Hello, I'm going to attend a professional interview for a professional editor (organized by the employer). What should I bring for the professional interview? What kind of process? Thank you very much

Hello, I'm going to attend a professional interview for a professional editor (organized by the employer). What should I bring for the professional interview? What kind of process? Thank you very much. As a staff member of the personnel department, when interviewing candidates, we should prepare a set of structured interview system with strong practicability. Using the same set of criteria, a clear comparison can be made between candidates.

Liang Bing, general manager of Dongfang Integrity Training Company, provides support for personnel managers and personnel department employees in the professional manager activity camp.

The interview process consists of three parts: beginning, ending and intermediate ability evaluation, thus forming a complete set of recruitment methods.

The beginning of the interview can't be ignored. We should choose a suitable place and have a good opening speech to ease the atmosphere of the interview. The person in charge of the interview can introduce himself first, then thank the candidate, be warm and friendly, avoid causing excessive tension to the candidate, and then gradually turn to the topic from the greeting.

In enterprises, it is generally necessary to examine the communication ability and persuasiveness of candidates when recruiting ordinary employees (except senior managers); Interpersonal and teamwork skills; Motivation and values; Professional technical knowledge and skills. This is the middle and most important part of the interview. Oral communicative competence is to evaluate candidates' linguistic communicative competence. Through talking with candidates, we can make a general evaluation, which is divided into three evaluation criteria: excellent, acceptable and unacceptable. If you want to recruit marketers, you can use role-playing to examine the persuasiveness of the candidates. As the person in charge of a project, you must have the ability of reasoning, problem solving and teamwork. "Tell me about the most complex or challenging project you are responsible for, and briefly describe this project. What position do you hold in the project? " "Please tell me the most complicated problem you have solved." This kind of practical problem is beneficial to the investigation of the project leader. "Please briefly describe your main achievements in school and after graduation." "Describe your most creative ideas" and other questions can help you understand the motivation and innovation ability of the candidates.

After the interview, ask the candidate if he/she has any other questions and tell him/her that he/she can get the interview results immediately. Finally, don't forget to thank the candidate again.

Effective recruitment interview skills (1)

On the methods of recruiting and selecting employees in modern enterprises

A management scientist once said: "To understand an enterprise, we must first understand its people." In other words, what kind of people there are, what kind of enterprises there are. It is not difficult to understand that enterprises are composed and managed by people. Although it has no life, its structure and system are full of all kinds of people, and the work, ideas, policies, rules, products and services designed by those people. Managers and psychologists who study enterprise behavior find that the development process of many enterprises is similar to biology, and they will go through four stages: birth, development, maturity and decline. Some lucky companies may have grasped some opportunities for re-development before entering the recession period, and once they enter the development period again, the enterprises will be able to flourish.

A famous example is Rank Xerox in America. After the company invented the copier in the 1950s, it made a breakthrough development, and in the 1950s and 1960s, its operation was very impressive, which made the American business community proud. After a period of development, the company's product development began to stabilize, and the market gradually became saturated. Coupled with fierce competition from Japanese companies, Xerox's operating performance began to decline in the 1970s. The original image of extraordinary quality suddenly became a typical representative of an enterprising company, which was recognized by the management as gradually declining. At this critical juncture, Xerox hired new senior managers. He summed up the situation at that time and thought that the value orientation of people in enterprises was not to serve customers and provide excellent products and services for customers. People in the enterprise still cling to the days we lived in the past, ignoring the importance of intermittent learning and continuous improvement, and the whole enterprise falls into a situation of chronic suicide without knowing it. In order to regenerate the enterprise, Xerox has done the arduous work of reorganizing the service culture of the organization. After eight years' efforts, the company can get back on the right track and reproduce some products accepted by the market, which is comparable to that of Japanese copier manufacturers and out of the enterprise recession. As can be seen from the above example, the process of enterprise development is similar to that of human growth. Human growth goes through several stages: birth, maturity, stability and death. The body is doing metabolic work every day to maintain people's life and health. If the metabolism is not harmonious, people's health will have problems.

