional departments: mainly to master whether the professional quality and skills of the candidates meet the requirements of the employer;
3, key positions and middle-level cadres, generally add 1, 2 interview procedures, senior leaders interview.
Here, I will talk about some experiences and experiences on how to do a good job in interviewing key positions and middle-level and above cadres. My experience can be summarized as: one lecture, two lectures, three questions and four answers.
Chat: Who can talk? About what? How long are we going to talk?
Who will say? Interviewer interviews.
About what? Talk about the content related to the recruitment position.
How long are we going to talk? Three minutes is enough.
When the interviewer faces the candidate, he should briefly describe the general situation and development prospect of the company in a few words. Because the development and changes of the company need more talents to join, it is logical to describe the reasons and significance of recruiting people. Further, you can specifically introduce what new employees need to do, to what extent, and even say what treatment they will get if they do. In short, in the interview of key positions in middle and high level, it takes about two or three minutes to tell the applicant the current situation and development prospects of the enterprise and the relevant elements of the recruitment position in the shortest time. Through this kind of chat, there is no need to ask questions, and the candidates will also have a buzz. It will not only save the interview time, but also give the candidates the maximum information.
Many times the interviewer asks questions as soon as he comes up, sometimes the questions are very big. Candidates often don't know how to answer or what to say. They can only talk aimlessly according to their own understanding As a result, they talked a lot, but the interviewer didn't hear what they wanted to hear. They listened to a big basket without a point, wasting both sides' time and failing to achieve their goals.
Chat interview focuses on chatting, which is different from talking. Chatting is an informal conversation between two or more people; Chatting is carried out in a relaxed, democratic and equal atmosphere in a small area, which is very natural and pleasant. Candidates can relax physically and mentally, and it is easy to show their true level. Being too formal will make candidates feel uncomfortable, think you are particularly fake, bureaucratic and even disgusted.
Lecture 2: Who will speak? Say what? How long will it last?
Who said that? Of course, the applicant said that.
Say what? Tell yourself the position you are applying for.
How long will it last? Three minutes is enough.
Although the interviewer didn't ask anything or ask any questions during the interview, after listening to the interviewer's brief chat introduction, the applicant will immediately search for something related to what the interviewer talked about in his mind, and express his most suitable and relevant content selectively and in the way he thinks best.
The psychological state, unequal psychological status and asymmetric information between the applicant and the interviewer determine that the way the applicant expresses himself is telling, not chatting or other ways. This is also because applicants are generally eager to show their talents and qualities suitable for this job, and are in a state of expressing their psychology, so it is impossible to talk calmly. If the candidate can talk with the interviewer easily, it means that the psychological quality of the candidate is particularly good, or the psychological advantage is particularly obvious. This is generally a senior manager who has been in the workplace for a long time.
This speech of the candidate is the most critical part in the application process, because the interviewer can see the basic connotation, professional experience and resource background of the candidate, and more importantly, know the total amount of knowledge, thinking width, speed, depth, accuracy, language organization ability, logical ability, generalization ability, simplification ability, adaptability and so on, which are difficult to reflect in resume, written test and test. Even if the interviewer has seen the experience, qualifications and background when browsing the resume in the early stage, watching what he wrote and listening to what he said are two completely different test angles. Experienced interviewers will basically have a clear view and a close judgment based on the above three-minute statement to the candidates.
If it is a traditional simple mechanical question-and-answer interview, it will not have the above interview effect at all, and it will not have any good effect at all. Because of the prisoner's dogmatic interview, both the interviewer and the candidate will feel nervous, and both sides will feel both offensive and defensive, so their psychological activities are in a state of confrontation, not cooperation. Imagine, if the two sides are in a state of non-cooperation, how can there be a good interview effect? Therefore, the art of interview lies in whether the interviewer can coordinate the psychological activities of the candidate at that time with his own, so that the two sides are in a state of benign interaction, rather than mutual conflict and contradiction.
When the candidate makes a 3-minute presentation, the interviewer should listen carefully, give encouragement and affirmation with a smile from time to time, and remember not to interrupt the candidate's presentation easily. First, the topic of the candidate's statement will be interrupted, which will deviate from your new question and throw away the important content related to the job that was originally prepared; The second is to extend the interview time, increase the interview cost, further affect the appointment time of other people waiting for the interview, resulting in the delay and waste of the overall interview time.
