Why spend a lot of time asking a lot of questions when you have the applicant's resume? This is the first question that every manager must think clearly.
Speaking from the heart is the easiest way to ask questions and meet people.
Generally speaking, in identifying talents, the commonly used methods are observation identification, interview questioning, quality test (physiological evaluation, psychological evaluation, knowledge evaluation), scenario simulation and informal situation identification. "Listen to his words, measure his heart, observe his actions, measure his strength, analyze his talents, smell his name and observe his character", which is Zeng Guofan's way of knowing people. But the most common, simple and effective way to get to know people is interview.
As the saying goes, words must be done. By talking directly with the candidates, managers can not only understand the language expression ability, logical thinking ability, knowledge, knowledge and intelligence level of the candidates, but also understand their personality, work motivation, personal will and work attitude.
Some people say that top managers all over the world are doing two important things:
First, find the right talent;
The second is to make strategic decisions.
One of the best strategies must be promoted by excellent and suitable talents. If managers already know this truth, will they choose to be an interviewer who only looks at resumes and looks, and does not talk or ask questions?
The "interview questioning skills" you need to practice.
For enterprises, the interview is not a "draft", but requires the interviewer to quickly identify talents by asking questions to the candidates. Then, "asking the right questions" in the interview has become the most crucial trick in "asking questions in the interview". Generally speaking, what questions should the interviewer ask the candidate, which should be considered from the following three aspects:
1. comprehensiveness-comprehensively examine the ability and quality of job seekers.
The purpose of the interviewer's questions in the interview is to examine the ability and quality of the job seeker. No matter what the question is, how to ask it, what the interviewer ultimately wants to know is whether the job seeker has the qualifications, professional skills, work experience and professionalism required by the position.
Generally speaking, the criteria for selecting talents need to refer to the following aspects:
(1) education. Education reflects the information that a person has learned through study, such as professional knowledge, technical knowledge or business knowledge. Diploma, education or training experience largely reflects a person's knowledge accumulation and intelligence level.
(2) professional skills. Refers to the abilities you need to master in order to successfully complete your work, such as market response ability and channel management ability in sales management; Ability of report analysis and cost management in financial work; Oral expression and observation ability in public relations work; Network architecture and system maintenance ability in network management. This is the professional skill of this job.
(3) Work experience. Work experience reflects the applicant's past experience, information and necessary ability obtained through repeated training. Work experience often determines performance, and recruiting such personnel can reduce training costs.
(4) professionalism. Professional quality refers to the organization's requirements for employees' personal qualities, such as being able to live in harmony with colleagues, working enthusiasm, dedication, honesty and integrity. Professional accomplishment also affects performance, which largely determines people's attitude and performance.
Education background, diploma, work experience, professional skills and other information are usually reflected in the resume, but managers can not ignore that no matter how perfect the design is, it is impossible to reflect the whole picture of the applicant. Moreover, some contents can't be reflected in a written resume, such as professional expression ability, work attitude, perseverance and so on.
What you can't learn through your resume needs to be solved through questions and answers in the interview. Interview questions should ask the information that can't, can't or can't be expressed in the resume, which is a supplement and perfection to the resume.
2. Authenticity-eliminate the "vicious motivation" of job seekers.
Is the resume information submitted by the applicant 100% true? Of course not!
In order to get "fake resumes" and "packaged resumes", some candidates may not always be true and reliable in their resumes. The survey found that 30% of candidates' resumes contain false information or exaggerated elements, aiming at improving their chances of being hired in the fierce competition in the talent market.
This is why enterprises should have interviews, tests and even background checks in the recruitment process. The purpose is to verify the authenticity of the information submitted by candidates, eliminate the "vicious motivation" of job seekers, and let enterprises make correct judgments in employing people.
Therefore, in order to prevent this from happening, it is very necessary for enterprises to design some true and false verification questions for candidates before the interview.
(1) Verify the authenticity of personal information.
You can ask, "Can you introduce yourself?"
Although this question is simple, the interviewer can find some clues against the resume. After all, what I remember best is my real situation. If it is a packaged resume, even if the candidate memorizes the resume by heart, there will be some defects in the discourse, such as tone discrepancy and individual directional problems, or the language expression is too consistent with the resume body, and the words and sentences are exactly the same, which need careful analysis. In addition, whether the applicant's self-introduction is comprehensive and accurate and whether the expression is smooth is also an important reference information that affects the judgment result.
(2) check the authenticity of academic qualifications.
After the applicant introduces himself, you can ask, "Would you please tell me about the courses you studied in the university?"
If the applicant's educational experience is false, it is difficult for him to express what he learned in college logically and clearly in the face of this problem.
(3) Check the authenticity of work experience.
For job seekers' work experience, this is the most common and easily tampered with content. In this case, the recruiter did not carefully verify the candidate's work experience, which led to some things that harmed the company's interests. We can ask such questions and investigate the job experience of job seekers:
"Please tell me your responsibilities in your previous job?"
Faced with this problem, if the applicant really has rich work experience, he will tell the job responsibilities in detail. Of course, for some experienced "face tyrants", even if they don't have similar work experience, they will be very comprehensive. At this time, the recruiter should ask about the job responsibilities in a deeper level, such as the details of the job, so that it is easy to distinguish the authenticity of the applicant's work experience information.
