HR should know the talent screening method.

HR should know the talent screening method.

HR should know the talent screening method. Talent is the core of enterprise development, and personnel recruitment is very important. Finding the talents needed by enterprises is also the embodiment of HR performance. Reducing misunderstandings and understanding some skills and methods of talent screening are essential skills for qualified HR, please see the following talent screening methods that HR should know.

HR should know the talent selection method 1 Generally speaking, the inappropriate role of corporate interviewers and the misunderstandings they bring are as follows:

1, fact finder

The fact finder mentioned here means that the interviewer only limits the question to specific factual information.

For example, "What courses did you take in college" and "How many people are there in your original company" and so on.

It seems that their purpose is just to discover some facts, or to confirm the contents on their resumes.

Of course, these facts need to be confirmed, but such questions will only control the reaction of job seekers.

They can't concentrate on more important information such as their job-hunting motivation, values, abilities and personality characteristics.

2. Theorists

Contrary to fact finders, such interviewers often ask job seekers about their beliefs and values.

For example, questions like "Why do you …" or "What do you think should be done …".

The answer to these questions is how the job seeker thinks a thing should be done, not how he actually does it. Such a result can't get the actual behavior of job seekers.

In fact, the actual behavior of job seekers is often more important.

3. Clinician

Some interviewers like to ask job seekers questions about their deep feelings, attitudes and motivations, such as "Please tell me … what do you think …".

They like to explain or analyze the behavior of job seekers, which is often subjective and unreliable, because feelings can't explain what job seekers actually do and what they can do.

4. Salesman

Some interviewers like to get the approval of job seekers by asking leading questions, and impose their views on job seekers like salesmen.

For example, "Don't you think this is the best way?" Questions like this.

This kind of interviewer likes to measure job seekers with his own set of inherent models, and will convey his value orientation to job seekers intentionally or unintentionally;

The answer actually reflects the interviewer's idea, not the job seeker's practice or idea, which is the implied effect that often appears in traditional interviews.

Some job seekers often deliberately cater to the interviewer's point of view after understanding the interviewer's implied answers, so it is difficult to obtain real information.

5. fortune teller

This kind of interviewer likes to ask people what they will do in the future, such as "If …, would you …?" In this case, the future vision cannot be verified.

Smart job seekers often say what they think the interviewer wants to hear, which can easily cause a halo effect in the interview.

That is, when the job seeker's answer is consistent with the interviewer's idea, the latter will have a good impression on the former and expand this good impression to other aspects of the job seeker, which will lead to overestimation or underestimation of the job seeker.

Recommended professional interview methods:

1. Descriptive interview method is developed based on the principle of behavioral coherence.

The interviewer understands two aspects of information through the job seeker's description of his behavior:

Job seekers' past work experience, judge the reasons why he chose this organization to develop, and predict his future behavior pattern in this organization; Understand his behavior pattern according to the specific behavior, and compare and analyze his behavior pattern with the expected behavior pattern of the vacant position.

During the interview, the interviewer often asks the job seeker to describe the process of an action.

For example, the interviewer will ask, "Can you talk about your past work experience and the reasons for leaving your job?" Please tell me about your resignation as general manager of your company yesterday.

2, behavior description interview can be carried out from the following aspects:

2. 1. Collect past behavior cases and judge behavior response.

The best way to know whether the candidates can really do what they describe is to collect some examples of past behavior.

Some candidates have given examples that are more important than what they tell you: "Do it often, always, can do it, can do it, may do it or should do it".

Usually, candidates give non-behavioral (theoretical) answers frequently, and the opinions given are often not necessarily examples that they have really done.

The interviewer should combine the actual description with the examples made by the applicant to make a correct judgment.

2.2. Ask behavioral questions.

Usually, behavioral questions are raised in such a tone, such as: "Please talk about what happened to you when you were in ..." "Have you ever been in ...? Please talk about one of them. "

Interviewers can also distinguish behavioral problems, theoretical problems and guiding problems in the actual interview process through the following questions.

Ability to solve problems:

"Please tell me about a problem (quality problem, equipment problem, process problem) that you met in your work recently. How did you solve it? How do you solve the problems in the production process? Can you solve the quality problem? "

Adaptability:

"Tell me about a case where you had to adjust to changing needs. What was the situation then? What was the result? How would you feel if you had to adjust your plan according to changing needs? Would you mind changing jobs in a short time? "

Sales capacity:

"Please describe your biggest order in the past year. How did you do it? Why do you think you can do sales? Can you accept the challenge of the sales target we set for you? "

Team coordination ability:

"As a supervisor, how do you deal with difficult employee cases? How do you deal with unmanageable employees? Are you good at solving contradictions or conflicts? "

2.3, the use of standardized evaluation criteria

When using behavior description interview method, each interviewer may use different behavior standards to evaluate job seekers. In order to ensure the reliability and validity of the evaluation results, a standard evaluation scale must be formulated before the interview.

HR should know the talent screening method II. On recruitment interview skills

Chatting, as the name implies, is the communication between the applicant and the interviewer, which can usually be carried out around the relevant content of the recruitment position. At this time, it can be a more relaxed atmosphere to help applicants relax and play their normal level.

On the Skills of Recruitment Interview

This part is what the applicant said, and you can give it 3-5 minutes. At this time, the interviewer needs to listen carefully. Through the applicant's narration, we can further understand the applicant's ability, such as the total amount of knowledge and the width, speed, depth and accuracy of thinking, language organization, logic, generalization, simplification and adaptability. This part is difficult to be reflected in resumes, written tests and other places.

Questions about recruitment interview skills

Asking refers to the interviewer's questions, which are asked through the candidate's resume and the interview content, such as the points that the company cares about but the candidate didn't tell, the contradiction between the resume and the actual story, and the inconsistency between the candidate and the position.

The tone and way of asking questions should also vary from person to person. For straightforward and cheerful candidates, you can ask questions more quickly and directly, and for introverted candidates, you can be tactful, but in any case, don't hurt the candidates or teach them a lesson. If you have enough time, you can exchange some views and opinions in the form of discussion.

Through the interviewer's questions, you can supplement the key information you need to know, and you can also see the adaptability and integrity of the applicant from the contradictory questions.

Answers to recruitment interview skills

Answer generally refers to the questions asked by the applicant and the answers given by the interviewer. Applicants are usually more concerned about salary, vacation methods, work and rest time, business processes and other issues. In the face of the questions raised by the candidates, the interviewer should seek truth from facts, but he can make artistic embellishments.

Generally speaking, the interview time of an applicant can be controlled at about ten minutes. Too long or too short will have a certain impact on the interview effect. The above is the basic content of the recruitment interview. If you want to be an excellent interviewer, you need to learn more recruitment methods and skills.