Interview skills and precautions: the most comprehensive HR interview skills

1. Ways of asking questions

(1) terminated

Just answer yes or no. For example, "Do you know this position?" "Do you like doing ××× (a position)?" . This way of asking questions is clear and concise, but it is better to use it sparingly, because it discourages candidates from speaking.

(2) Openness

Open-ended questions force candidates to answer, "What do you think of OJT?" "What do you think of the current market situation?" .

Open-ended questioning is the most correct and widely used way to ask questions.

(3) Guiding type

The purpose of asking questions is to guide candidates to answer the answers you want. For example, "What do you think of the current market situation? ..... Isn't that great? "

Generally speaking, this kind of problem is best avoided unless you know it well.

(4) Hypothetical formula

Use "if" questions, such as "What would you do if you negotiated with a customer?" . If used properly, it is likely to let you know the applicant's thoughts and abilities.

(5) Single radio type

Asking questions requires candidates to choose the lesser of two evils. For example, "Do you feel incompetent when you change jobs? Or do you feel too conceited? This kind of questioning is too much and should be avoided.

(6) polynomial

At the same time, several questions were raised one after another. What did you do in your previous position? What are the characteristics? What are the advantages of your position? Disadvantages? "It is difficult to get a perfect answer to this question.

2. The host's "self-questioning" preparation

Before the interview, the examiner had better make the following "self-questioning and self-answering" preparations, so as to make himself "aware" and improve the chances of successful employment:

(1) What interpersonal and technical skills do candidates need to be competent for the relevant positions?

(2) How long do I need the applicant to work in the relevant position?

(3) How long has the applicant worked in the relevant post before?

(4) What promotion opportunities will we give? Will you arrange training?

(5) What difficulties will I face if the candidate's job performance is unsatisfactory or the job requirements are too high?

(6) Will the applicant cooperate with colleagues in different ways? Do I need them to participate in a large-scale process together?

(7) In what form will I cooperate with the applicant?

(8) Does the applicant have the opportunity to speak or spread news on behalf of the company within the scope of work?

3. How to write an outline of interview questions

(1) The interview outline is the outline of questions in the whole interview process. Examiners ask questions to candidates according to the interview outline, understand the quality and ability of candidates and control the interview process.

(2) The interview outline must be written around the key contents of the interview.

(3) Ask specific questions.

(4) The interview outline consists of several interview items such as "public relations ability", "professional knowledge" and "professional accomplishment". Each interview item should be compiled with a corresponding question outline, so as to ask questions and investigate in a targeted manner.

(5) At the same time, candidates' situations and experiences are different, so it is not necessary for everyone to ask questions in sequence with the same set of outlines. Therefore, each interview item can give a set of questions from different angles, which makes it easier to choose during the interview.

(6) The interview outline can be divided into two parts: the general outline and the key outline. The general outline involves many questions and is suitable for asking all kinds of candidates. The key outline is put forward according to the characteristics of the applicant, so as to understand the representative things in the job requirements.

Second, interview relaxation skills

In the preparation stage before the interview, the examiner's main job is actually to relax himself and the applicant as much as possible.

1. Let yourself relax

Some examiners like to use job interviews to prove to other senior colleagues that they have excellent interview skills, or to make candidates speechless. They may ask some extremely difficult questions and make the interview atmosphere develop in a negative direction. There are also some examiners who think they can exercise the power of life and death and hold the sword in their hands, so they are arrogant and unwilling to contact the candidates in a friendly way, which invisibly adds pressure to the interview and extra psychological burden to the candidates.

This kind of behavior will first distract the examiner and make it difficult to concentrate on preparing for the interview; Moreover, experienced candidates will use the opportunity of reciting prepared lines for a long time when the examiner is busy to guide the examiner into the misunderstanding of the interview (see below for the description of the misunderstanding of the interview) and make a wrong recruitment decision. Moreover, candidates with less experience will be more nervous, which will affect their normal performance.

The following methods can help the examiner calm himself down before the recruitment interview:

(1) Fifteen minutes before the interview, finish other work, walk out of the meeting, or put down the documents at hand; Go to the bathroom, get dressed and walk slowly back to the office.

(2) Take out the applicant's information and read it again. Don't force yourself to remember it. Just remember the name and open the dialog box smoothly.

(3) Put the original interview questions into the folder, and now look at the "interview evaluation scale" to review the various job performances and dimensions to be understood in the interview.