In the process of metabolism, blood plays a very important role. It is responsible for transporting oxygen to various tissues of the body, collecting waste, sending it to organs such as lungs, kidneys and skin, and then excreting it out of the body. In an enterprise, capital, machinery and equipment are equal to the bones, muscles and tissues and organs in the human body. Managers and all employees are the blood of the enterprise, responsible for managing and operating all departments in the enterprise, so that "chemical action" can generate creativity for the enterprise and use various resources to achieve the goal.

An enterprise with insufficient talents, like an anemic body, cannot undertake heavy work; He can only show his talents in a limited way under the condition of weak limbs. If the situation worsens, his health will be seriously affected and his life expectancy may be shortened.

In addition to dealing with the source of anemia, people with anemia can only promote their health without properly nourishing their bodies and blood transfusion. Just like enterprises, nourishing is equivalent to training and developing existing employees, and blood transfusion is to recruit talents from outside to supplement their shortcomings. Nourishing the body can be said to be a long-term investment. If you lay a good foundation, you must do it. But the disadvantage is that haste makes waste, and it takes a long time to get results. Pulling out the seedlings will only make the problem worse. Similarly, blood transfusion has both advantages and disadvantages. The advantage is that it saves time, but the disadvantage is that new blood with different blood types or toxins may cause body tissue rejection and discomfort, which will eventually cause more trouble. Therefore, before giving blood transfusion to patients, medical staff will definitely conduct tests, blood tests and disinfect tools before they can act.

It is also appropriate to put the above process in talent recruitment, because enterprises generally test or evaluate unsuitable candidates before hiring in order to avoid not recruiting people. If hiring decision makes a mistake and lets unsuitable people enter the enterprise, he will not only be unable to make contributions, but also affect the original people of the enterprise, which will indirectly and directly hit the performance of the enterprise, which is linked with the willingness to replenish new blood and promote metabolism. Therefore, effectively selecting talents has become an important topic for enterprise managers.

The Hong Kong Institute of Personnel Management is investigating the personnel management of famous enterprises in Hong Kong. According to the data in the survey report, at present, 93% of managers in Hong Kong pay attention to interviews when recruiting talents. Other test and evaluation methods, such as evaluation center, personality test and intelligence test, have not been widely used.

Many people may have the impression that since interview managers are widely used, they must be more effective than other methods. Over the past 60 years, the investigation and study of industrial psychology has found that the above conclusions are inconsistent with the facts. The average predictive validity of some recruitment interviews without careful planning and arrangement is only about 0. 14. (The following table lists the forecasting effectiveness of different methods) The forecasting effectiveness of different methods (the appendix contains a more detailed explanation)

Traditional recruitment interview 0. 14

Sexual orientation measurement 0.22-0.33

Evaluation center 0.25-0.43

Working simulation test 0.24-0.54

The lower the prediction validity, the greater the probability of wrong choice. Obviously, there are many problems in selecting talents in general recruitment interviews. First, the wrong choice makes managers waste time and trouble, and ultimately can't solve the talent problem. Second, the recruitment cost is also lost in vain, which makes the financial situation of enterprises worse. Third, the conditions of the candidates were not accurately evaluated, and the opportunity to express themselves effectively was lost.

In order to further understand why the traditional recruitment interview is so ineffective, psychologists have conducted in-depth research, found some interview traps, and developed some new recruitment interview methods to make up for the shortcomings of traditional interview methods.

Among the new interview methods, one is "behavioral descriptive interview", and its average predictive validity is as high as 0.4. In this way, the probability of "transfusion error" is greatly reduced; Enterprises can carry out effective metabolism with more confidence, and their health is also guaranteed.

This manuscript aims to introduce the design and process of "behavior description" recruitment interview to front-line managers, explain its usage and limitations, and prove its effectiveness with examples. After managers master and use this interview method, they can recruit talents suitable for enterprises with less time and lower cost, thus introducing new nutrients, supplementing the shortcomings of enterprises and promoting the development and renewal of enterprises.

