How to avoid the psychological trap of interview in HR recruitment

Most managers have fallen into the interview trap to some extent in the past, but this does not mean that they are competent. In fact, in the interview process, the manager and the candidate are in face-to-face contact and constantly influence each other; Every move, every word and deed, and every smile of the candidate will repeatedly inspire managers' emotions, feelings and values. On the other hand, in the interview process, candidates are constantly stimulated by managers' behavior and make various reactions that they cannot completely control. In this interactive process, those experts who apply for jobs can use some behaviors to guide managers into the interview trap. Trap 1: Bad news travels fast. In the recruitment interview process, managers tend to believe negative information and reduce the weight of more positive information after listening to the candidates' statements. For example, the applicant explained that he quit his last job because he liked a taciturn boss and wanted to find a more challenging job. Managers will have an impression in their minds that the candidate is not good at cooperating with introverts, but ignores his attitude of pursuing greater challenges. The above phenomenon is consistent with the saying that good things don't go out and bad things spread thousands of miles. People are deeply impressed by negative things and are interested in learning more. However, in the recruitment interview, this phenomenon will make managers biased when doing hiring decision. Trap 2: Psychological research on large-scale symphony effect points out that people's ability to remember information is closely related to the timeliness of reception. At the beginning of the interview, managers will be influenced by preconceived effect, and they will better remember the interview content. Then, his memory will gradually decline, until the end of the interview, recency effect began to take effect, and he was deeply impressed by what he finally heard or happened. It seems that when listening to a large symphony, some listeners will focus on the beginning and end, but are not familiar with the middle part. Therefore, if a candidate knows how to make more efforts in opening remarks and comprehensive speeches, his chances of making a good impression will be improved. On the contrary, those candidates who step by step and perform well in the middle, but return to mediocrity before the end, may be rated as mediocrity by managers. Trap 3: Managers have swords in their hearts. Investigation and study found that many managers have an ideal candidate image in their hearts, or call it typical. They may subjectively think that candidates must be tall to have strength, beautiful to have wisdom and eloquent to eat everywhere. Then, when they meet a tall candidate, managers will intentionally or unintentionally dig out strong evidence from the candidate and accept some irrelevant events. This phenomenon can also be called halo effect, while martial arts novels call it sword in mind, which means that a great warrior doesn't have to have a sword in his hand, as long as he has a sword in his heart, he can hurt people hundreds of steps away. Managers often have swords in their hearts. If he thinks that there is no wisdom without beauty, then it is difficult for a mediocre candidate to break through this model and prove his wisdom. Some managers are typical in their minds. In the process of recruitment interview, they will focus on some details that he subjectively thinks should be related to work performance or ability, rather than objectively evaluating an applicant's work ability. Trap 4: Off-line kite phenomenon Some managers like to talk to candidates about things unrelated to work, such as hobbies, methods of disciplining children, and current affairs analysis. Unless the candidate's future job is related to these contents, managers are wasting their time. Especially those managers with less experience, he will lose the direction of the interview because of too many rumors, give the candidates a chance to talk nonsense all over the world, float around like a kite, and even move the interview around and develop in the direction they like. At the end of the meeting, people who can talk to managers are dominant, while people who have interesting conversations are compared. In fact, if managers only want to know about the life of candidates outside of work, they should make good use of the time before the interview and carefully read the personal data form filled out by candidates, rather than knowing it during the interview. Trap 5: Good eyebrows and good appearance. Each applicant has different personal characteristics, such as height and fat hair. Although some managers say no, they unconsciously judge a book by its cover. This has a big problem. If several managers attend the recruitment interview, their likes and dislikes of personal characteristics will lead to differences. It is difficult to obtain objective criteria to evaluate personal characteristics. Moreover, if characteristics (such as beauty and appearance) have little to do with job performance, managers will naturally not help find suitable employees by intuitive selection. Some jobs may require job seekers to have certain personal characteristics, such as height and weight. These conditions usually set a range so that managers have excluded those who do not meet the requirements in the initial screening. Therefore, in the interview stage, managers should stop paying attention to these projects that cannot set objective evaluation criteria. Trap 6: the phenomenon of blind people sitting in the market. During the interview, some managers will record the contents of the applicant's obstetrics in order to deepen their memory. When they take notes, they usually make two mistakes. First, after asking questions, managers concentrate on listening and write down the candidates' answers. Their eyes tend to stay on the record sheet instead of looking at the candidates' answers. Many candidates who have received interview training have already prepared standard answers in their hearts to answer various questions. When they recite the answers, body language will tell people that they are not telling the real experience in their hearts. Therefore, the manager must look attentively, don't just listen and watch like a blind man, but observe the reaction behavior of the candidate wholeheartedly to confirm the content of his speech and check whether the two are the same. In addition, if the manager only records the contents of the candidates' speeches and ignores their behaviors, it will be difficult for him to distinguish the actual performance of those candidates whose answers are not far apart when he looks through the records after the interview. At that time, he had to make a decision by impression. Trap 7: It is easy to discuss with the same voice. Some psychological studies have pointed out that the similarity in attitude and race between managers and candidates is related to the results of recruitment interviews. If the manager thinks that the candidate has the same attitude towards others or comes from the same race, he will tend to make a higher evaluation and suggest paying a higher salary. Experienced candidates will take advantage of this situation to raise their prices. When he found something similar to the manager, he guided the conversation to focus on the topic. After winning the manager's favor, he can improve his requirements without worrying about affecting his chances of being hired. Trap 8: Making decisions based on gender impression When selecting candidates, managers will not only consider personal ability, personality, experience and other factors, but also tend to make decisions based on personal impressions of work. If the manager thinks that most secretaries in his company are men, he may have the impression that men are more suitable for secretarial positions in the company. This kind of personal subjective understanding does not necessarily come from values, but mainly from the conclusions drawn by managers through observation, which forms a kind of gender discrimination. Psychological research has found that managers and candidates are of the same sex, which has little influence on the selection results. His gender impression of the job is a factor that prevents the manager from objectively evaluating the candidates in the interview. Therefore, many people think that men are qualified for sales promotion and women can be secretaries, mainly because managers have a preconceived impression when selecting talents and are unwilling to recruit candidates of the opposite sex, so it is naturally difficult for them (or them) to have a chance to perform. Trap 9: it is difficult to score at will. Because the recruitment interview is not often conducted, there is little preparation before the interview. They ask questions at will without any planning or organization. The survey found that the scores they gave candidates would be very high and the distribution of scores would be very narrow, so the accuracy would be questioned. In addition, if the manager uses the prepared interview guide, his scores on the candidates will be a little scattered, so he can better distinguish between suitable and unsuitable candidates. They often give stricter grades than those managers who have no interview plan. The narrow distribution of scores has caused a problem, that is, it is difficult to screen candidates. Managers have to think repeatedly and interview repeatedly, which wastes working time and may not be able to select suitable candidates. Managers interview according to the interview outline, so their scores of different candidates can be used for reference by other managers, saving the time for re-examination. With a clear understanding of the above interview traps, managers can evaluate their own shortcomings in a targeted manner, and then use the behavioral descriptive interview process to correct them.