(4) If there is no paper and pen in the interview room, prepare two pens and some paper.

(5) Prepare business cards, which candidates may ask for.

(6) Before starting the interview, say to yourself, "I'm ready." Smile at yourself, and then ask someone to inform the candidates to prepare.

Let the applicant relax

Generally speaking, candidates will be more nervous than examiners, and some people who are not good at controlling their emotions will be greatly inaccurate. Examiners may think that they will know their job performance after seeing the reaction of candidates under the pressure of strangers. But the reality is that only a few jobs in the company require employees to react quickly and appropriately in front of strangers, and most jobs will have nothing to do with "changing performance". If the interviews you host often let those calm people win, then there may be no other members with special skills in your organization. Therefore, in order to evaluate the daily performance of the candidate more accurately, the examiner should do everything possible to make him feel comfortable, so as to gradually adapt to the atmosphere of the interview and give play to his own level.

The job of relaxing candidates should be used before the interview, not during the interview, otherwise the candidates are in chaos and it is not easy to calm down. Here are some simple ways to help candidates relax:

(1) When notifying candidates to come for an interview, in addition to clearly stating the date, time and address, the following items should also be stated:

Report to who?

What supporting documents and additional materials do you bring?

Company contact telephone number

(2) Inform the receptionist in advance when and where the candidate will arrive.

(3) Reserve a room for candidates to wait quietly and not be harassed by other visitors and colleagues.

(4) Before the interview, applicants are required to fill in the information form or take part in the technical test, and sufficient time must be reserved to prepare effective stationery.

(5) Obtain the consent of the applicant and present drinks.

(6) Don't let the applicant wait for more than fifteen minutes.

(7) Separate interviewees from non-interviewees.

(8) If the examiner wishes to record or videotape the interview process, he must inform the applicant in advance and obtain the consent.

When everything is ready, you can start the recruitment interview with the lowest pressure, and the performance of both parties will be maintained.

Third, the interview evaluation method

The examiner must separate the interview stage from the decision-making stage, and must not evaluate the applicant or make a recruitment decision at the same time during the interview. During the recruitment interview, the examiner must ask questions in a planned way, listen carefully, observe the records, interview evaluation and employment decision should be carried out in the next step.

1. Recruitment interview evaluation procedure

(1) interview record

Record it in time during the interview.

You can't write down subjective and general words, and you shouldn't describe what the candidate said in your own way, but write word for word, which will distinguish the performance of the candidates and won't make different incumbents get similar evaluations.

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(2) Fill in the evaluation scale

Try not to look at the scores of other applicants.

Grading according to the original work requirements.

Don't make a recruitment decision at this step.

When grading, you should refer to the record of the previous step, review the key points of candidates' answers, pay attention to the problems related to job performance dimensions, and then write down the grading.

Try to avoid the influence of subjective factors, look for evidence to support yourself from records, and don't judge by impression or personal preference. If there is no supporting evidence in the record, the job performance dimension should get a low score. Examiners should be as objective as possible when grading, and only the behavior of the applicant should be in their minds, not the background information such as personal appearance, education and figure.

(3) check the score and record it

You should take out your records and check them to see if the answers of different candidates are the same. If there are similar answers, the examiner should further check the rating scale to see if the same score is given.

The same behavior should be given the same score. In other words, no matter who the candidate is, the examiner will give high marks as long as he has done something that meets the requirements of the post, and vice versa.

Examiners should also check the scores of some key evaluation factors from the scale, compare the answers of those with high scores and those with low scores, and re-examine whether their behavior matches the scores. If necessary, the examiner can adjust the score at this time.

(four) to make a recruitment decision

In the case of the same score, the examiner needs to consult the evaluation scale. If a weighted scale is used, candidates who get high scores in higher weight categories should be considered for employment first.

2. Design of interview evaluation scale

The interview evaluation scale is composed of several evaluation elements, which is a measurement table to record the performance of candidates in answering various evaluation elements during the interview. Because interview is a process of evaluating candidates according to the requirements of the job, so as to determine whether the candidates are qualified, when designing the interview evaluation scale, the evaluation elements should not only reflect the requirements of the job, but also be evaluated through interview skills.

Composition of (1) interview evaluation scale

Name, test number, gender and age

career objective

Interview Items (Evaluation Elements)

Evaluation criteria and grades

Comment column

Inspector's signature column

other

(2) Scoring criteria

In order to make the interview score as objective as possible, when designing the evaluation scale, it is necessary to make the score have a certain scoring range and evaluation criteria.

