How do employers interview new employees

Employees are the basic resources of enterprises and the most precious resources of modern enterprises, which has become one of the most basic concepts of modern enterprise management. The key factor for an enterprise to remain invincible in the fierce market competition is human resources. The goal of human resource management is to attract, cultivate, retain and reward employees who have contributed to the company. Interview is an extremely important step in the recruitment system, which directly affects the effectiveness of talent selection.

So how do employers interview new employees?

1. As a professional interview hall, you should pay attention to: interview on time, don't let candidates wait too long; Cut off the phone; Pay attention to your clothes; Look directly into each other's eyes: there is no need to ask what is already clear; Avoid repeating questions: when the candidate answers your questions, you should nod your head to show that you are listening to his or her answer: pay attention to the candidate's appearance and temperament; Pay attention to candidates' nonverbal behaviors such as body language; The professionalism of the interviewer is also reflected in the importance attached to each candidate.

2. During the interview, the interviewer smiles at the candidate instead of being aggressive or absent-minded; Listen carefully to the candidates' comments, respond in time and take notes; If in doubt, unclear or unknown, tell them politely and frankly: create a harmonious atmosphere, maintain a cordial attitude, and make candidates feel comfortable and natural; Communicate with candidates with encouraging eyes; When a candidate answers an irrelevant question, he can say, "I'm sorry, maybe I didn't make it clear, but my question is …"; When the examinee's voice is too low, he can politely and smiling remind: "Sorry, I can't hear you clearly, would you please speak a little louder …" and so on.

3. When the interviewer asks questions, he should pay attention to the current situation and education background of the candidate, and the questions asked should be related to the work. If you are in doubt about the candidate's answer, don't express it on the spot. When asking a behavior case, we must understand the context of the case, that is, the background of the incident, the behavior of the candidate in the incident, and the results caused by the candidate's behavior. So we must follow the STAR principle: S- situation, T- task, A- action, R- result.

(1) Situation/Task = Why did it happen? Refers to the background of the applicant's behavior, why there is such behavior, including the applicant's post or work procedure, the requirements put forward by the supervisor or customer, and the situation of cooperating with colleagues to complete the work tasks within the working period.

(2) Action = How to deal with it? What practical actions have been taken? Refers to what candidates do and say because of a certain situation or a certain job. Through these actions, he can understand the candidate's past work performance and behavior habits, including the steps to complete a certain job, how to prepare and implement a work project, how to deal with urgent work or avoid the losses caused by work delay, and the remedial measures that should have been implemented but not done.

(3) Result = How effective is the action? Refers to the consequences of a candidate's behavior to show whether his behavior is appropriate and effective.

The advantage of interviewing according to the star principle is that it can reduce the misunderstanding of the applicant's work experience, because the interviewer only needs to collect useful information (that is, the applicant's past behavior examples), rather than analyzing his behavior from a psychological point of view; Avoid the influence of the interviewer's subjective opinion on the evaluation of candidates, because the interviewer's evaluation of candidates is based on their behavior performance, rather than the interviewer's personal subjective feelings and intuition: it is difficult for candidates to hide their past performance by avoiding vague and empty information and using behavior examples, but they must provide accurate and true information.

Candidates' answers can be divided into three categories: there are complete stars; ; Only a pARt of STAR-STA, STR and ar; Completely fake "stars" If the candidates answer empty words that are vague, subjective, theoretical or need to be practiced, that is, fake star cases, the interviewer can't get accurate and useful information about the candidates from these cases. When the candidate answers some "stars" or fake "stars", the interviewer should follow up the questions.

4. Take interview notes during the interview.

Taking interview notes helps the interviewer concentrate on collecting "stars"; When interviewing multiple candidates at one time, the interviewer will not confuse the candidates and their interviews, thus avoiding the ranking effect when interviewing multiple candidates; It is convenient to establish the corresponding interview report and submit it to the next round of interviewers for reference; After the interview, the group discussion of the interview conclusion also needs interview notes, which make the interviewer more confident when making a decision. In addition, recording what was learned in the interview at that time is conducive to the establishment of the talent pool.

Professional interviewers just jot down important or necessary information quickly and record the behaviors observed during the interview. In order to save time, I often just write down the main words and mark them with symbols I know. Many foreign companies use pre-designed and formatted notes to take notes quickly, and at the same time, they can avoid missing some important information about candidates during the interview. It should be noted that, generally speaking, it is best not to take notes on the spot when interviewing high-level positions or candidates recommended by headhunting companies.

5. Evaluate and analyze the interview results.

The evaluation of interview results is mainly through the analysis of interview notes. According to the interview notes, the interviewer summarizes the information collected under various abilities, analyzes the information content and observed situation, confirms the complete "star", divides the "star" into different abilities, determines the effective and ineffective "star", measures the importance of the "star", judges the degree of relevance to the job application, the degree of influence of behavior and the time when the behavior occurs, and finally makes an evaluation or score under each ability.

For the evaluation of interview results, foreign companies generally adopt a unified and concise scoring system, such as: 5 points represents Excellence, far exceeding the job requirements; 4 points means excellent, acceptable and exceeding the job requirements; 3 points means that it is acceptable and meets the job requirements; 2 points means that it is unacceptable and cannot meet the job requirements; 1 minute means that it can't be considered at all, and it is far from meeting the requirements of the position. You can also add scoring remarks, such as: n means there is no chance to observe or you can't score; W means observed, but there is not enough information to score; H indicates that the score is too high and so on.

Finally, all interviewers discuss the evaluation of various abilities according to their overall interview situation and the requirements of the recruitment position, and finally reach a consistent evaluation result and make the final employment decision.