How do interviewers avoid mistakes?

How do interviewers avoid mistakes? In the interview process, candidates are not the only group that may make mistakes, and interviewers often make all kinds of mistakes. Below I sorted out how the interviewer can avoid mistakes.

How do interviewers avoid mistakes? 1 Usually, the smaller the enterprise, the less the total number of employees ... This further shows that the number of interviews of leaders is lower than the industry average. Of course, even the most experienced interviewers often make various mistakes.

The description of the realistic possibility is exaggerated.

During the interview, candidates will naturally try their best to promote themselves, even if they do their best, it is not surprising.

At the same time, the interviewer usually needs to try to persuade the candidate to accept the job. Therefore, this kind of problem will be particularly prominent among employees who love the company very much: the interviewer may make an unthinking exaggerated description of exciting new projects, good welfare plans or potential expansion and development opportunities.

For the company itself, this is a very good thing; However, from the applicant's point of view, it is easy to interpret "maybe" or "maybe" or "one day" as "certain", resulting in an insatiable hope.

Remedy: For the interviewer, it is absolutely forbidden to make descriptive remarks involving possibilities. For example, if the interviewer needs to describe a typical career development path, he should limit the introduction to the general development model under normal circumstances. Moreover, the content that should be shared must belong to the specific information in the confirmed or ongoing project. If the interviewer can't make such a promise, don't give the candidate similar ideas.

Conduct a surprise team interview

In the interview of a large number of job seekers, group mode is a more effective choice. However, although this can achieve the purpose of improving work efficiency, it is also the best way to make candidates panic. Because members tend to support similar views when speaking, it is easy for all participants to fall into the trap of group knowledge.

Remedy: Only when the job requirements are based on team work, the moderator should choose to use group interviews. In this case, group interviews can provide candidates with enough sense of security. Before the group interview, the host should remind the candidates and give them enough time to make full preparations. This is the only fair choice for all participants on both sides. If the host can't do this, he should insist on individual interviews.

See shyness as a sign of incompetence.

Some people just can't handle the interview well: they will become very nervous or shy and give the interviewer a very bad objective impression. However, the embarrassing performance of the interview does not mean that the candidate can't do the job well. There is no evidence that there is a linear direct correlation between communication ability and professional knowledge.

Remedy: If the candidate looks depressed, the interviewer should stop the current communication and help them relax as much as possible. After all, the interviewer's job is to let the candidate show his best side; Even if they are not recruited at present, this responsibility will be no exception. If the host finds that he will make many candidates feel very uneasy, he should take a step back and consider the specific reasons-is it possible that this situation is caused by himself?

You don't ask questions step by step.

For the interviewer, planning in advance is the most basic common sense. The specific content of the plan should involve the basic questions that need to be raised (at least related to the specific responsibilities of the post), and it is also necessary to eliminate the questions that are known to be unable to get effective answers.

In the interview, almost all the questions that can achieve the best results are follow-up questions; The reason why this happens is that most candidates have made full and comprehensive preparations for the most basic questions, but if they persist in deepening, the host can find out a lot of real situations.

Remedy: Ask questions and then listen to the answers. Make a comprehensive analysis of the specific content of the answer and continue. It is feasible to ask the reason, or to know the time situation, or even to discuss the production process of the project. The host can also ask questions about what caused the position or working relationship. In this way, what you get is not the same empty talk, but specific details that the applicant never wanted to share.

No one is so arrogant as to make a long speech alone.

It is often a problem for the interviewer to turn the interview into a personal monologue without realizing it. Because most candidates want to be appreciated, they will never interrupt or adjust the existing interview process.

In this case, on the one hand, the host was immersed in his fantasy world of blowing bubbles, on the other hand, the applicant insisted that it took 30 minutes to leave; The only criterion to determine whether they will be recognized is how they actually perform when listening to the speech.

Remedy: For the interviewer, make sure that the candidate has a good attitude before the communication begins. After the interview, the two sides should first have a simple discussion about the company and the position. Next, the host should ask questions and listen attentively. In the whole process, the candidates' speeches should occupy 90% of the time, and only 10% belongs to the host.

Equal the "qualified" performance in several aspects to the "excellent" overall quality.

During the interview, the host's mentality

During the interview time, it is easy for the host to limit the specific criteria to psychological acceptance: "Experience is the same; Qualification, yes; Work attitude, and ... "... and before realizing that this is only the basic situation of the applicant-this does not mean that the quality is excellent-he was regarded as the best choice without thinking.

Remedy: For the interviewer, it is necessary to keep in mind a basic principle that meeting the requirements does not mean the best performance. Keep looking for excellent talents, never give up easily, and never be satisfied with "almost". If all applicants are in a similar situation, the correct choice should be to keep looking.

How the Interviewer Avoid Error 2 (1) First Cause Effect

The impression left by the first communication between people forms and occupies a dominant position in each other's mind. This effect is the first cause effect. The first cause effect is also called the first cause effect, the limited effect or the "first impression" effect. It refers to the influence of the information first input by an individual through "first impression" on his later cognition of the object in the process of social cognition. Psychological research has found that when you meet a person for the first time, you can make a first impression within 45 seconds.

