Abstract: At present, structured interview has become a new technology and method commonly used in enterprise recruitment. Based on this, this paper starts with the typical problems often encountered in enterprise recruitment and analyzes the root causes of these problems. At the same time, according to the practical experience and professional research of providing consulting services for enterprises, aiming at the difficulties and doubts of enterprise recruitment, this paper puts forward solutions and ideas to provide reference for the selection and recruitment of human resources in enterprises.

Keywords: structured interview; Enterprise recruitment; Coping strategy

Abstract: Structured interview has become a new technology and method commonly used in enterprise recruitment advertisements. In this paper, some hot issues are analyzed. According to the practice of enterprise consulting service, this paper puts forward solutions as a necessary reference for enterprise human resources recruitment advertisements.

Keywords: structured interview; Enterprise recruitment advertisement; counter-measure

Structured interview refers to the combination and analysis of interview contents, forms, procedures, scoring standards and results according to unified standards and requirements. Its basic principle is: to the same kind of applicants, use the same tone and wording, ask the same questions in the same order, and score according to the same standard. The structure of the problem is the quality structure of the personnel needed for the recruitment position. [1-2] HR practitioners in some enterprises strictly control recruitment in order to gather "swift horses capable of fighting and winning battles", and use these advanced recruitment methods and interview skills to improve the recruitment ability and effect of enterprises. However, there are still quite a few enterprise human resources practitioners who have a one-sided and narrow understanding of the technology and principle of structured interviews, and have not really grasped the true meaning of structured interviews, which has seriously affected them. [3-4] In recent years, some experts, scholars or HR practitioners have not found a solution to the problems existing in management practice in the research of structured interviews and the mastery and design of using more attention methods. In recent years, the author has participated in the recruitment activities of some enterprises as a member of the expert group for many times, and found and understood the main problems existing in the recruitment work. To this end, the author hopes to help enterprises find solutions by summarizing and analyzing typical problems and years of consulting service experience.

I. Existing problems

(A) the examiner's understanding of the evaluation criteria of each element is inconsistent.

During the interview, the examiner's understanding of each element is different due to different positions, qualifications, education and personality, and even has strong subjectivity. Therefore, the fair evaluation of candidates has become an important issue in enterprise recruitment, and even affects the authenticity and effectiveness of the interview. The author found such a scoring result in the recruitment of an electronic manufacturing enterprise in Foshan (see table 1).

In the table 1, the standards of W 1 and W7 examiners are significantly different from those of other examiners. In particular, the understanding of each standard is also fluctuating. It is not a convention to give high or low marks to everyone and every standard, but everyone has different understanding and understanding. The lack of stability of the scoring standard affects the reliability and fairness of the overall scoring results.

(B) the composition of the examiner is lack of professionalism

The composition of the interviewer is very structured, including personnel from the human resources department, personnel from the employer, and sometimes consultants and experts. It is this collaborative division of labor that embodies the professionalism of examiners. However, many enterprises often ignore this point. Examiners are basically personnel in the human resources department of enterprises, and their grasp of the professional knowledge of candidates is often not accurate enough. When I was training in a Hong Kong-funded garment enterprise in Guangdong, many grass-roots managers reported that the recruitment effect of the human resources department was poor. Every year, a large number of recruited employees are returned by subordinate secondary companies, or transferred to another secondary company through personal relations through the leaders of secondary companies. Through understanding, the author found that the human resources department of this textile group has a working group responsible for recruitment, and the members of this group are all college graduates who just graduated from 1-2 years, and none of these graduates have academic background and work experience in textile major. So it is not surprising that there are problems in the recruitment of this enterprise.

(C) recruitment interview questions are too formulaic, lacking the necessary flexibility and questioning skills.

When interviewing examiners in many enterprises, structured interview questions must be conducted according to strict procedures because they are designed in advance. Moreover, due to time constraints, the conversation is more focused on the set questions, which makes the application process more mechanical and unnatural, and questions may appear abrupt, making it impossible to understand the candidates' thoughts and inner activities more deeply. The problem is simple and intuitive, lacking necessary design and bedding, which makes it difficult for recruiters to reflect the real objective situation. For example, I met this situation at a job fair of a technology company in Shenzhen. The deputy general manager (examiner) of this enterprise asked a candidate for department manager three questions:

1. This position will lead a team of more than 20 people. What do you think of your leadership?

2. How do you perform in team work? Because this position requires communication everywhere, do you think your team spirit is good?

This position is newly established, which is extremely stressful and requires frequent business trips. Do you think you can adapt to this high-pressure working environment?

The applicant answered three questions like this: the first question is that my managers are very capable; The second question, my team spirit is very good; The third question, I am very adaptable and enjoy traveling.

In fact, the vice president should design open-ended questions. The first question is whether he has leadership ability, and the second question is whether he has team spirit. The third question is whether you can work under great pressure. But they all use closed-ended questions wrongly, so candidates can easily know what they want to hear from their own questions. In fact, this is the biggest taboo in the interview, and he will definitely not get the correct answer.