As a human resources department employee, how should you interview candidates who apply for jobs?

As a member of the human resources department, how should you interview applicants?

The role of human resource managers in recruitment interviews

As a management practice in modern enterprises, human resource management is a process that managers focus on 3P (Position - Position, People - People, Performance - policies and practices adopted. The Human Resources Department and the Operations Department work together to develop and implement business operation strategies, translate business needs into functional needs for human resources, and ensure that human resources strategies, processes and services can effectively support business departments in achieving business operation goals.

The role of human resources managers in recruitment interviews includes four aspects:

1. Consulting: providing necessary and professional recruitment consulting services to line managers; establishing professional recruitment Policies and Procedures.

2. Service: Responsible for carrying out all recruitment activities; responsible for the management and updating of candidate database; performing administrative work related to recruitment.

3. Supervision: Ensure that the recruitment system operates fairly and reasonably and hires suitable candidates.

4. The second: Help line managers balance reasonableness and fairness within and outside the department.

Preparation before the interview

1. Read the application materials

It is very necessary to read the application materials before the interview. The purpose is to collect valid information in the application materials, including application date, self-recommended cover letter, personal situation, age and gender, place of origin, household registration and personnel relationship status, marriage and family status of children, willingness to travel and work in other places, and educational background. , highest academic qualification/full-time education, degree and professional title/professional qualification, school attended, work history, basic information of work unit, industry and products, positions and responsibilities, length of service, reason for leaving, foreign language and computer skills, salary and benefits status and expectations , contact number and address, postal code, etc.

It should be noted that most of the information in the resume is true, but people will habitually exaggerate the advantages and cover up the bad aspects. American experts estimate that 30% of job resumes are filled with water, such as fabricating past salary, job title, skill level and work performance, fabricating educational background, concealing punishments and even criminal records.

Statistics from ADP Human Resources Services Company in New Jersey, USA, in 2001: 44% of job seekers lied on their resumes; 41% of job seekers lied on their educational background; 23% of job seekers falsified credit records and related information. file.

Mr. Gil Harrold, president of the American Employment Management Association, said: "I don't think this kind of deception will disappear. Fierce competition and conventional recognition have made people think that deception in the workplace is acceptable. Not only in recruitment, but also in daily business fields. "

Therefore, interviewers should be aware that the application materials may be packaged, and should pay special attention to the following information: interruption of studies or career, Frequent job changes but no career progress, descriptions of achievements and awards, salary changes, resume writing style and ability, diplomas and other valid career-related qualifications, etc.

?2. Telephone interview

Before the formal interview, most foreign companies: first conduct a telephone interview to supplement the information that is not detailed or questionable in the application materials, which is helpful for making decisions. More accurate selection decisions; determine the latest status and willingness of candidates so that the recruiter can further select suitable candidates to arrange face-to-face interviews; understand more basic information about the candidates, saving the time required for face-to-face interviews by the recruiter, and make face-to-face interviews more convenient. During the interview, you can focus on understanding the candidate's behavior examples and on-site performance; conduct a telephone interview before the off-site interview to determine whether there is a suitable candidate, which can avoid the embarrassing situation of "going in vain".

Telephone interviews are usually conducted in the evening. The interviewer should read the application materials carefully before the telephone interview and think about the questions to be asked: after answering the phone, give a brief explanation and self-introduction; ask the candidate Is it convenient to answer the phone? If it is not convenient for the other party, make an appointment with them, but the interval should not be too long to avoid the other party receiving the interview call when they are fully prepared: ask the other party's landline number to ensure the effectiveness of the call and save the other party's expenses ; Under normal circumstances, do not directly test the other party's foreign language level on the phone, and take notes on the phone interview. During the phone interview, do not ask any questions that are already detailed on your resume and that you have no questions about. Finally, a number of the most suitable candidates are selected for face-to-face interviews and other candidates are eliminated.

?3. Interview time arrangement

The interviewer should estimate and book the time required to complete the interview; arrange his or her work and interview time to ensure that the interview is not interrupted. Try to choose a time that is convenient for the candidate for the interview, preferably in the evening or on a weekend.

When arranging the interview time, one's menstrual cycle should also be taken into consideration. Typically, interviewer and candidate responsiveness peaks around 11 a.m., troughs around 3 p.m., and reaches another peak at 5 p.m. Therefore, the interview time should be arranged as much as possible during the physiological peak time and avoid the trough time to improve the accuracy of the interview.

