Before the interview, the interviewer must first make clear what kind of people the enterprise needs to recruit. What exactly do you do? Wait a minute. Different positions have different requirements, but there are some common requirements for candidates, such as neat appearance, oral expression ability, optimistic and confident personality and so on.

After reading the job description carefully, the interviewer has another job that can't be ignored, that is, what information does the interviewer expect from the interview about the job seeker? Only by determining the expected effect of the interview in advance can we collect information in the actual interview process.

The information the interviewer gets from the candidates can be divided into three categories:

Work background/educational background/qualifications/skills-the applicant's extensive and general background. Knowing this kind of information can be obtained directly from the resume of the job seeker.

Specific experience-specific things that the applicant has done in his past work or related history. Knowing the qualifications of candidates should be the key point in the interview process.

Interest/Motivation-What the candidate wants from the job, organization and workplace. During the interview, the interviewer should record this information and ask the candidate to give examples.

Next, your task is to review the information about the applicant obtained from recruitment forms, resumes, telephone surveys and other sources. In this step, the interviewer can write down the part of the applicant's past work and experience that you don't know, or the part that you want to know more about. For example, the fault part of job seekers' work experience. Then according to these background materials, sort out the interview guidance. Interview guidance includes the specific process of the actual interview and the arrangement of interview questions.

Interviewers try not to waste time on background checks. You can pay attention to the recent, important and similar aspects of the applicant's education and work experience. Don't ask the applicant platitudes. When a candidate talks about his satisfaction and dissatisfaction with his last job, pay attention to the information that helps to evaluate his job suitability, organizational suitability and location suitability. Don't take mistakes and job-hopping for granted, but find out the reasons to judge. View the results only in the necessary primary context. If an applicant has been in the same position for 10 years, his previous information is of little use.

In order to get a positive impression, the interviewer needs to arrange a professional interview to enhance the self-esteem of the candidate. These arrangements include eliminating potential interference, such as telephones, pagers and other intruders. So try to arrange the interview in a special interview place, such as a quiet office or conference room.

Second, the interviewer should understand the interview process.

1, shake hands and introduce yourself

This is the first step in the interview, and it is also a detail that most interviewers often ignore. As an interviewer, first of all, reaching out and shaking hands with the candidates will make the other party feel a little cordial and will also eliminate some candidates' nervousness.

Next, the two sides sat down and poured tea and water for the job seeker, and the interviewer introduced himself. The interviewer's opening remarks should generally not exceed two minutes. The opening remarks generally include the following contents:

Welcome the candidate, tell him your name and position, and set a positive tone for the next interview: clearly welcome the candidate to apply for the position in your company. Praising the candidate's experience and achievements shows that you have always wanted to know more about him. Thank you for scheduling an interview.

Explain the purpose of the interview and tell the applicant that the interview is an opportunity for both parties to get to know each other better. This will help you to know more about the background and experience of the applicant. It helps candidates understand the position and organization they are applying for.

Describe the interview plan and tell the candidate that you will: review the candidate's work and experience, and then ask him for examples of things he has done in his past work/experience and how he did it.

Provide relevant information and answer candidates' questions about positions and organizations. You can briefly introduce the company's general situation, job requirements and basic work norms of the company.

Take notes during the interview. You can explain this record to the applicant just to help you remember the details of the interview later.

Briefly describe the job description. Turn to the main background and tell the candidate that you will begin to review his background. Tell him that after knowing his background, you will mainly ask him more detailed information. This will give the candidate a general idea of the details of the information you want.

Step 2 ask questions in the interview

Then turn to the interview topic. For the doubts on your resume, list interview questions in advance. In this regard, the interviewer must carefully read the job application form before the interview and try to find out the doubts of the job seeker. The purpose of asking questions is to try to find out the truth. Generally speaking, there are the following doubts: whether there is a blank period in working hours, why do you change jobs frequently, the real reason for leaving your job, and what new skills have you mastered recently.

Asking some questions about job requirements is the focus of the interview.

The interviewer should list the corresponding questions according to the requirements of each position in advance. Don't need too many questions, just two or three. In this way, the cumulative number of questions required by multiple positions can reach about 10. It won't take long, about 15-20 minutes.

Asking questions about job requirements should conform to the star principle, that is, every question should cover the situation, task, action and result.