A. Evaluation standard grade: When designing the interview evaluation scale, the interview standard grade can be divided into three grades, four grades and five grades. First grade, there is a certain standard content. As far as the words used in grading are concerned, the principle of equidistant should be embodied as far as possible, and the continuity of measure, degree and quantity should be maintained to avoid big jumps.

B. quantify each level. Rank quantification is to scale each evaluation standard. It can be quantitative, such as 1, 2, 3, 4, 5 ...10, 20, 30, 40, 50 ...; It can also be qualitative, such as excellent, good, medium, poor, poor or a, b, c, d, e.

(3) interview evaluation scale format

There are generally three interview evaluation scales:

A. Questionnaire evaluation scale

List the items that need to be evaluated in the form of a questionnaire, and the examiner will evaluate them according to the candidates' performance in the interview.

B. Grade standard evaluation scale

Select the evaluation elements of this interview and divide each element into several standard grades. The examiner graded them according to their performance.

C. comprehensive evaluation scale

Score according to the order of questions, and each evaluation element corresponds to several items. Finally, the average score is comprehensively counted on an evaluation form. The scale consists of three parts: interview question table, question score table and comprehensive score evaluation table.

Fourth, avoid misunderstandings in the interview.

In the interview process, there are the following misunderstandings that must be avoided:

1. "Bad news travels fast" effect

After listening to the interviewer's statement, many examiners tend to believe that there are more negative information and less positive information. It is in line with the saying that "good things don't go out, bad things spread thousands of miles", that is, people are impressed by negative things and are interested in learning more. In the recruitment interview, this phenomenon will make the examiner "biased" and make hiring decision biased.

2. recency effect ("Grand Symphony" effect, preconceived effect)

According to the memory law of psychology, examiners are often impressed by the contents at the beginning and end of the interview. It seems that when listening to a large symphony, some listeners will focus on the beginning and end and are unfamiliar with the middle part. If the applicant knows how to make more efforts in opening remarks and comprehensive speeches, his chances of making a good impression will be improved. On the contrary, those candidates who perform well in the middle step by step, but return to dull before the end, may be rated as average.

3. Halo effect

Many interviewers have an ideal candidate image in mind, or typical. If someone is found to be in line with his ideal in some way, it is like putting a halo on this person and mistakenly thinking that he is good in all aspects, thus affecting the interviewer's objective and correct evaluation of the interviewee. This phenomenon can also be called "halo effect".

4. "Off-line kite" phenomenon

Unconsciously talking to the interviewer about something unrelated to the job will make the interview lose its direction, which will give the main candidate the opportunity to take the initiative in the interview and develop in a favorable direction. It also helps those candidates who have a good dialogue with the interviewer.

5. The phenomenon of "just listening and not watching"

The examiner was so absorbed in recording the respondents' answers that he forgot to observe the respondents themselves. Examiners should wholeheartedly observe the reaction behavior of candidates to confirm the contents of their speeches and check whether they are the same.

Verb (abbreviation of verb) Selection and training of inspectors

1. Who is the examiner?

(1) Head of Employment Department

(2) Head of Human Resources Department

(3) The general manager or deputy general manager is the examiner of senior and intermediate positions.

(4) The initial test is generally conducted by the Human Resources Department, and the director of the Human Resources Department or the designated person serves as the examiner. Through the preliminary examination, candidates whose basic requirements such as education, experience and qualifications are not suitable are screened out. Re-examination or evaluation interview shall be conducted by the person in charge of the employing department as the examiner.

(5) The interview team is generally composed of the head of the human resources department, the head of the employing department and other selection experts or senior supervisors.

2. Subjective conditions

(1) Good personal accomplishment and character.

(2) Have relevant professional knowledge.

(3) Good at grasping interpersonal relationships

(4) Fairness and objectivity

(5) Skillful use of interview skills

(6) Understand the organization and work requirements.

3. Inspector training

Interview is a special skill, and the training of examiners contributes to the success of the interview.

(1) interview technical training

(2) Have a deep understanding of the organization and job requirements.

(3) Training on how to represent the company. The interview is two-way, not only the examiner interviews the applicant, but also the applicant interviews the company. So the examiner represents the whole company. The training on "How to represent the company" is helpful to realize the recognition of the company and the position applied for by high-quality talents.