How can enterprises ensure the quality of interview?

Deloitte & Touche, an internationally renowned consulting firm, designed such a survey topic when conducting a follow-up survey of the 200 fastest-growing companies in the world in recent years. The top three fundraising events that keep employers and CEOs awake at night are:

How to attract high-quality talents

How to retain high-quality talents

How to cultivate high-quality talents

It can be seen that attracting and retaining outstanding talents is the first challenge faced by human resource managers. At the same time, human resources are increasingly becoming the most important resource for enterprises to obtain core competitiveness, and recruitment is one of the important channels for enterprises to obtain human resources supplement, and it is also the only channel for external talents to enter enterprises. However, in the actual recruitment, using the traditional interview method will inevitably lead to some problems, which will make the interview fail to achieve the expected purpose and even fail to recruit suitable talents for the enterprise, thus causing a lot of waste. Therefore, it is necessary for enterprises to innovate the methods of recruitment and interview, and strive to obtain urgently needed talents with appropriate methods.

First, the misunderstanding of traditional interview methods In the recruitment process, interview is the most commonly used method for enterprises to identify talents.

The data shows that more than 90% enterprises will use this method in the recruitment process. However, in the traditional interview process, the corporate interviewer often plays an inappropriate role, which leads to the interviewer's misunderstanding. Generally speaking, corporate interviewers have the following inappropriate roles and misunderstandings:

1. Fact Finder

The fact finder mentioned here means that the interviewer only limits his questions to specific factual information, such as "What courses did you take in college" and "How many people are there in your original company". 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, and they can't pay attention to more important information such as their job hunting motivation, values, ability and personality characteristics.

2. Theorists and fact finders

On the contrary, such interviews often ask job seekers about their beliefs and values, such as "Why do you …" or "What do you think you should do …". The answer to these questions is how the job seeker thinks a thing should be done, not how he actually does it. Therefore, people can only get a rational explanation afterwards, not actual behavior. In fact, the actual behavior of job seekers is often more important.

3. Therapists have interviewers

I like to ask job seekers some 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.

I like to get the approval of job seekers by inducing questions, and impose my views on job seekers like a salesman.

For example, "Don't you think this is the best way" and so on. Such an interviewer likes to use his own set of inherent patterns to favor job seekers, 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. Interviewers like fortune tellers

I like to ask people what they will do in the future, for example, "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, so it is easy to cause a halo effect in the interview, that is, when the candidate's answer is consistent with the interviewer's idea, the latter will have a good impression on the former, and this good impression will extend to other aspects of the job seeker, which will lead to high or low evaluation of the job seeker.

Second, several new interview methods in recruitment and their application:

(A) behavior description interview method

Behavior description interview method is developed based on the principle of consistency of behavior.

The interviewer can learn two aspects of information through the job seeker's description of his behavior: first, the job seeker's past work experience, judge the reason why he chose to develop this organization, and predict his future behavior pattern in this organization; The second is to understand his behavior pattern according to the specific behavior, and compare and analyze his behavior pattern with the expected behavior pattern of kiln site. In the interview process, intensive interviews often require job seekers to describe the process of a certain behavior. For example, the interview will ask, "Can you talk about your past work experience and the reasons for leaving your job?" Please talk about your resignation to the general manager of your company yesterday and so on.

In the process of asking questions, the clever questions asked in the behavior description interview are often related to the applicant's past work content and performance, and the way of asking questions is more inductive. For example, for the contradiction or friction with colleagues, "Have you ever had any friction with your colleagues? The question of "give an example" is obviously not as good as "tell me about the colleagues you have the least contact with at work, including how the problem came about and the most tense situation between you", which can arouse the true answer of the candidate.

Behavioral description interviews can be conducted from the following aspects:

1. Collect examples of past behaviors and judge the behavior reply.

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". Candidates often give non-behavioral (theoretical) answers, 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.

Asking behavior questions

Ask behavior questions in this tone, such as: "Please talk about the situation you encountered in …, how did you deal with it?" Have you ever been in the situation of …? Please talk about one of them. "

The following are used to distinguish between behavioral questions, theoretical questions and guiding questions in the actual interview process:

Examples of ability and behavior problems: Please tell me a problem (quality problem, equipment problem, process problem) that you encountered in your work recently.

Example of theoretical problem: How did you solve it? How do you solve the recurring problems in the production process?

Guiding question: the ability to solve problems with examples: can you solve the problem of quality reproduction?

Adaptability: Tell me about a time when you had to adapt 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? Do you mind changing jobs in a short time?

Sales ability: Please describe the biggest order you have made 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: As a supervisor, how do you handle difficult employee cases? How do you deal with unmanageable employees? Are you good at solving contradictions or conflicts?

3. Use standardized assessment scale

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. Let's take the adaptive rating standard as an example to illustrate. Here, we use the five-point scoring method: 1, 2, 3, 4, 5:

It is almost impossible to adapt to job changes. Do not like job-hopping; Try to adapt to job changes and perform poorly.

Acceptable job changes; Add new knowledge in time; Not bad at work.

Acceptable job changes; Can quickly adapt to the new environment; The worksheet has been improved.

Very fond of challenging work; Proactive work performance; I can give an example to illustrate my past history of successfully adapting to work.

(2) Ability interview

Competency interview is another interview method. Different from the traditional interview method, which focuses on candidates' past achievements, this method pays more attention to how they achieve their goals. In the competency interview, the interviewer should try to find the specific advantages reflected in the applicant's past achievements.