For example, we must first understand what the candidate has achieved in sales performance. Then, we need to know what tasks the boss has given the candidate before we can finish the job. Next, we need to know what actions the candidates have taken to accomplish these tasks. Finally, we pay attention to the results.

Step 3 end the interview

When you think it's time to end this interview, you can tell the candidate, "Do you have any questions?" . Ask candidates some buffer questions, such as "I'll give you two minutes, please think it over." What other advantages have we not talked about? " Wait, use the buffer problem time to view the record.

Finally, inform the applicant of the following steps of recruitment and thank the applicant.

Third, the interviewer should know the interview skills.

1, behavioral interview method

Behavioral event interview (BEI) is developed based on the principle of behavioral consistency. Suppose a person's past behavior can predict his future behavior. Just like a person who is often late, he will be late for the next meeting. The interviewer's questions should be answered with examples of his words and deeds, and his ability should be judged by knowing some key details of his past experience, rather than trusting his own evaluation.

Another hypothesis of behavioral interview method is that saying and doing are completely different things. What candidates actually did in the past is more important than what they claim to be "able to do" and "able to do". What the interviewer wants to know is the actual performance of the applicant in the past, not the commitment to future performance. If the candidate says, "I always take the initiative in all kinds of jobs." Does this sentence mean that the applicant really did something? Nothing-you won't understand what this answer means unless the applicant can give a specific example of a job and explain his duties in detail.

The interviewer must first understand what the answer related to behavior is. Refers to the applicant describing his words and deeds in a specific situation, including the background, the actions taken by the applicant and the results. When candidates answer, pay attention to those answers that have nothing to do with behavior. An answer that has nothing to do with behavior means theoretical, vague, or just an opinion. For example, the interview question is: Please tell me the last time you solved a problem with others. The answer that has nothing to do with behavior is generally like this: "There are many such things, and I basically finish my work with my colleagues. I don't argue with colleagues. Basically, everyone does it together, and there is no contradiction. Sometimes we also work overtime, and everyone is more happy together ... "In the description of non-behavioral events, there will be vague, vague and inaccurate words: should, I will, I think, maybe, often, sometimes, we, everyone, everyone. ...

In this case, the interviewer should lead, such as asking, "Under what circumstances did this happen? Who do you cooperate with (learn more about their motives for cooperation)? What responsibility did you take at that time? How do you work? In this process, do you have different views (deep understanding) on the problem? After the task is completed, how do your collaborators evaluate you? "

Specifically, the behavioral interview method has several skills to pay attention to:

● Guide candidates to report according to the time sequence of events. Once you find a jump in the candidate's report, ask questions and let them introduce it in detail. Because these "blank spots" in time are often the "soft spots" that candidates don't want to be known, and they are generally relatively unsuccessful or lonely experiences.

● Try to guide candidates to tell the details of the incident with simple questions, and let candidates tell their past views or behaviors, not the present.

● If the candidate mentions "we" in the narrative, be sure to ask who "we" refers to, so as to understand what the candidate did at that time, and even ask the idea behind the candidate's behavior. How did you make this decision? Or "What are you thinking?"

If the candidate becomes very emotional during the interview, stop asking questions until he calms down. For example, some candidates' professional experience is very rough, and they may cry when they recall their past experiences.

● Don't repeat the candidates' words too much. First, you can't get new information. Second, it is likely to be understood as a leading question by candidates.

● The questions asked in the behavioral interview are all from the job analysis, that is, the recruiter should ask the candidates questions in a targeted manner.

2. Scenario simulation

For some positions that focus on actual combat, the interviewer can choose the interview method of scenario simulation.

Scenario simulation can let us intuitively see the performance of candidates in the future environment. As a part of the interview process, scenario simulation can provide behavioral information in the following situations: some qualities cannot be accurately evaluated only through general interviews. Some key qualities need more information. The applicant lacks work experience. The applicant has just changed careers from another profession.

3. The quality of interview motivation.

Evaluating candidates' motivation in recruitment is as important as evaluating their skills and abilities. Motivation can be divided into three categories: job suitability, organizational suitability and workplace suitability. At present, one of the main reasons for job dissatisfaction and employee turnover is the lack of "suitability". Employees have the ability to do a good job, but they don't want to do a good job because they are dissatisfied with some things. Motivation quality can help the interviewer to examine the "suitability" of the candidate.

Job Fit-A person can do a good job, but he may not like it.