4. Arrange the interview location

Choose an interview location that is free from interference: If the company is relatively remote, you should try to choose a decent hotel or cafe with convenient external transportation if possible: For off-site interviews, you should choose a well-known hotel or cafe in the city center; try not to interview for high-level positions in an office building, and it is best to choose an external high-end hotel or cafe. If the seat is near a window, the curtains should be closed to avoid strong light. The interviewer should face away from the sun and the interviewer should face the sun; keep the interview room well ventilated and at a suitable temperature. Candidates should be offered tea or coffee, but not food, because then the recruiter and candidate will not be able to eat well or talk well.

?5. Administrative arrangements for interviews

Make an appointment with the candidate to inform the interview and determine the interview schedule; notify the candidate of the detailed location and emergency contact information of the interview: politely ask the candidate Bring photos, original relevant certificates, etc. for inspection during the interview; confirm the interview time and location again before the interview: prepare recruitment promotional materials, company and product introduction materials; prepare job descriptions for the recruitment positions: prepare business cards, interview notes and evaluations Forms etc.

?6. Design interview questions

Interviewers need to ask questions to examine candidates. The main aspects include: corresponding work experience, work motivation and interest, expression and communication skills, analysis, and evaluation. Problem-solving ability, judgment and problem-solving ability, planning, organization and leadership ability, work initiative, honesty, ability to withstand pressure, development potential, work expectations, etc.

When designing questions, you must first determine the required abilities and behavioral indicators so that the interviewer can analyze the corresponding information and examine the candidate's abilities with a clear idea. Define what each capability means to avoid ambiguity. Behavioral indicators specify the definition of competency. It details the behaviors that can meet the requirements of the competency and further describes the work performance that can meet this standard. For all positions, the behavioral indicators belonging to the same competency are usually the same. The difference lies in the specific position. The review requirements can be adjusted according to the position. For example: Generally, interviewers will require managers to have higher planning, organization and leadership capabilities than assistants. .

Open-ended questions should be used as much as possible and closed-ended questions should be avoided. The so-called open-ended questions mean that the candidate's answer must be descriptive, for example: "What was the most difficult job that impressed you most?" "When your colleagues raised objections to your work, how did you do it?" Deal with it?" "What do you do when your work is inconsistent with your interests and hobbies?" and so on. Closed questions refer to questions that can be answered simply in the affirmative or negative, for example: "Do you think you are suitable for this position?" "Do you think your work ability is strong?" "How do you think your communication skills are?" ".

Ask as many behavioral example questions as possible and as few leading questions as possible. The so-called behavioral example question refers to using past behavioral examples described by the candidate to judge the candidate's future behavioral performance.

For example: “Please give me an example of what you enjoy most about your job as a human resources director?” “What is the most difficult job you have encountered in the past year?” “When your job is not consistent with your interests and hobbies. , what should you do?". Leading questions prompt the candidate to provide the answers he thinks the interviewer expects, such as: "As a human resources director, do you like the job you do?" "When you find your subordinates not following the rules, will you punish them?" etc.

Interview procedures and points to note

The basic interview procedures for foreign companies usually include the following steps:

1. Meet the candidate, smile, stand up and welcome;

2. Submit your business card, introduce yourself, and welcome candidates to the interview;

3. Introduce the basic procedures of this recruitment;

4. Briefly introduce the company and product overview;

5. Introduce the main responsibilities of the recruitment position;

6. Verify the originals of graduation certificates and other professional qualification certificates;

7. Ask questions;

8. Leave time at the end for the candidate to ask questions;

9. Explain the time and method of notifying the candidate of the interview results;

10. Explain if this If you are not admitted this time, the information will be stored in the talent pool for future contact when there is a suitable opportunity;

11. Thank the candidate for participating in the interview and promise to keep the candidate's situation confidential.

As a professional interviewer, you should pay attention during the interview: interview on time, do not let the candidate wait for a long time; cut off the phone; pay attention to your clothes; look directly at the other person's eyes: it is already clear There is no need to ask questions about the content; avoid repeating questions: when the candidate answers your question, you should nod to indicate that you are listening to his or her answer: pay attention to the candidate's appearance and temperament; pay attention to the candidate's body language, etc. Non-verbal behavior; the interviewer's professionalism is also reflected in the importance he attaches to each candidate. During the interview, the interviewer should smile and look at the candidate, rather than being pushy or absent-minded; listen carefully to the candidate's remarks, respond promptly, and take notes; answer all questions and be polite if you are unclear or don't know. And frankly tell what you don’t know: create a harmonious atmosphere, maintain a cordial attitude, and make the candidate feel comfortable and natural; communicate with the candidate in an encouraging way; when the candidate answers a question that is not what he asked, you can say: "I'm sorry, maybe it's I didn’t make it clear. My question is..."; when the candidate’s voice is too soft, you can remind him politely and with a smile: "I’m sorry, I can’t hear you clearly. Can you please speak louder..." etc. wait.