In the interview process, if false information can be found in time, it will be difficult for these "fake talents" to muddle through. If we don't pay attention to the information investigation of the applicant's background, the cost caused by recruitment failure will increase sharply.
3. Complementarity-understand other contents that enterprises can use.
If there are some additional descriptions on the candidate's resume, the interviewer may wish to pay attention and observe. While highlighting their own advantages, candidates will inadvertently reveal knowledge outside their majors, some of which can be used by enterprises, such as candidates' hobbies, personal specialties, industry information, competitor information and so on. If we know this information of candidates and use it in enterprises, we can effectively improve the utilization rate of talents.
In addition, when the interview time permits, the interviewer can ask as many digressions as possible, such as "Why did you quit?" "Why did you leave your old company?" "What do you think of our industry (company)?" By analogy, by analyzing the answers of candidates, there will always be unexpected gains.
The above three aspects are the starting point of all our interview questions, and also the basic principles that should be followed when asking questions to every candidate in the interview.
Therefore, as a manager whose important task is to recruit suitable talents, you should first establish such awareness when practicing "interview questions":
1, recruitment is not as simple as sending a job advertisement and looking at your resume.
2, recruitment is not a simple "see resume+meet (face-to-face)".
3. The interview should not only be written, but also have a face-to-face direct dialogue with the applicant.
4. Small problems can reflect big problems.
The interview is more than just asking a few questions. What to ask and how to ask is a science.
6. How to analyze the candidates' answers? How to "listen" and understand the overall and real situation of candidates is the most important thing.
Preparing interview questions in advance is more successful.
In enterprise training, we found that the manager in charge of the interview did not prepare the interview questions in advance, but chose to improvise, which is a common phenomenon. Some HR managers have not developed the habit of preparing interview questions even after working for many years, let alone accumulating a set of applicable interview questions.
Since the interview is the formal implementation stage of questioning, these interview questions should be generated before the interview, so as to be "prepared". For the effective questions raised by each job seeker, we give managers three suggestions:
1. Prepare interview questions in advance before recruitment.
The question of recruitment should be prepared in advance. In other words, departments need to replenish personnel, and managers should design interview questions according to the characteristics and skills of the people you want when making personnel demand plans. In other words, at the level of "what kind of person do you really need", you should analyze the recruitment needs according to the job responsibilities and further prepare the interview questions.
If your recruitment requirements are: college degree or above, more than 3 years of work experience, good computer and oral English skills and communication and coordination skills, you can guarantee the quality and price of goods. While sending out job advertisements, you can further carefully prepare interview questions. For example:
1, how do you know that he is indeed a "college graduate or above"?
2. How do I know if he "has more than 3 years relevant working experience"?
3. How do you know if he "has good computer skills and oral English"?
4. How do you know if he "has strong communication and coordination skills"?
5. Around the point of "recruitment demand analysis", your recruitment advertisement has a basis, and your resume screening has a clear standard, so you can "be prepared" before the interview.
2. Different positions, prepare different questions.
When preparing interview questions, is it "uniform" or "different from post to post"? Most managers know the answer-every position is different.
However, due to busy business and lack of experience, many of our managers will prepare several different questions before the interview, but most of these questions are the same and apply to almost all candidates. I have had such an experience. At a company job fair, the marketing director took a piece of paper with more than a dozen questions written on it, and dealt with all the applicants and interviewers on the spot, and finally even the assistant next to him fell asleep.
Most of the recruitment of enterprises is aimed at specific departments and positions. Different departments and positions have different job contents and responsibilities, and have different requirements for candidates. Of course, interview questions should be designed and prepared according to the nature of the work to be involved.
For example, for the position of "telemarketer", managers need to prepare questions about communication skills and customer relationship maintenance ability, while for the position of "counter salesman", they need to prepare questions about affinity and interpersonal skills. They are all sales departments and salespeople, but one is "telephone sales" and the other is "counter sales", so we need to prepare different questions, which are the specific requirements of our managers for different jobs.
These "job-specific" interview questions should also be prepared when the job demand analysis and recruitment plan are completed, and reflected in the published recruitment advertisements.
3. What questions to prepare and ask depends on the information of the applicant.
Do you ask the same interview questions in the same department, the same position and the same job nature?
Of course not. It varies from person to person! Because the written information such as resume and materials submitted by the applicant is different from the information such as gfd in the interview, it is necessary for the interviewer to capture the information efficiently and ask supplementary questions to the applicant in time.
Following the principles of "different for different posts" and "different for different people", the interviewer should formulate different questions for each candidate before the interview officially begins. These questions can be written separately in the interview record book or on each candidate's resume. In short, it is necessary for the interviewer to bring the candidate's resume and a well-designed interview question paper that varies from person to person.
Successful managers always identify and select talents with "problems". This way of examining talents is the precipitation of long-term work experience and management experience, and it is also the inevitable requirement of modern talent competition era.
Know clearly what to ask, and you will really embark on the road of "interview questioning".
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