Effective recruitment interview skills (2)

Pre-recruitment preparation-job analysis and setting job requirements

In the minds of managers, recruiting employees to join the enterprise is an inevitable process of organizational metabolism and growth. In the recruitment process, the manager's goal is mainly to choose the right talents to work effectively for the enterprise. The position can be existing or newly added. But in any case, these jobs that need people to do will not be dispensable for enterprises, nor will they be jobs that can be done at will. In short, managers have preset goals and certain performance expectations for every job or position in the enterprise.

Therefore, when selecting a candidate, managers will certainly think of some jobs they want him to undertake and expect his future performance level. Otherwise, managers will be at a loss and don't know who to choose to complete the work successfully.

In fact, it is not easy to know the requirements of a job clearly and accurately, because different jobs have different requirements, and an enterprise has different departments, different ranks, different types of jobs and different environments. The same job will have different work scope, performance level and output standard due to the change of objective conditions. These three projects in the work can be collectively referred to as specific work requirements.

If the manager fails to master the job requirements of the post, he will not be able to choose the person who matches the job in the recruitment process, but will often turn to choose the person who meets his ideals or expectations. Some surveys abroad show that some managers like to hire college graduates, but in fact, 65% of those jobs can be easily completed by some employees without college graduation qualifications. In addition, if different managers have different job requirements for the same job, they will put forward different requirements for candidates in the process of recruitment interview, and may not be able to compare with each other in the end.

Therefore, management scientists and industrial psychologists agree that managers must master a clear and specific list of job requirements before conducting recruitment interviews, and then draw up relevant questions according to the situation of different jobs, so as to communicate effectively with candidates and evaluate their work ability, attitude and performance in detail. There are many ways to help managers clearly and accurately determine job requirements, among which five methods are the most commonly used: 1. Work performance; Second, field observation; Third, the interview; Fourth, critical events); Methods; 5. Structured questionnaire.

The five job analysis methods have their own advantages and disadvantages, and each method has its own advantages in different applications.

Effective recruitment interview skills (3)

Topic: Pre-interview work-preparing and asking questions

After completing the job analysis, managers will have a full understanding of a job, especially a comprehensive grasp of the job requirements, which plays a huge role in the process of selecting candidates. Looking back at the thirteen interview traps described in the second chapter, the main reason is that managers have nothing to evaluate objectively, and naturally there will be a situation of "each flower has his own eyes", which will drag down the accuracy of recruitment interviews.

Compared with the general recruitment interview, behavioral descriptive recruitment interview provides a system for managers, which leads them step by step in an orderly way, shreds complex work layer by layer like onions, lays out the basic elements of work, gives managers a perspective, takes work behavior as a scalpel, analyzes the behavioral characteristics of candidates point by point, carefully checks their performance in previous work, and systematically predicts their future work.

Now, we already know the job analysis method, which lays a solid foundation for the behavior description recruitment interview, and managers can step on this cornerstone to further draft the questions in the interview. A good question is like a probe, which allows the candidate to clearly present some past cases to the manager, so that he can witness them with his own eyes, as if he had just visited, and then infer the future performance of the candidate according to these behaviors. In this way, the whole process conforms to the principle of "predicting behaviors that will be compensated by past behaviors" in psychology.

Of course, bad questions have no such effect at all. On the contrary, it will mislead managers, as if tear gas were put on them, making them see things in a blur, just like the computer term "garbage in, garbage out" Therefore, preparing questions is an important step before the recruitment interview. However, if the manager has done enough work in the process of job analysis and collected a large number of key events, it is easy for him to draft questions.

The process of formulating behavioral descriptive interview questions can be divided into five steps, which are briefly summarized as follows:

First, decide whether to predict the candidate's best performance or normal performance.

Second, choose the evaluation method.

Third, draw up the scope of the problem and spy on it.

4. If the candidate has just left school and lacks work experience, some other questions need to be drafted for evaluation.