Three questions: Who asked? Ask what? How to ask?
Questioner: The interviewer asks questions.
Ask what? Ask the key points and contradictions.
How to ask? Hard and soft, ask obliquely.
In any case, the interviewer should be patient and listen carefully to the candidate's statement for about 3 minutes, because our interviewer often opens a new topic after listening to the statement. For candidates who are still chattering after 3 minutes, the interviewer can remind candidates to end their statements as soon as possible by looking at body language such as watches or goodwill.
After the applicant's presentation, the interviewer should take the initiative to ask questions. What should he ask? Don't ask trite questions, don't ask questions that have been answered in your resume, and don't ask questions that have been clearly stated in the written test and the three-minute presentation just now. Otherwise, the candidate will think: Is it clear in my resume? 、? Did I make myself clear just now? , why do you ask? This leads to a very destructive question in the next interview: who is interviewing whom? Candidates will doubt the interviewer's ability and level. What should I ask?
1. Ask some questions that the interviewer should know but are not described in the resume, written test and 3-minute presentation;
2. Ask about the contradictions in the applicant's statement and resume;
3. Ask the facts stated by the applicant and the contents reflected in the resume that are not suitable for the position.
In short, attack its shield with its spear, ask questions about the applicant's own contradictions, and see how the applicant answers.
How to ask questions? The tone and way of asking questions should also vary from person to person. For straightforward and cheerful candidates, you can ask questions more quickly and directly. For introverted candidates, you can be more tactful, but in any case, you can't attack and hurt candidates, nor can you treat them with lessons. No matter how you ask, the question should be soft and firm, straight into the song and beat about the bush. Only by asking about joints and contradictions can the interview be effective. Because one is to supplement the key information you need to know, the other is to look at the applicant's adaptability and defense ability in answering contradictory questions, and there are problems beyond their ability, such as integrity issues and the problems behind them.
Four answers: Who answers? Answer what? How to answer?
Who answered: the applicant.
Answer what? Answer the questions raised by the interviewer.
How to answer? Provide the information and content that the interviewer wants to know.
When the candidate is moved by the interviewer, the answer is the key. As the saying goes, only high-level questions can lead to high-level answers. The interview really reached its climax at this stage. The applicant's ability to deal with contradictions, talent and charm are all in this short answer. And the confrontation between the two sides really began. If the candidate answers the question clearly, he can go on to ask the next question; If the question has flaws, you can continue to ask questions about the flaws; If the candidate is embarrassed or sweaty, it means that the candidate may have problems or secrets on this issue. As an interviewer, you can give up this question, don't pursue it, change a relaxed topic appropriately, and give the candidate a step down. Remember that at this time, both sides are equal and choose from each other. The interviewer is neither a judge nor a judge, as long as he knows the problem.
In the actual question-and-answer session, after answering the interviewer's questions, the candidates will also take the initiative to ask the interviewer questions, and the questions asked by the candidates are generally related to salary, vacation mode, work and rest time, business process, or the relationship between positions, company background, competitiveness of competitors, etc. In the face of the examinee's rhetorical question, as an interviewer, we should answer positively and realistically, but we do not rule out the artistry of the answer.
The overall time for interviewers and candidates to ask and answer questions is less than 4 minutes.
As soon as the expert reaches out, he will know whether there is one. The total time for interviewing applicants is 10 minutes. Too little time, the interview is ineffective; Too long time will increase the interview cost and reduce the interview effect. For obviously unsuitable candidates, you can end the interview within 5 minutes, but be polite.
Three main points of interview
1, treat early in the morning
Generally speaking, the first thing a candidate pays attention to is the treatment of the position he is applying for, the second is whether there is room for development, the third is whether he is qualified for the position, and the fourth is whether he feels suitable.
