We divide the interview into three stages: before, during and after the interview. According to these three stages, look at the methods, steps and precautions in the interview one by one. First, before the interview. The most important thing before the interview is to clarify the purpose of the interview. In other words, what information does the interviewer hope to get from the interviewee through the interview? For example, the goal of the project is to evaluate the existing R&D process of the enterprise and propose optimization and improvement schemes. Based on the goal and scope of the project, we can determine that the information we need to obtain in the interview includes: 1. What is our current R&D process? What is the main process? 1 What are the processes? What are the secondary and tertiary processes? Horizontal process; 2. What roles are involved in these processes? What actions does this role post in the process? What responsibility do you assume? 3. What are the problems in the upstream investment of each link of the process? Is the output of each link to the downstream sufficient and accurate? 4. Is the process execution efficiency in line with expectations? What are the reasons for meeting expectations? 5. What is the understanding of the process at all levels? 6. How much do all levels know about the problems existing in the process? 7. What are the requirements for future process improvement at all levels? 8 ..... According to the purpose of the interview, sort out what information we need to obtain, find the right interviewee (the interviewee) according to this information, draw up an interview outline (to help the interviewee make clear the contents involved in the interview and avoid omissions), and make an interview plan (including interviewee, interview time, interview place, interview order, etc.). ) and coordinate the internal resources of the project team to implement the interview plan. All the preparations before the interview should be reflected in the interview plan, and there are some experiences for reference in the formulation of the interview plan: 1. The integrity of the interview plan. The interviewer should arrange the whole interview plan very clearly, and must avoid "half-pulling" and do half-leaving; 2. The requirements for the interviewer are clear and definite to ensure the quality of the interviewer. The consulting project involves multi-party cooperation. Even if the mature employees of customers are in charge of this field, both the consulting itself and the working methods of consultants are in a running-in state. The interview plan should clearly list the requirements for the interviewer, such as: more than 4 years of service, more than 2 years of continuous work in this position, and very familiar with the business. In this way, the coordination of relevant personnel can be smoother through internal resources, and the quality of interviewees can be guaranteed to a certain extent. 3. The interview time should not be too tight. Usually, in the whole project, the time of current situation investigation is very tight, mainly in the first few weeks. Regarding the arrangement of interview time, interviews can be arranged intensively in the first 1-2 days, and a large amount of information can be quickly digested and absorbed in a short time; After 3 days, the interview time is relatively relaxed, which can be 60% of the previous two days. In doing so, on the one hand, the project team will concentrate on obtaining information and conducting a preliminary investigation on the enterprise in a short period of time. On the one hand, the relatively loose interview arrangement in the later period can help the project team to have time to sort out the interview information, screen and identify and analyze the current situation; At the same time, dig deep into the unfinished matters in the interview and verify the clear problems. Another reason for suggesting the interview time is that highly concentrated interviews consume a lot of energy of the interviewer, and high-density interviews tend to make the interview effect less than expected. 4. The interview sequence is from grass-roots employees to senior managers. Starting from the grass-roots employees, gradually understand the current situation of the enterprise, basically grasp the current situation of grass-roots problems, and then interview middle managers and senior managers one by one. On the one hand, interviewing managers is to explain to managers the problems found by consultants in grass-roots interviews, hoping to be verified by managers; On the other hand, it is an interactive process to obtain managers' management wishes and expectations, which is very helpful for project design. Second, in the interview. Talking about what needs to be done and how to do it is actually talking about interview skills. Generally speaking, an interview is to discover the interviewee's long-term work content or views on an event through short-term communication. For example, the goal of a project is to establish career development channels and qualification standards for the sales staff of a company. The important method of qualification standard is to excavate and describe the behavior characteristics of benchmarking employees. The interviewee may not be able to answer the interviewer's questions accurately because of many factors. What should I do in this case? We can analyze the skills in the interview process through examples. The interviewer wants to know what the interviewer's main job responsibilities are. So ask the question, "Please tell me what your job responsibilities are?" A clear-headed person can sort out his job responsibilities and sometimes answer, "My job is to sell the products of the company." There are not a few respondents who answered questions with this sentence. In this case, respondents can guide from different angles. For example, you can ask, "Please describe when you work 8 hours a day, when you arrive at the company, what to do first, what to do later, and so on." ; "What takes up the most time in your job?" Give another example. If you want to know the performance of the core differences between different levels of salespeople, you can judge that the basic feature of fresh graduates who are on probation or have worked for less than half a year is to finish their work with the guidance or help of others, that is to say, they should be at the bottom of the development channel. At this point, the interview questions focus on their own work content and behavior. At the same time, we can understand the working characteristics of the interviewee's direct supervisor or tutor, so as to explore the differences between them. Similarly, when interviewing the core employees of this position, we can basically determine that their characteristics should be in the middle of the employment channel, and we can study his own work behavior characteristics, the work behavior characteristics of the newcomers he brings, and the behavior characteristics of his immediate supervisor through him. The interview questions you can refer to are as follows: 1. How long have you been working in this position? 2. Do you have a mentor you can work with? How do you divide your work with him? How did he do it? How did you do that? 3. Do you work independently? Or 2-3 people form a small team to work together? What do you think is the difference between you and the other two colleagues in the proficiency of knowledge and ability? 4. Who is your direct supervisor? What qualities do you think are worth learning from him? Do you know the best salesman in the company? Would you please sum up his advantages? 6. Are there any role models in the company that you can learn from? What are his role model characteristics? 7.？ What do you think are the shortcomings of newcomers? How to train new people? 8 ... Of course, there will be various emergencies in the interview. As long as the interviewer knows what the core information he wants for the purpose of the interview, it is a good way to dig out the information he needs, regardless of the angle and way of asking questions. Don't be afraid to beat around the bush and say the same question, just seek an answer. Third, after the interview: the complexity and workload after the interview are relatively small, mainly to summarize and sort out the information obtained during the interview, and effectively identify and analyze the current problems and specific manifestations, and form a written result analysis report (or research report, attention report, etc.). ). After the interview, I only emphasized one point: Nissin ended on the same day. Organize the information obtained from daily interviews and output the analysis results on the same day. No matter how late it is, we should stick to the Nissin-Nissin settlement, so as to reproduce the problems at that time more accurately and judge the problems as accurately as possible.
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