5. Classify the questions and ask them one by one during the interview.

As long as managers follow the above steps, they will be able to prepare a set of good questions to evaluate and confirm the job ability of candidates. In addition, because different jobs have different job analysis, the specific questions will be different, which is different from the general recruitment interview and is also the characteristic of behavioral descriptive recruitment interview. It is difficult to prepare materials for different positions in recruitment interview manuals and training courses, so it is not easy for candidates to prepare answers in advance, even if they refer to these materials. They can only tell their past work experience, react on the spot, and frankly answer questions about their past behavior in front of managers with good ideas.

Below we will explain the methods and key points of each step separately, and take the previous work as an example to help managers master the skills of drafting questions.

Step 1: predict the best performance or normal performance.

The applicant's past and future work performance can be divided into "best performance" and "normal performance"; In order to obtain reliable data effectively, managers should use different methods when evaluating different performance ranges. Therefore, the first task of managers is to clearly and accurately distinguish the best performance and normal performance required by a job. Best performance refers to the applicant's performance limit level, that is, what level he can do best. Here are some concrete examples of the best performance:

First, the fastest typing speed: 72 words per minute.

Second, the fastest speed: per minute1million yuan.

Third, the fastest running speed: 9.8 seconds per 100 meters.

4. Maximum continuous working time: 48 hours.

5. The highest TOEFL score: 560.

Fastest writing speed: 3200 words an hour.

Seven, the highest product quality: one in ten thousand pieces is inferior.

Normal performance refers to the performance level of the applicant under normal circumstances, that is, what level he will reach under normal circumstances. The following are some concrete examples of normal work performance:

First, the daily cleaning method to get along with people: nod and smile.

Second, the daily behavior of receiving guests: bow, say hello, and invite guests to sit down.

Habits of going to work every day: arrive ten minutes ago, have breakfast and read newspapers.

Fourth, the daily behavior of answering the phone: say your name and wait for the other party to answer.

5. Daily behavior towards guests: deadpan and taciturn.

Daily counting speed: 20 thousand yuan per minute.

Seven, the daily typing speed: 30 per minute.

In the eyes of managers, the best performance and normal performance of candidates are very important, but there are also differences between them. For example, except for people with facial muscle spasm, almost everyone smiles happily when entertaining guests. Don't everyone smile like this when they take a group photo? However, in general, the performance is different. Some people frown deeply, some people get angry easily, and some people keep smiling. Not everyone is willing to show this precious smiling face at any time. Besides, they play different roles in their work. Generally speaking, the best performance is related to technical and knowledgeable job requirements, while the normal performance is more related to people's getting along, work habits, work attitude and personality. In order to clearly distinguish the scope of these two forms of expression, the following table synthesizes some examples.

In the process of recruitment interview, managers don't need to evaluate the best performance of candidates in the form of questions and answers, because candidates themselves may not know their own performance limit level, so they can't answer managers accurately. Although you know it, you may have exaggerated it. In addition, technical and knowledge work requirements can be evaluated by other more effective methods without wasting interview time. In the interview process, managers should focus on asking about the normal performance range, and use various exploratory questions to let candidates describe their job performance dimensions, such as getting along with people, work habits, work attitudes and so on.

To sum up, the first job for managers to draft interview questions is to analyze the job performance dimension in detail, and clearly separate the knowledge range of technical aging related to the best performance from the normal performance, thus becoming two job requirements that need to be evaluated by different methods.

Best performance, normal performance

A, technical work requirements:

Input computer

Operating computer

check goods

Check text

assembly parts

A, get along with people's job requirements:

Contact and communicate with people

Exchange views and positions

* * * Solve problems and make decisions.

Participate in meetings and discussions

Second, the knowledge work requirements:

arithmetic operation

Word recognition

Second, work habits:

Work planning method

Work organization and control

Report and ask for help.

-

Third, the work attitude:

Politeness, image

Initiative, enthusiasm

Work according to the deadline

Honesty and cleanliness

Effective recruitment interview skills (4)

Step 2: Select the evaluation method.

Managers need to choose effective methods according to some criteria in order to accurately evaluate the candidates' work ability, including:

First, distinguish between the best performance and the normal performance.

Second, determine the relative importance of the two kinds of performance.

