There are several interview methods for recruitment.

According to the structural degree of interview, it can be divided into structured interview and unstructured interview. Structured interview is to draw up a fixed framework or list of questions before the interview, and the interviewer will ask the candidates corresponding questions according to the designed questions. However, there is no fixed pattern in unstructured interviews. Interviewers talk with candidates at will, allowing candidates to express their opinions freely and give full play to their abilities and potentials.

According to the current recruitment situation, there are the following new interview methods:

(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, "Can you talk about your past work experience and the reasons for leaving your job?" Please tell me about your resignation as general manager of your company yesterday.

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, for the contradiction or friction with colleagues, "Have you ever had any friction with your colleagues? The question of "give an example" is obviously not as good as "tell me about the colleagues you have the least contact with at work, including how the problem came about and the most tense situation between you", which can arouse the true answer of the candidate.

Behavioral description interviews can be conducted from the following aspects:

1, collect past behavior examples and judge behavior reply.

The best way to know whether the candidates can really do what they describe is to collect some examples of past behavior. Some candidates have given examples that are more important than what they tell you: "Do it often, always, can do it, can do it, may do it or should do it". 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, behavioral questions are raised in such a tone, such as: "Please talk about what happened to you when you were in ..." "Have you ever been in ...? Please talk about one of them. "

3. 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.

(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. The abbreviation of these four elements is "STAR", and conducting a competency interview is to find a star.

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

1, 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 capability analysis should be to write a detailed job description, that is, to conduct "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 on the job. 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. Attend meetings of "visionaries" in the organization. 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.

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. Determine the ability to be assessed during 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.

3. Develop interview procedures to evaluate the ability of the examinee. 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.

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.

/leadership/mrlzy/2006 04 30/ 15 132543 180 . shtml