Interview is a skill that team managers must master as HR. It is not enough to choose the right talents simply by criteria, but also to know the measurement method. Human resource management has a common sense cognition. All evaluation tools are auxiliary means, and only interview is the key screening means. This is true of the strongest enterprises and headhunters in the world.

A gadget that people in the industry generally think is the best to use is called star behavior method.

Summarize this tool in one sentence, that is, under what circumstances, what tasks have been undertaken, what actions have been taken, and what is the final result.

It should be noted that: (1) The abilities reflected in past work are highly consistent with the job requirements of this interview; (2) The questions asked must be challenging. (3) The questions asked must be related to the problems that occurred in the last two years.

The interviewer is inexperienced.

Fresh graduates have just left the campus and generally lack relevant work experience. At this time, what needs to be considered is whether the "quality" at the bottom can help the demand of job application. Take teachers as an example: firstly, candidates should have good communication skills, and secondly, they should love children. Finally, perseverance, because we are selling to all employees, teachers must shoulder the sales task, whether it is pushing orders, taking orders or renewing fees, activities, all need to sell.

Taking communication skills as an example, STAR's interview topics are as follows:

(1) Please give an example, how did you solve the major conflict or contradiction with your parents?

This kind of problem is almost impossible to miss because almost all young people have had conflicts or contradictions with their parents. In these conflicts or contradictions, most people will analyze them from their own perspective, for example; "My parents can't keep up with the trend and have no idea what I'm talking about." However, few people will think about what their parents have experienced and why they think so in the face of this matter. They don't understand that it is their parents who love them most in this world. And the few people who can put themselves in others' shoes are exactly the people we need most.

(2) Please give an example of how you solved the major conflict or contradiction with your roommate.

Compared with the family environment, the relationship between classmates is more equal. At this time, by understanding how to solve the contradiction with roommates in the interview, we can more deeply understand that the interviewer is more inclined to think from his own perspective or the other's perspective. You can screen out talents with relatively strong interpersonal skills through answers.

(3) Please give an example and talk about how you got out of lovelorn?

Losing love is a great blow to a person, and it is often accompanied by resentment. In this case, if the interviewer is willing to honestly analyze his own problems instead of pointing fingers at the other party, then there is almost no problem in her interpersonal communication and understanding.

In fact, the above cases are all scenes with profound contradictions and conflicts, which is the so-called peak problem. In a fierce conflict, it is impossible for an interviewer to lie. In the fierce conflict, pale descriptions and stuttering expressions will all become evidence to expose themselves.

The interviewer is experienced.

The quality of experienced interviewers also needs to be considered, but it is often not the key. The key is to see whether his quality can be transformed into the ability characteristics that the post must have.

Taking campus principals as an example, I personally think that the three core abilities of campus principals are (1) activity planning ability (2) team leadership ability (3) sales ability.

Specific issues and assessment details are as follows:

Reading and writing ability after serial number evaluation topic

(1) investigation contents: continuous learning, induction and summary, and aesthetic values.

Question: Can you tell me about a book you read recently in one sentence?

(2) Investigation contents: self-driving, time management and target management.

Question: How did you spend the two months when the epidemic was at home? What have you achieved? /If you have three months' vacation to resign, but you want to study a field, what will you study?

(3) Investigation contents: knowledge structure, points of interest and cognition of work.

Question: If you had 30 minutes to share with all your colleagues, what would you share?

(4) Vision, expert definition, goal planning and personal relationship.

Question: Who is the best person or team in your current job? How do they play (operate)?

(5) Planning consciousness, work attitude and information integration.

Question: What kind of company do you think our company is?

(6) Decision-making ability, crisis management and deep thinking

Question: What was the biggest abandonment in your career?

(7) Attitude towards professional work, improving consciousness and self-requirement.

Question: What is the most regrettable thing in your career? Why?

(8) Cognition and self-cognition of human nature

Question: Who is the biggest aristocrat in your career? What kind of person is he?

(9) Experience refining, reflection and optimization.

Question: If you had the chance to do it again, what would you like to do? What's the difference?

(10) Values, driving force and sense of meaning

Question: What made you feel most fulfilled in your previous job? Why?

Of course, these nine questions are only for guidance, and we can formulate such questions according to our own standards and requirements for employing people.

In addition to this kind of questions, faced with experienced candidates, you should also ask more details about the work, and the devil is in the details.

The core of the interview: looking for talents that match the core values of the enterprise.

There are two dimensions in enterprise talent standard, one is comprehensive ability accomplishment, and the other is value fit. By using the star behavior interview method, we can effectively understand the interviewer's personal ability model. On this basis, we must review and screen the values, and screen out talents with the same core values as the enterprise.

Five values of Whale Tower:

(1) takes products as the core; (2) taking users/customers as the center; (3) Strugglers are the foundation; (4) The best performance today is the lowest requirement tomorrow; (5) if you are thirsty for knowledge, you are stupid.

Generally, it can meet three values, but it is already the talent we need.

Combining the STAR rule and the core values of the candidates we need to know, we have formulated the following questions for your reference:

(1) If you came to study the project products, where would you start?

(2) How to understand the word struggle?

(3) Struggle Have you ever experienced great hardships or setbacks? How did you overcome it?

(4) Have you ever made a personal annual plan?

(5) How do you define your occupation?

(6) In the past 20 19, where do you think your greatest growth came from?

Of course, these are just some of my questions, not the most comprehensive, and can be supplemented according to this law.

To sum up, the interview has three main points:

(1) Select the most important issues in core values and work ability requirements. Generally, the interview lasts for 30-45 minutes, which will make the interviewer feel bored. So we must focus on the problem. Personally, I think there are 2-3 key questions for each ability and 2-3 core values. Nobody asks 2-3 questions, almost 9- 12 questions is enough.

(2) the peak of the problem

There must be a strong conflict, otherwise you can't go deep into the interviewer's inner world. In order to ensure that the interview can get real information, there must be profound contradictions and incentive conflicts in asking questions, which is the peak problem.

(3) Analyze the authenticity from the details.

Be sure to pay attention to the details of the interviewer's expressions and actions. The devil is in the details. See if they really happened, or are racking their brains to make up the answer.

I hope that all HR can find suitable talents ~