When asking questions, the interviewer should focus on the candidate's recent situation and educational background, and the questions asked should be work-related. If you have doubts about a candidate's answers, don't express them immediately.

Take good interview notes

Taking good interview notes will help the interviewer concentrate on collecting "STAR"; when interviewing multiple candidates at one time, the interviewer will not confuse candidates and candidates. Their interview situation can avoid the order effect that will occur when interviewing multiple candidates; it is convenient to create corresponding interview reports and submit them to the next round of interviewers for reference; after the interview, the group discussion of the interview conclusions also needs to have interview records , interview notes give the interviewer greater confidence in making decisions. In addition, recording what was learned during the interview will help build a talent pool.

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

Evaluation and analysis of interview results

The evaluation of interview results is mainly through the analysis of interview notes.

Based on the interview notes, the interviewer summarizes the collected information under various abilities, analyzes the content of the information and the observed situation, confirms the complete "STAR", and classifies the "STAR" into different abilities to determine the effective and Invalid "STAR", measure the importance of "STAR", judge the degree of relevance to the position applied for, the impact of the behavior, the time when the behavior occurred, and finally make an evaluation or score under each ability.

For the scoring of interview results, foreign companies generally use a unified and concise scoring system. For example: 5 points means excellent, far exceeding the requirements of the position; 4 points means very good, acceptable, and exceeds the position requirements. Requirements; 3 points means it is acceptable and meets the requirements of the position: 2 points means it is unacceptable and does not meet the requirements of the position: 1 point means it cannot be considered at all and is far from meeting the requirements of the position. You can also add scoring remarks, for example: N means there is no chance to observe or cannot be scored; W means it was observed, but there is not enough information to score; H means the score is too high, etc.

Finally, all interviewers discuss the evaluation of various abilities based on the overall situation of their respective interviews and the requirements of the recruitment position, and finally arrive at a unanimously recognized evaluation result and make the final hiring decision. From what aspects should the human resources department evaluate applicants? The authenticity of basic information; The authenticity of experience and the match between abilities;

Psychological maturity;

Clothing, image and temperament;

Different positions have different evaluation directions for applicants, and evaluations should be based on the company's actual situation and job requirements. Back-up work should be done for middle- and high-level personnel.

In what aspects should the Human Resources Department evaluate candidates?

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The corresponding professional skills are combined with the needs of the enterprise! How to evaluate personnel in the human resources department?

First: When an enterprise introduces assessment by functional administrative departments, it needs to know that any assessment work has management costs. Generally speaking, the quantitative assessment cost of a position is basically three times the salary of the position. times. So, has your company considered assessing functional departments? Based on budgetary considerations, we suggest that "qualitative plus quantitative" is more in line with the characteristics of functional departments.

Second: Functional department assessments generally hope to be fair. Since the main group for scoring by functional departments is the leaders in charge, the leaders in charge The professionalism directly affects the inherent fairness of the assessment. Some units are busy but have high leadership requirements, so the overall score will be small. If some leaders have low requirements, the unit's score may be higher. Therefore, internal fairness first lies in the fairness of the leadership within the organization. The balance of this part still needs to be coordinated by higher-level leaders. For example, at Lenovo Group, departments with outstanding performance in assessment will have higher overall performance, while departments with poor performance in assessment will have lower overall performance. This will lead to constant competition within the organization to achieve good results.

Human resources (Human Resource, referred to as HR) has three levels of meaning. It refers to the sum of the population of working age, under working age and over working age but with working ability in a country or region. Or expressed as: the total population of a country or region minus the population who are unable to work. Human resources also refers to the general term for the education, abilities, skills, experience, physical strength, etc. possessed by people in an organization within a certain period of time that can be used by the enterprise and contribute to value creation. As a staff member of the human resources department, how do you check the degree certificate of an applicant?

You can check online. Enter the candidate's number and you will get the result. Fake diplomas will not be accepted.

Do the personnel in the human resources department need to be responsible for the ability of employees who pass the interview?