In reality, many companies have committed serious egoism in the recruitment process. According to the job advertisement of worry-free future, I called many times to ask about relevant recruitment matters. When asked about the salary, the person in charge of the recruiting unit is always evasive. This should be discussed with the boss? 、? It depends on your ability and what contribution you can make to the company. 、? We are flexible. Let's talk, shall we? Wait a minute. Candidates are all very smart. They know that an enterprise's salary system is systematic and has its own salary ideas and methods. It is unlikely that you can destroy the operating system of an enterprise for one person, unless you recruit a general manager and president, and wait until you take office. If you don't make it clear, the candidate will think that you are faking and beating around the bush on the salary issue. Many enterprises only ask questions about job requirements when recruiting, and the standard questions remain silent about the salary and treatment of the position. It also left a bad impression of dishonesty on the candidates. Some good practices are to inform candidates in the first round of interviews and even in job advertisements. Don't think it's tacky, but you are responsible for the applicant and yourself.
Look at people's faces first, then listen to their voices.
Experienced interviewers basically judge whether a candidate is the person they want within 3 seconds before the interview. Judging from the applicant's manner, appearance, walking, sitting posture, clothing and other aspects, it can be judged that it is close. Specific criteria, on the one hand, is the accumulation of experience, because the interview is the art of three-point technology and seven-point experience; On the other hand, we can read two books, Ma Yixiang's method and Zeng Guofan's art of war, especially the latter, which is a good book from practice.
If the interviewer asks the candidate such a question:? Talk about how you do this job well. ? How much sales can you achieve? ? Can you give me a plan first? What can you do for the company? How big is it? ? How do you want the company to develop itself? ? There are only two possibilities: either the interviewer has no experience and interview skills, and belongs to the category that does not understand human resources work at all; Either there is another attempt, hoping that by talking about your ideas and your views on work, he can brainstorm; Or let you come up with a plan in three days. He asked many candidates to take this plan, and the purpose is self-evident. We should be wary of such applicants.
It's common to meet someone who blows his own horn in an interview. This kind of person will often tell you stories that sound beautiful but can't be done, such as how many abilities he has, how many resources he has, and how many sales tasks he can accomplish. There is only one way for such people: no, such candidates are either cheating or crazy, which is very destructive to enterprises. This kind of foreign monk doesn't understand the internal situation of the enterprise at all, and it's still a trivial matter to mispronounce the scriptures, which attracts the phoenix and leaves the pheasant in great trouble.
How to judge a person's practical operation ability is a question that many HR often ask me. In fact, it's very simple. Just look at what he has done, what he has done and how he has done it. What did you do to judge his experience, what did you do to judge his ability and what did you do to judge his way of thinking. These can be confirmed by resume, interview and proper background investigation, instead of listening to him say what he can do in the future.
Interview point 3: No? The best?
Six years ago, a listed company in Chongqing acquired a medium-sized manufacturing enterprise with more than 500 people in other places and needed a chief financial officer, so it entrusted a headhunting company where I used to work to recruit for it. According to the requirements of the company, select 12 qualified candidates nationwide. Three months later, after a series of actions such as interview, two-way investigation, sexual orientation test and background investigation, there were finally four qualified candidates to choose from. Who should I choose? Any fool will know the answer: choose the first place. The practical experience is: not the top two, but the third. At the insistence of the headhunting company, the company chose Mr. Li, who ranked third. It has been six years, and Mr. Li is still the chief financial officer of the company. The chairman of the company spoke highly of him. Why did you choose this way? There is a reason for this.
First of all, all talented people are fighting for it. You are not the employer who offers the starting price. When you admit the top two to the enterprise, the enterprise will give him a probation period of at least 3 months. Many times, the enterprise unilaterally thinks that I am trying you out, and I am testing you. You should work hard and behave well. In fact, what is overlooked is that candidates are also testing water companies. During the probation period, the opportunity cost of both parties is not very high, and anyone can fire the other party, not just the enterprise.
Second, there will always be many opportunities for excellent talents. Not only you but also other companies will take a fancy to him. During the probation period, he rides a donkey to find a horse, and many opportunities wave to him. He will leave you at any time. When you think of the people in the middle, it turns out that those people have just got a new job or are unwilling to move any more, and they are drawing water with a sieve.
Third, people who rank before * come to work in the enterprise soon, and soon have the intention to go. Because they will soon find many negative things in the enterprise, and what they saw and heard before they came in is good. What I saw when I came in was completely true. What if you meet one or two more liars or jealous people? Bird man? It is even more unbearable. If there is an opportunity outside at this time, he will naturally leave soon.
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