Where did you plant in the headhunting interview? Many job seekers didn't reply for a long time after the interview. This makes many job seekers very confused, what happened to them. There are many reasons why the interview didn't respond. Here's where you planted the headhunting interview!

Where did you plant in the headhunting interview? 1 Because the headhunting position is an important role in the company. Many interview failures are caused by the inconsistency between Chinese and foreign bosses. Among them, the boss in China passed and the foreign boss failed.

Cases abound.

Chen Wei reminded candidates that managers usually adopt different management methods for different employees, which also need to be used in interviews. Candidates should adopt different interview strategies for different interviewers.

China bosses are more reserved, while foreign bosses are more direct. For example, the same question-how did you solve the difficulties in management?

Many candidates always tell each other the background of this incident in an indirect way, and all the answers are for the other party to guess and understand, rather than telling the other party the answer directly.

The foreign boss has been asking there, "Why hasn't the candidate answered my question?" .

The correct way to interview foreigners is to say the answers to these questions first, and then give examples.

Candidates who often make the above mistakes are mostly around 40 years old. The social environment in which they grew up has always told them to be modest, so they often plant things in this respect. People around the age of 30 fail less in this respect, and people of these ages tend to answer questions more directly.

Can't grasp the key points in communication

People from different countries have different ways to introduce their experiences. For example, American companies often like candidates to talk about their work experience backwards, starting with their recent jobs;

European companies often like to follow the instructions, from the place of work at the beginning of graduation to the present job. In any case, it is very important to highlight the work experience related to the job application.

For example, Chen Wei said that if a candidate wants to apply for the position of ERP director, the focus should be on management, not technology, but managers with technical background often talk more about his previous technical work, but only mention management lightly.

Many candidates often don't know how to pay attention to skills when introducing themselves. They always scratch their eyebrows and beards, and they can't highlight the key points. Some candidates don't even know where they should focus.

Generally speaking, since headhunters can value candidates, they often pay more attention to their work experience in recent years and match the positions required by enterprises.

If the candidate has not worked in this field for a long time, then the headhunting consultant will not value each other. So the introduction of the candidate's last two jobs is the focus of his own introduction.

Only superficial knowledge was exposed.

Some candidates, after working in a certain position for many years, often come into contact with some advanced concepts and management models. They often only know the superficial knowledge, and they don't necessarily practice for a long time in their work.

But sometimes, in order to show their profundity, they often write something that they have only heard or seen others practice but have not tried it themselves.

These details are often here. Sometimes, foreigners who encounter knowledgeable interviews will often hold on to a question and discuss these contents with the candidates in depth. However, candidates are often easily asked to "come down" at this time, and such interview results are very bad for candidates.

Enterprise recruiters sometimes magnify this problem unilaterally and infinitely, and by analogy, they will have doubts about other skills and even professional ethics of candidates. Chen Wei said that in her work experience, she has been exposed to many such cases.

Most of the problems mentioned above are middle-level managers, especially technicians and finance technology personnel. Senior managers generally don't make such low-level mistakes. Chen Wei suggested that candidates should not put their unskilled skills in their resumes, and never "shoot themselves in the foot".

Common causes of executives' failure

Unlike middle-level managers, the above three kinds of interview flaws are rare among senior executives.

Chen Wei said that from her years of operation, the reasons for executives' failure often lie in the mismatch between executives and enterprises, such as the mismatch between management style and customers, the mismatch between customers' corporate culture, development ideas and management strategies and so on.

When the candidates have the same basic abilities, even sometimes, it is determined by the preference of the final decision.

Some young headhunting consultants, who are new to the headhunting industry, often have the mentality of "getting the basket is the dish" when they meet an executive candidate who is slightly suitable for the position of client executive, which is a common mistake of headhunting consultants in the early stage of this industry.

This is very irresponsible to candidates and enterprises.

Chen Wei said that when communicating with executive candidates, they usually don't talk about resumes, but exchange information about the industry, its development trend, management skills and abilities, and introduce the background of the company and customers to the candidates.

Where was the headhunting interview planted? I read a lot of strategies before the interview and did a lot of preparatory work. I always feel that this job-hopping is certain. Why can't I get an offer?

You can't pass the exam by giving a safe answer according to the interviewer's idea. Answering interview questions requires clear logic, and expressing your overall comprehensive quality is in line with the interviewer's expectations.

Classic question 1: Why did you come to this city? Why choose our company?

The "100,000 Why's" in the interview is not that the interviewer wants to hear your personal chronicle. All these similar questions are about your work motivation.

Don't generally say that you like the big city of XX, which is tall and convenient-you know, this answer also exposes the high cost of living in this city. Are you ready?

Instead of boasting about the city and the company, it is better to start from the perspective of career development-"My major and the job I am looking for have more development opportunities in this city, and the competition is fierce. I know, but I will also improve my professional skills faster."

By the same token, it is an honest reason to come to this city for love, but it is also a reason that its stability may not be very reliable. Let's say it's for the family. For the interviewer, the family is a good reason for people to calm down and work hard.

A carefree HR netizen shared a good case:

I asked the job seeker how much he knew about our company. A job seeker's answer surprised me. He said that he consulted our official website, and he spoke fluently about our company profile, scale, product lines and business modules.

At that time, I was surprised at his serious attitude, because he was interviewing for grass-roots posts and didn't have high professional requirements. As a result, I certainly let him pass the interview.

You can talk about why you made this choice from a macro perspective and personal career development, but remember the most important point-withhold your reasons for sending this company and this position, and show the interviewer that your willingness to work is well thought out and you have considerable job stability.

Through this question, let the interviewer see how much you value this company and this position.

The course "Job-hopping Failure because I didn't understand the interviewer" takes some classic and confusing interview questions as examples, and will also share the interviewer's "hints" with you to "discover" what questions the interviewer uses to examine the authenticity and comprehensive quality of your professional experience.

In the way of answering interview questions and the interviewer's "something in his words", mastering the way of speaking is better than saying "cliché", which is of great help to the interview and future work!