The person in charge of human resources is not a fairy. It is impossible to see a person thoroughly. He can only pass various channels, such as written examinations. Interview, observe their behavior, and find out from all the applicants a person who is relatively suitable for the position! If you are responsible for such a person, shouldn't you also receive huge bonuses or other rewards for recruiting outstanding talents to the company? Therefore, human resources practitioners will also start from the perspective of recruiting excellent talents for the company, and will never sincerely recruit unsuitable people to damage their own brand! If an employee has to take responsibility because he is not qualified for the position, it is estimated that human resources practitioners will have to change careers! Guiqiu human resources department personnel training plan

1. Basic human resources knowledge training

2. Human resources special training (such as laws and regulations, recruitment interviews, performance appraisals, corporate culture, salary design, career planning, etc.)

3. Training based on improving employees’ work attitudes, etc. How to deal with the human resources department interview

For job seekers, it is a key link in determining whether the job seeker can enter the company. For HR professionals, interviewing has become much more than a quarterly or monthly activity and task in itself. This has become central to their job descriptions. They schedule job interviews in the hope of finding highly skilled or exceptional applicants rather than the ubiquitous mediocre ones. So, how should job seekers handle interviews with the human resources department? The purpose of screening is to shortlist a strong pool of candidates for business unit managers and schedule face-to-face interviews. Of course, to achieve that goal, they had to exclude applicants who didn't meet the requirements. This is a very heavy task because applicants can only contact the company through the human resources department or the recruitment specialist. Generally speaking, applicants who are eliminated in the first round by the human resources department specialist are likely to be affected by the following factors: lack of formal (informal) qualifications emphasized in the recruitment announcement; changes in the company's recruitment requirements and valued characteristics; interviews Your performance during the process is unsatisfactory; there are doubts about your identity and contact information. The last factor is the most influential. These recruiters often answer countless calls, read numerous resumes, and receive a large number of uninvited visitors. Although they perform their duties diligently, there are bound to be flaws in their work. Human resources specialists tend to have a keen sense of smell and a relatively strong ability to distinguish authenticity. We need to receive a certain number of applicants every day, and these applicants often have very different personalities and diverse backgrounds. Therefore, they often have more communication experience than other examiners. Inconsistencies on resumes and lies on the part of the applicant will be quickly spotted by them. They also distinguish the authenticity of job seekers' resume content at a glance. We must admit that the average HR professional is obviously more likely to spend more time on those candidates who seem to be particularly good. Unfortunately, these people often lack direct knowledge of the day-to-day requirements of their positions. Although they may have official documents issued, they lack relevant knowledge of the functional requirements of the position they are hiring for, including the skill requirements, personality traits, and image requirements. They usually define the specific functions of a job through job descriptions and personal experience requirements (the job requirements are usually set by the person in charge of the human resources department). If these rules and regulations are not complete and the human resources department specialists do not receive relevant instructions from their superiors, then they will have no way of knowing the characteristics that the recruitment objects should have. If this happens, you may get lucky and get through the interview even if you don't quite meet the requirements (you may be eliminated even if you fully meet the requirements). If we ask human resources specialists to decide whether or not to retain a certain candidate based on their instinctive reactions and personal thoughts, they will often show a puzzled look, as if they have encountered great difficulties. They usually tend to quantitatively assess the various qualities of applicants because they are not directly engaged in the position they are recruiting for: Does the applicant have three years of work experience in a related industry? Whether the applicant is well-trained and familiar with the use of relevant office software. Of course, this quantitative analysis method is likely to ignore those very important interpersonal communication skills.

How to allocate staff in the human resources department?

The question is too general!

Regardless of the human resources department or other departments of the company, staffing must be determined according to the company's size and development stage.

A complete and standard human resource allocation is generally as follows:

Human resource planning (mainly engaged in organization and position management), recruitment, training and development, salary and benefit management, performance management, Employee relationship management

If the company is small, there is generally no dedicated person responsible for human resource planning and employee relations. The person in charge of human resources can take charge. Others include recruitment specialists, training specialists, compensation and benefits and performance specialists. , plus a human resources specialist, and then set up a human resources manager (or supervisor) position to be responsible for the overall human resources management work

For companies with a slightly larger scale (number of people 2000-10000), Professional modules can be set up for each function, such as planning module, recruitment module, training module, salary module, performance module, employee relations module, etc. Each module has a dedicated person in charge, and individual modules can be independently Establish supervisory positions. It is necessary to establish a human resources department and set a manager to be responsible for the entire human resources management work.

If the company scale reaches more than 10,000 people (and does not include front-line production workers), it can set up specialized departments for each function, such as recruitment department, training department (or training center), etc., and set up the position of human resources director.

Generally speaking, it is relatively reliable to set up human resources staffing with a ratio of 100:1 between the number of employees and the number of human resources practitioners.

The above is for reference only!