This first impression has a strong influence on the social perception of others, and it forms and occupies a dominant position in the other person's mind. It is very important to leave a good first impression on the interviewer in the interview. However, many studies have found that the first impression is not completely accurate, and it will only deceive the interviewer, especially when encountering some disguised candidates. As an interviewer, we should make further verification objectively in the interview process, don't rush to conclusions, and suggest making a decision on key positions the next day.

Stereotypes

Stereotype refers to the fixed cognition of a certain group or a certain kind of people (for example, the post-90s generation are all going their own way), which will enable individuals to endow the group with a set of corresponding behavior patterns. However, in fact, such a behavior pattern may not represent the real behavior of this group (do the post-90 s all go their separate ways? ), therefore, if the interviewer relies too much on stereotypes, he will often make a wrong judgment on the candidate, so that he will no longer collect relevant information that can truly represent the candidate.

Halo effect

When the face-to-face test tube is very satisfied or impressed with a certain trait of the candidate, it is often over-inferred that the candidate will also have satisfactory performance in other aspects, and therefore exaggerated evaluation is given.

(d) continuous effect

When an interviewer evaluates multiple candidates at a time, it is often influenced by the interview order, and it is impossible to objectively evaluate the candidates. For example, when interviewing three very dissatisfied candidates, the interviewer's impression of him is generally much better than that of the first three. On the other hand, if the interviewer interviews three or five ideal candidates in a row, that is, the fourth one is average, the interviewer will also think that his level is poor.

Similarity effect

Interviewers are often more interested in candidates' similar experiences, thoughts and behaviors, and are easy to have a good impression on them and make a high evaluation. For example, the applicant has seen the same movie as the interviewer, and the evaluation of the protagonist is the same as the feeling of the story, or the interests of both parties are the same.

(6) the interviewer's bias

Every interview manager will be biased against candidates with certain characteristics more or less because of his unpleasant past experience. Although these characteristics are not closely related to the job requirements, the interview manager may still make negative comments on them, thus affecting the objectivity of the interview results.

I talk too much.

When the interviewer talks too much about himself during the interview, it may often lead to two situations. One is that the candidate didn't have a chance to speak, and the interviewer didn't have enough opportunity to collect the information of the candidate, so he didn't seem to ask a few questions after an interview; On the other hand, in the process of publishing the theory, the interviewer reveals too much information about the job, so that the candidate can clearly perceive the direction of the answer the interviewer wants. In either case, the interview effect will be greatly reduced. The interviewer should keep in mind the interview time rule, that is, the 20/80 principle, 20% is told by the interviewer and 80% by the applicant.

(8) judge a person by his appearance.

Beautiful looks and elegant manners always attract most people's attention, but is it really related to work performance? The interviewer should remember not to be deceived by the appearance or behavior of the candidate.

(9) Too wide or too strict

When some interviewers evaluate candidates, their evaluation criteria may be looser. On the contrary, some interviewers may have stricter passing standards. This inconsistent standard will not only lead to different interview results of different interviewers, but also make it difficult to distinguish candidates because they are all divided into high or low areas.

(10) Premature judgment and hasty decision.

Some interviewers often judge whether a candidate is qualified only by the application form, resume or appearance, rather than the standard of job requirements, or more interviewers have decided the application result within a few minutes of the interview. Of course, it is not easy to get to know a person and make a decision in such a short time, which also leads to a great increase in the proportion of wrong appointment decisions.

(eleven) pay attention to factors unrelated to work and ask questions unrelated to work.

When some interviewers collect information and make decisions, they often take into account some behavior characteristics unrelated to work, which affects the correctness of decisions.

(12) Pay too much attention to the information that is unfavorable to the applicant.

Interviewers always pay more attention to the negative data of candidates, so they may ignore the advantages and advantages of candidates. In this case, it is easy for the interviewer to make a decision to reject the candidate because of collecting unfavorable information, and sometimes it is very likely that the company will miss the right candidate.

(XIII) Lack of a harmonious interview atmosphere

As mentioned above, when candidates are in an extremely tense atmosphere, they often cannot show their true selves, that is, they cannot provide correct personal information. Similarly, under pressure, the interviewer's data collection and decision-making process tend to be biased. Therefore, how to create a harmonious and relaxed interview atmosphere will be the primary task of the interviewer in the interview process.

(fourteen) neglect of preparation, do not understand the work content.

The premise of successful selection interview is that the interviewer must have a full understanding of the job content and requirements, otherwise the interviewer will not even know what information to collect, let alone make clear the evaluation criteria and make a correct appointment decision.

(15) Employment under pressure

In the selection, the interviewer often changes the admission criteria set at the beginning under the pressure of the number of employees. Although this temporarily solves the current manpower demand, it may also leave unpredictable variables for future management and fall into the strange circle of "recruitment-loss-re-recruitment-loss". We must know the quality > quantity of candidates.