When evaluating normal performance, recruitment interview is an effective method, but it can't evaluate the best performance of candidates. In order to make up for this gap, industrial psychologists have developed some other methods to make up for the lack of recruitment interviews. The methods that can be used to measure the best performance are:

A, sexual orientation and ability test (aptitudes &; Ability test):

Chinese ability, arithmetic ability, calculation ability, resolution ability, reading ability and dictation ability. ...

Second, the work simulation exercise:

Determine priorities, make work plans, write letters, answer questions and review work items. ...

The above two auxiliary evaluation methods can help managers objectively evaluate the best performance of candidates, but obviously, using these methods requires additional resources. These additional resources include setting aside time for tests or exercises before the interview; Places and tools for preparing for exams or practice; Trainers check and score; Or buy the right tools from an outside company.

Take the position of receptionist as an example. Before the recruitment interview, the manager can arrange a competency test to evaluate the candidates' technical work abilities as follows:

First, the basic pronunciation of Cantonese and English.

Second, the speed of typing.

Third, listen to the accuracy of different accents.

Fourth, check the speed of the text.

Managers can arrange applicants who meet the basic requirements to take the competency test in groups, and only those who pass the test will be interviewed for recruitment to further evaluate their normal performance.

Some managers may first evaluate the work habits and attitudes of applicants, screen out those who meet the requirements, then evaluate their technical and intellectual work ability, select the best, and then hire them; If no one can pass the second level, the company will provide pre-job training to help the applicant obtain sufficient technical and intellectual performance level. Of course, companies that follow this procedure will think that the normal performance range of candidates is more important than other job requirements, so they will not hesitate to invest in recruiting and training employees. Patience is the premise for insurance companies to select employees, and leaving insurance knowledge in training courses is an example.

In short, managers should separate the best performance from the normal performance before drafting the recruitment interview, and then choose the evaluation method, decide the evaluation procedure and organize the evaluation work according to their own requirements for different positions and the resources that the company can provide.

Step 3: Draw up the scope of the problem and spy on the problem.

Appropriate questions in the interview can help managers understand the normal performance of candidates. The normal performance dimension generally contains several key events, which specifically reflect some effective and ineffective work behaviors. Managers can evaluate candidates according to the performance of these behavior descriptions, and issue relevant questions and more targeted spying questions. The range of questions mainly revolves around the key requirements of the work. The role of exploratory questions is to ask the candidate to describe his specific actions in detail within the key requirements, as well as the consequences and success or failure of these actions.

For example, one of the key job requirements of salespeople is to establish relationships with new customers. In this job performance, there is a key event that plummeted, describing that the salesman was busy guiding his subordinates when he first met the customer, and he ignored the salesman. This is a big problem faced by the salesman, so he waited until the customer rested before he had a chance to speak. Because the salesman saw the whole workflow, his sales suggestions met the needs of customers, and as a result, a small transaction was successfully reached and a good cooperative relationship was established with customers.

Based on the above key events, we can get a problem range:

"Please tell me, when you meet new customers in the past six months, which one do you think is the most difficult to deal with?"

According to the scope of the question, the manager can ask some related exploratory questions and ask the candidate to describe his related behavior. These current problems include:

1. What obstacles did you encounter in the sales promotion process?

Second, so, what did you say?

3. What did you do to overcome the obstacles?

The problem of espionage is obviously different from everyday conversation. The following figure lists the nature of four types of problems for managers' reference.

-Openness

closed

Seeking truth

Seeking feelings

Question A- Open-ended/fact-seeking: "What did you have for breakfast today?"

Type B question-closed/fact-seeking: "Did you have breakfast today?"

Question C-Open/Find Feeling: "What do you think is healthy for breakfast?"

Question D- Closed/Feeling: "Do you think breakfast is delicious today?"

The spy problem is mainly a class A problem. Open-ended questions allow candidates to play, but they must also be described around facts to meet the requirements of behavioral descriptive interviews. When drafting questions, managers can refer to the classification of questions in the above figure to reduce the use of B, C and D questions.

To fully master the skills of writing questions, managers must try more.

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