Organizational adaptability-A person may like his or her job, but he or she may be dissatisfied with the management style and corporate culture of the enterprise.

Suitability of workplace-A person may be dissatisfied with his or her workplace.

Motivation quality interview is different from other quality interviews in form, but it is also collecting behavioral examples about candidates' motivation. In order to do this, you should ask specific motivation characteristics, including the applicant's satisfaction and dissatisfaction with the job/role, organization and place. Combined with examples of candidates' skills and abilities, candidates can be examined more comprehensively.

Fourth, the interviewer may make mistakes.

1, the interviewer missed important information.

Interviewers spend too much energy and time on individual factors that affect the success of their work. They often only look at several aspects of candidates, and it is difficult to obtain complete information of candidates.

2. The interviewer ignores the work initiative and organizational adaptability of the candidate.

Interviewers tend to pay attention to the work ability of candidates, thus ignoring the interviewer's work initiative and organizational adaptability. Note: Work ability and work initiative are different. The former depends on whether the candidate has objective working ability, while the latter reflects a subjective desire of the candidate: whether he is willing to serve the enterprise. If we ignore this point, there may be poor school performance and high turnover rate after candidates are hired.

The interviewer asked some illegal questions that have nothing to do with work.

If the interviewer asks illegal work-related questions, he may get himself involved in an annoying legal dispute or leave a very bad impression on the candidate.

4. The interviewer's questions are repetitive.

Although sometimes the interviewer needs to ask the applicant some repetitive questions, a large number of repetitive questions are a waste of valuable interview time, which not only makes the applicant feel bored, but also fails to examine the comprehensive quality of the applicant.

5. The interviewer can't organize the interview systematically.

If the interviewer can't organize the interview systematically, then he or she may adopt different methods for different candidates, and some candidates are at a disadvantage. On the contrary, systematic recruitment methods will quickly shut out candidates who are not suitable for the requirements, and the cost is very small.

6. Applicants are dissatisfied with the recruitment methods and processes.

The interviewer sometimes talks big, rambles, is rude or confused in the interview. In this case, some candidates will refuse the interview, or even refuse to be hired, and vote instead. Unfortunately, the company's reputation has also been damaged.

7. The interviewer is biased or preconceived in his mind.

Some interviewers are used to preconceived ideas about candidates, but they don't realize the consequences of this prejudice on the recruitment itself.

8. Interviewers don't take notes or seldom take notes.

Some interviewers don't take notes or rarely take notes, relying on their own memories. The result is often that the first person and the last person in the interview process remember clearly, while other candidates don't remember clearly.

9. The interviewer misunderstood the candidate's answer.

After the interview, the interviewer will always analyze the candidates' answers from the collected results in order to make further judgment. Some interviewers may always play the role of "amateur psychologists", but they often misjudge the personality and ability of the candidates from the results.

10, the interviewer made a hasty judgment

Some interviewers will make employment decisions by shaking hands at the meeting or asking a few questions later, but research shows that if they can continue to collect information about candidates in a planned way, their decisions will undoubtedly be better.

1 1, only by interview appointment.

Interviews are really useful if they are used well. However, we can't just rely on interviews, but should integrate other methods, such as written examination, scenario simulation and reference inquiry.

12, the interviewer asked the candidate a certain feature.

Interviewers sometimes fall into a phenomenon called "light wheel effect", that is, the interviewer is influenced by the strength or weakness of the candidate and makes a choice judgment.

Five, the interviewer needs to pay attention to the main points

1, "punctuality" is the low line of candidates.

Punctuality is the minimum requirement for professionals. If the candidate is not punctual, there is no special reason, and the interviewer can generally ignore it.

2. Even if it's for losers, make a phone call.

For losers, it's really a waste of time to call one by one. The interviewer can sincerely tell the candidate his phone number and let them call at an appropriate time to ask. Practice shows that many losers later became the "talent pool" of the company.

Step 3 take notes

Facing many candidates, in order to help judge and choose, the interviewer must take notes when asking questions. In order not to make the candidate ambiguous, you can explain the intention of taking notes to the other party like this: "In order to help us judge and select in the future, I will take some notes during the interview. Please don't mind. " It should also be noted that it is advisable for the applicant to be unable to read the notebook. Therefore, the interview proceedings should keep a proper distance from the applicant, and of course, you must never take notes on your knees.