Is it generally difficult for headhunters to interview? The headhunter called and said there would be a telephone interview to discuss the vacancy. What should I prepare?

The biggest difference between headhunting interview and personnel interview is that personnel only need to evaluate the candidate's conditions and positions in pairs, and identify whether the other party is suitable for the company and the vacant position through various effective methods; For headhunters, it is particularly important to establish respect and trust with candidates through interviews for long-term cooperation. The interview of candidates by headhunters can be divided into the following steps:

First of all, understand and analyze the soft and hard conditions of the candidates to see if they can meet the requirements of the client company.

Hard conditions, such as years of work experience, previous company nature, specific responsibilities, professional skills, English level, computer ability, etc., can be weighed from the comprehensiveness and authenticity of the other party.

Comprehensiveness can be understood by asking the other party to make a statement and asking their own questions; Authenticity can be evaluated through behavioral interviews. Behavioral interview method is to clearly define the key competencies required by the position on the basis of fully and deeply analyzing the target position, and then detect the behavior samples related to these required key competencies in the interviewee's past experience, and evaluate the candidates on the ability level. By asking questions about the candidate's scenes, goals, actions and results, we can understand and judge the other party's future behavior in similar scenes.

Soft conditions, such as leadership, teamwork, communication skills, diligence, optimism, willingness to take responsibility, etc. There are different soft conditions for different positions, which can be set according to specific conditions. You can observe and set some scenes and ask questions during the interview.

If evaluated, 80% of the conditions are relatively satisfactory. Of course, it is also possible to find that the other party does not meet the requirements of the client company, but in terms of comprehensive quality, it is very good and can enter the next link.

Step 2: Career Planning Problems and Guidance

This step, on the one hand, can understand each other's understanding of themselves, whether there are clear goals and feasible ways, on the other hand, headhunters can give guidance from their understanding of the whole market and talents, thus establishing professional image and trust and laying the foundation for future contact.

The question about career planning can be: What kind of ideal do you want to achieve? What kind of person do you want to be? What do you want to do most? What exactly is your favorite job? How did you feel in your previous company?

How did your work in your previous company help you? What's your specialty?

What do your family expect of you? What kind of job opportunities will you have to choose? After understanding, how to guide:

For career planning and design, it includes six aspects: first, self-occupational character analysis;

The second is to determine career goals; The third is to determine the success criteria;

The fourth is to formulate career development road planning; The fifth is to clarify the training and preparation that needs to be carried out; The sixth is to list the approximate schedule.

Effective career design needs to meet the following conditions: having a full understanding of yourself and the environment;

Realistic goals, including personal value orientation, interests, abilities and expected living conditions; Implement appropriate career strategies;

The most important thing is to constantly feedback and revise the goals to adapt to the changes in the environment.

Knowing the contents and conditions of these professional designs, combined with the headhunters' own grasp of the market and talents, it is not difficult to give some useful suggestions to each other.

If you feel that the other party is suitable for your own understanding and planning, you can move on to the next step. Step 3: Introduce the client company to stimulate the interest of the candidates.

Introducing a client company is divided into three levels. Firstly, introduce the basic situation of the company, such as scale, development history, performance in China, address, etc. Second, highlight the company's advantages; Third, point out the possible weaknesses of the company at present. In the second step, we will start to stimulate the interest of candidates at the same time. In the previous understanding and communication, we already know the candidate's expectations of the future company, and we can highlight the expectations of the other party when introducing the company, and the client company can meet or even exceed them.

The third step, because there is always something unsatisfactory in the company, instead of letting the candidates go in and find out, let the headhunters be passive, it is better to make it clear before, and just explain or instill a concept before making it clear. No company can be perfect, as long as it fits in the place where they pay special attention.

In this way, on the one hand, candidates will feel that headhunting is to consider problems from their own perspective and enhance trust; On the other hand, they will make candidates have reasonable expectations for the client company, get rid of some unrealistic fantasies, and try to look at the next job objectively and rationally under the guidance of headhunters.

Step 4: resume guidance and interview guidance.

The resume written by the candidate himself may not be professional enough for headhunters, such as the prominent places are not prominent, the minor places are talked too much, and the places that should be talked about are ignored. Therefore, it is necessary to give guidance on the establishment of candidates. According to the company's soft and hard conditions for the position, modify and supplement the resume and package it reasonably.