When applied to competency interview in recruitment, we should grasp four key elements: situation, that is, describing the situation of job seekers in specific work situations or tasks; Goal, that is, describe the goal that job seekers want to achieve in a specific situation; Action, that is, describing the actions made by job seekers in specific situations; Results, that is, describe the results of actions, including positive and negative results, productive and unproductive results. The English abbreviation of these four elements is "star", and the ability interview is to find stars. Specifically, the competency interview can be conducted from the following aspects:

1. Conduct a comprehensive capacity analysis.

In order to understand and judge whether the work is excellent or not, a comprehensive ability analysis must be carried out. The result of ability analysis will be used as the basis for judging whether the work is excellent or not. It helps enterprises to recruit competent employees.

The standard of excellent work usually applies to multiple positions at the same level in an organization. For all senior leaders in an enterprise, although their tasks and responsibilities are different, their main abilities and basic qualities are the same. Therefore, the standards for measuring their working ability should be consistent in essence. For different levels of positions within the organization, the required abilities are different, so the standards of excellent work should also be different.

The first step of capability analysis should be to prepare a detailed job description, that is, to conduct "task analysis". In order to conduct a comprehensive task analysis, we need to collect all kinds of information from different channels:

1. Work observation. Observe the work done by the staff and ask them to describe it in detail and make records.

2. Appointment of on-the-job personnel. Ask the same question to every employee at work. These questions should focus on their main responsibilities, the types of tasks they need to deal with, the working relationship with other colleagues, the most difficult part of the work process, and the skills and abilities needed to complete the work.

3. Analysis of major events. For representative work cases, hold a symposium or exchange meeting attended by outstanding employees and managers in this position, and ask them to provide some methods that are most satisfactory for work efficiency and employee ability requirements, and make detailed records of these methods and requirements.

4. Capacity vision meeting. Attend meetings of "visionaries" in the organization. Its purpose is to collect the information of various tasks, as well as the knowledge, skills, abilities, motivations and other requirements needed to complete the tasks.

The second step is to formulate the post competency requirements, that is, to analyze the obtained information and classify similar knowledge, skills, abilities and motivations according to different contents and abilities.

When enumerating a series of abilities, try to be reasonable. Generally, the listed abilities should be easy to measure in order to accurately describe the working abilities. The post competence requirements of different levels are as follows: 5-8 kinds of competence are required for grass-roots posts; Intermediate positions require 8- 1 1 ability; Senior positions such as senior managers, directors and senior professionals need 10- 14 skills.

2. Determine the ability to be assessed during the interview.

Because it is impossible to evaluate every post in a short time, we can only focus on those abilities that are most important to complete this item and are not reflected in other selection systems. Of course, if you interview more than once in the recruitment process, it is possible to assess various abilities.

3. Develop interview procedures to assess the ability of the assessed.

It is very important to make an interview procedure. If the interview procedure is not good, the whole interview will fall short. In order to prevent this, a well-structured interview procedure must be formulated. Formulating questions in advance and making necessary interview procedures are helpful to obtain information related to work ability. The formulation of interview procedures can refer to some guiding materials (such as written materials, video materials, classroom training, etc. ). At the same time, it is necessary to establish a standard rating system to evaluate the ability of the assessed, so as to scientifically evaluate the information obtained in the interview. Interview has been proved to be the most practical and effective interview method. It can collect the most extensive and prepared information in the shortest time. The rigorous structure makes it more scientific: you can study all parts of the interview in detail; Find out the most effective factors; Try new interview methods and provide detailed guidance; The results obtained are the most reliable.

(3) stress interview

Stress interview refers to deliberately creating a tense atmosphere to understand how job seekers will face work pressure.

By asking some blunt and impolite questions, the interviewer deliberately makes the candidate feel uncomfortable, and asks a series of questions about a certain question or question until he can't answer it. Its purpose is to determine the ability of job seekers to withstand pressure, cope with pressure and interpersonal skills.

Stress interview is usually used to test job seekers with high psychological pressure. During the test, the interviewer may suddenly ask some rude and aggressive questions, which will make the interviewee feel suddenly and bear more psychological pressure. In this case, the psychological endurance of job seekers may be abnormal or even unbearable. People with strong psychological endurance behave normally and can cope better. In this way, we can judge the psychological endurance of job seekers. For example, when a candidate for the position of customer relationship manager politely mentions that she has had four jobs in the past two years, the interviewer may tell her that frequent job changes reflect irresponsible and immature behavior. If the job seeker gives an appropriate explanation for why he wants to change jobs, he can start another topic. On the contrary, if the job seeker expresses anger, this method can also be used to confirm doubts about certain information. Because people's response to some unexpected problems is more real and objective. When preparing personal job information, they will unconsciously beautify themselves to varying degrees, or even falsify them.

As far as stress is concerned, on the one hand, it is a good definition that job seekers are highly sensitive and may overreact to slight criticism (anger and abuse); On the other hand, the interviewer who uses stress interview should make sure that his thick skin and ability to cope with pressure are the needs of his job. The interviewer should also have the skills to control the interview (such as the hysteria of the job seeker). So be careful before using stress interview. On the one hand, we are convinced that pressure is inevitable for future candidates; On the other hand, make sure that the interviewer has the ability to control stress.

It is worth noting that stress interview examines the adaptability and interpersonal skills of job seekers, requiring them to be quick-thinking, emotionally stable and well controlled. Moreover, the setting of such topics is mostly deceptive.