HR switched to fortune telling

How can HR make the interview more professional?

How can HR make the interview more professional?

How to attract high-quality talents? How to retain high-quality talents? How to cultivate high-quality talents? Attracting and retaining outstanding talents is the first challenge for human resource managers. At the same time, human resources are increasingly becoming the most important resource for enterprises to gain core competitive advantage, and recruitment is one of the important channels for enterprises to obtain human resources supplement and 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.

1 the misunderstanding of traditional interview methods

In the recruitment process, interview is the most commonly used method for enterprises to identify talents. Statistics show 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 misunderstanding in the interview. Generally speaking, the inappropriate roles and misunderstandings brought by corporate interviewers are as follows:

1. Fact Finder

The fact finder mentioned here means that the interviewer only limits his questions to specific factual information, such as? What kind of courses do you study in college? 、? How many people were there in your previous company? Wait a minute. 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

Contrary to fact finders, such interviewers often ask job seekers about their beliefs and values, such as? Why are you? Or? What do you think should be done? This kind of problem. 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. Clinician

Some interviewers like to ask job seekers some questions about their deep feelings, attitudes and motivations, such as? Please tell me, what do you think? Questions like this. 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 to do it? Questions like this. Such interviewers like to use their own set of inherent models to measure job seekers, and will convey their 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 to do in the future, such as? If, you will, in this case, future ideas cannot be verified. Smart job seekers often say what they think the interviewer wants to hear, which will easily 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.

2 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 the vacant position. During the interview, the interviewer often asks the job seeker to describe the process of a certain behavior, for example, the interviewer will ask questions? Can you talk about your past work experience and the reasons for leaving your job? Can you tell me about your resignation as general manager of the company yesterday? Wait a minute.

In the process of asking questions, the 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, have you ever had any conflicts or frictions with your colleagues? Like what? The problem is obviously not as good as? Tell me about the colleagues you have the least contact with at work, including how the problems came about and the relationship between you is the most tense. Can stimulate the applicant's true answer.

Behavioral description interviews can be conducted from the following aspects:

1

Collect examples of past behaviors and judge the behavior recovery.

The best way to know whether the candidates can really do what they describe is to collect some examples of past behavior. What did the candidate do besides what they told you? Do it often, always, can do it, will do it, may do it or should I do it? More important. 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

Ask behavior questions.

Usually behavior problems are raised in such a tone, such as:? Please talk about what happened to you at school. How did you handle it? ,? Have you ever been in this situation? Please talk about one of them. ?

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

Examples of ability and behavior problems, examples of theoretical problems, and examples of guiding problems.

Ability to solve problems Please tell me a problem (quality problem, equipment problem, process problem) that you encountered 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 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 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 handle difficult employee cases? How do you deal with unmanageable employees? Are you good at solving contradictions or conflicts?

three

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. The following table takes the adaptive scoring standard as an example to illustrate, and the five-point scoring method is adopted here:

1 2, 3, 4 and 5

It is almost impossible to adapt to job changes. Do not like job-hopping; Strive to adapt to work changes; Poor performance at work. 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.

Unacceptable, acceptable, acceptable, completely acceptable, grateful

(2) Ability interview

Competency interview is another new 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.

Applying competency interview in recruitment should grasp four key elements: situation, that is, describing the specific work situation or task experienced by job seekers; 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. What are the abbreviations of these four elements? Star? Conduct a competency interview, that is, find a star.

Specifically, the competency interview can be conducted from the following aspects:

1

Conduct a comprehensive capacity analysis.

In order to accurately 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 posts within the organization, the required abilities are different, and the standards of excellent work should also be different.

The first step of competency analysis should be to write a detailed job description, that is, to carry out? 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) make an appointment for 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 most efficient methods for doing this work and the ability requirements of employees, and make detailed records of these methods and requirements.

(4) Ability Vision Meeting. Participation and organization? A visionary? The meeting was held. 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.

⑤ 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 competency requirements of different levels are as follows: 5 ~ 8 competencies 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 ability.

2

Identify competencies to be evaluated in the interview.

Because it is impossible to evaluate every job in a short time, we can only focus on those abilities that are most important for completing this job 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.

three

Develop interview procedures to evaluate 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, a standard rating system must be established to evaluate the ability of the assessed, so as to scientifically evaluate the information obtained in the interview.

four

Competency interview has been proved to be the most practical and effective interview method.

It can collect the most extensive and accurate 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 blunt and impolite questions, the interviewer deliberately makes the candidate feel uncomfortable, and puts forward a series of questions for a certain question or question, and asks the question in the end 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 reaction of job seekers with weak psychological endurance 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 a reasonable explanation for why he wants to change jobs, he can start other topics. On the contrary, if the job seeker shows anger and distrust, it can be regarded as a sign of weak tolerance in a stressful environment. In addition, 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 interview is concerned, on the one hand, it is a good way to define that job seekers are highly sensitive and may overreact to mild 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. Most of these questions are deceptive, so you should explain them clearly to the candidates afterwards to avoid misunderstanding.

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