Another is interview guidance. Some candidates seldom attend the interview, and they are not clear about the basic issues that should be paid attention to in the interview, such as clothing, etiquette, mentality and behavior during the interview. There are also some specific requirements of the client company, such as the need for a lively personality, so that they can guide each other to talk more and ask more questions. Even some interviewers have personal preferences, don't like the makeup of candidates, don't like the smell of perfume. If the candidate,

Pay attention to the role change in the interview. The first step is mainly to listen and let the other person talk more. The first half of the second step is mainly listening. In the second half, you can make suggestions from the perspective of semi-professional and semi-friends. Of course, with the deepening of qualifications, professional identity can be emphasized; The third step, mainly from the perspective of friends, plus some professional analysis, let the other side recognize; The fourth step is to give guidance as a professional consultant, with a friendly tone.

I think the purpose of interviewing candidates is short-term interests on the one hand, that is, I hope this recommendation will be successful, and long-term interests on the other. I hope to establish a long-term cooperative relationship with the candidates, not only with each other, but also with effective recommendations. Even we can become friends and enter each other's interpersonal circle, which will get twice the result with half the effort for us to accumulate contacts.

Interview skills of headhunters

Three dangerous traps for middle managers to trip over.

■ During the interview, the coping strategies did not change from person to person.

Because headhunters are all important roles in the company. Many interview failures are caused by the inconsistency between Chinese and foreign bosses. Among them, the boss in China passed and the foreign boss failed. Chen Wei reminded candidates that managers usually adopt different management methods for different employees, which also need to be used in interviews. Candidates should adopt different interview strategies for different interviewers.

China bosses are more reserved, while foreign bosses are more direct. For example, the same question-how did you solve the difficulties in management? Many candidates always tell each other the background of this incident in an indirect way, and all the answers are for the other party to guess and understand, rather than telling the other party the answer directly. The foreign boss has been asking there, "Why hasn't the candidate answered my question?" . The correct way to interview foreigners is to say the answers to these questions first, and then give examples.

Candidates who often make the above mistakes are mostly around 40 years old. The social environment in which they grew up has always told them to be modest, so they often plant things in this respect. People around the age of 30 fail less in this respect, and people of these ages tend to answer questions more directly.

■ Can't grasp the key points when communicating.

People from different countries have different ways to introduce their experiences. For example, American companies often like candidates to talk about their work experience backwards, starting with their recent jobs; European companies often like to follow the instructions, from the place of work at the beginning of graduation to the present job. In any case, it is very important to highlight the work experience related to the job application. For example, Chen Wei said that if a candidate wants to apply for the position of ERP director, the focus should be on management, not technology, but managers with technical background often talk more about his previous technical work, but only mention management lightly.

Many candidates often don't know how to pay attention to skills when introducing themselves. They always scratch their eyebrows and beards, and they can't highlight the key points. Some candidates don't even know where they should focus.

Generally speaking, since headhunters can value candidates, they often pay more attention to their work experience in recent years and match the positions required by enterprises. If the candidate has not worked in this field for a long time, then the headhunting consultant will not value each other. So the introduction of the candidate's last two jobs is the focus of his own introduction.

■ Only superficial knowledge is exposed.

Some candidates, after working in a certain position for many years, often come into contact with some advanced concepts and management models. They often only know the superficial knowledge, and they don't necessarily practice for a long time in their work. But sometimes, in order to show their profundity, they often write something that they have only heard or seen others practice but have not tried it themselves. These details are often here. Sometimes, foreigners who encounter knowledgeable interviews will often hold on to a question and discuss these contents with the candidates in depth. However, candidates are often easily asked to "come down" at this time, and such interview results are very bad for candidates. Enterprise recruiters sometimes magnify this problem unilaterally and infinitely, and by analogy, they will have doubts about other skills and even professional ethics of candidates. Chen Wei said that in her work experience, she has been exposed to many such cases.

Most of the problems mentioned above are middle-level managers, especially technicians and finance technology personnel. Senior managers generally don't make such low-level mistakes. Chen Wei suggested that candidates should not put their unskilled skills in their resumes, and never "shoot themselves in the foot".

Common causes of executives' failure

Unlike middle-level managers, the above three kinds of interview flaws are rare among senior executives. Chen Wei said that from her years of operation, the reasons for executives' failure often lie in the mismatch between executives and enterprises, such as the mismatch between management style and customers, the mismatch between customers' corporate culture, development ideas and management strategies and so on. When the candidates have the same basic abilities, even sometimes, it is determined by the preference of the final decision.

Some young headhunting consultants, who are new to the headhunting industry, often have the mentality of "getting the basket is the dish" when they meet an executive candidate who is slightly suitable for the position of client executive, which is a common mistake of headhunting consultants in the early stage of this industry. This is very irresponsible to candidates and enterprises.

Chen Wei said that when communicating with executive candidates, they usually don't talk about resumes, but exchange industry information, industry development trends, management skills and abilities, and introduce the background of the company and customers to the candidates.