What professional questions do interviewers often ask when interviewing for human resources positions? ! Thank you ~ ~ ~

When interviewing for HR positions, the professional topics that interviewers often ask are:

Topic 1: If you are a staff member of a company and the leader gives you a task that may be difficult for you, how are you going to accomplish it?

The purpose of the test: to test the planning, organization and coordination ability of the subjects, and to ask them to consider clear work objectives and requirements, so as to choose work methods, arrange work processes, allocate manpower, financial resources and material resources, and coordinate all parties to complete tasks together.

Scoring reference: excellent: comprehensive planning, reasonable arrangement of resources, organization and coordination of all forces to complete the task.

Good: there are relatively comprehensive plans and practical research methods; Organize and coordinate all forces to complete the task.

China people: there are planned arrangements; There is a sense of coordination, but the planning is not comprehensive enough.

Poor: there are many loopholes in planning and lack of coordination awareness; Or talk big, to the point.

Topic 2: A pharmaceutical company faces the problem of establishing a group company. How do you think the responsibilities, rights and interests of group companies and subsidiaries should be coordinated?

Test purpose: to test the ability of the subjects to solve complex problems, mainly to examine the comprehensive ability of the subjects to analyze, solve and be flexible.

Scoring reference: excellent: the analysis is well-founded and to the point. Be able to coordinate and analyze the rights, responsibilities and benefits of group companies and subsidiaries respectively. The analysis is comprehensive. Can put forward more creative opinions.

Good: the analysis is clear and basically to the point. Be able to coordinate and analyze the rights, responsibilities and benefits of group companies and subsidiaries respectively. The analysis content is more comprehensive. Can put forward insightful opinions.

Chinese: the analysis can basically grasp the core of the problem, and can basically be analyzed from the perspective of the coordination of responsibilities and rights between the group company and its subsidiaries. The analysis content is basically comprehensive. You can put forward your own opinions.

Poor: the analytical thinking is messy and the logic is poor. It cannot be analyzed from the perspective of coordination of responsibilities and rights between group companies and subsidiaries. Analysis content is empty. Can't put forward their own opinions.

Topic 3: If at work, your superiors attach great importance to you and often assign you to do some work within the purview of others, and your colleagues are quite critical of you, how will you deal with such problems?

The purpose of the test is to test the interpersonal communication ability of the subjects, that is, to put the subjects in a dilemma situation and examine their interpersonal communication consciousness and skills, mainly the consciousness and communication ability of dealing with the affiliation between superiors and subordinates and peers.

Scoring reference: excellent: I feel embarrassed and can consider problems from the perspective of being conducive to work and unity. I am positive, euphemistic and steady in the process of persuading leaders to change their minds. At the same time, I have some tolerance and appropriate communication for some improper or even radical practices of my colleagues.

Good: I feel embarrassed, but I can basically consider the problem from the perspective of being conducive to work and unity. I can persuade leaders to change their minds with a more positive, euphemistic and steady attitude, and at the same time, I can tolerate some improper or even radical practices of my colleagues and communicate appropriately.

China people: I'm embarrassed, but I can't mention it to the leader (I'm afraid I'll live up to the responsibility of the leader). I will communicate privately with my colleagues who have opinions about you, hoping to clear up the misunderstanding.

Poor: I don't feel embarrassed, and I resolutely carry out the tasks assigned by my superiors. I think this is the inevitable result of my strong ability.

Topic 4: Do you think the position of human resources director needs team leadership? Please give an example of your success or failure in your previous job and explain it.

The purpose of the test: to test the team leadership ability of the subjects, mainly to examine whether the subjects have relevant work experience and how to deal with the relationship between people in the team harmoniously in team leadership.

Scoring reference: excellent: the language is fluent and clear, and the examples cited have strong persuasion ability to the team leadership ability of the subjects.

Good: Speak naturally and clearly, and the examples can fully illustrate the team leadership ability of the subjects.

English: The speech is natural and clear, and the examples given can basically illustrate the team leadership ability of the subjects.

Poor: the speech is unnatural, the organization is unclear, and the cited examples can't explain the team leadership ability of the subjects.

Topic 5: How did you motivate your subordinates in your previous job? Please give an example of your success or failure in your previous job and explain it.

Test purpose: to test the motivation ability of the subjects, mainly to examine whether the subjects have relevant work experience and good ability to motivate subordinates.

Scoring reference: excellent: the language is fluent and clear, and the cited examples have strong persuasion ability to the motivation ability of the subjects.

Good: the speech is natural and clear, and the examples can fully explain the motivation and ability of the subjects.

English: the speech is natural and clear, and the examples can basically explain the motivation ability of the subjects.

Poor: the speech is unnatural, the organization is unclear, and the cited examples can't explain the motivation ability of the subjects.

Topic 6: Why do you want to leave your present job? When can I come to work?

The purpose of the test is to understand the values of the subjects.

Scoring reference: excellent: fluent in language and clear in organization, able to clearly and reasonably express the reasons why the subjects left their current jobs and the time when they came to work in the company.

Good: The language is fluent and clear, which can clearly and reasonably express the reasons why the subjects left their current jobs and the time when they came to work in the company.

Chinese: Speak more naturally and clearly. Basically, it can clearly and reasonably express the reasons why the subjects left their jobs and the time when they came to work in the company.

Poor: unnatural speech and unclear organization. It is not clear and reasonable to express the reasons why the subjects left their jobs and the time when they came to work in the company.

Topic 7: On a stormy night, you drive past a station where three people are waiting for the bus. One is the girl of your dreams. You dreamed that if I could see her again, I would never be separated from her again. One is a doctor who once saved your life, and you always want to repay him well. Another patient may die if he is not sent to the hospital in time, but your car can only carry one person. What should you do at this time?

Answer: accompany your dream lover and let the doctor drive the patient to the hospital!

Topic 8: What links does performance management include? And the key points of each link? Please combine your previous work experience to explain how to ensure that performance appraisal is not a mere formality.

(1) I think performance management has four links, which constitute a PDCA cycle: making a scientific performance appraisal plan, carrying out performance appraisal, checking and feedback performance appraisal, and handling the later performance appraisal.

1. When making a performance appraisal scheme, we should choose an appropriate performance appraisal method according to the development of the enterprise, and pay attention to the SMART rule (concrete, quantifiable, achievable, realistic and time-limited) when designing indicators;

2. When implementing the performance plan, firstly, all employees should be guided, and all employees participating in the performance appraisal should know the purpose of implementing the performance appraisal and their own key indicators; Second, the results of performance appraisal should be fed back to the assessed.

3, performance appraisal and feedback should pay attention to make the examinee in an active position, avoid using general statements in the interview, have specific data or examples, and make improvement plans according to the assessment results, summarize and follow up.

4. Post-processing of performance includes: firstly, coaching or training employees according to the performance improvement plan; Second, according to the results, distribute wages and bonuses, promotion and personnel adjustment to employees; Modify the performance evaluation plan if necessary.

(2) In order to ensure that performance appraisal is not a mere formality, I think we should pay attention to the following points:

1, from the top to the grassroots employees;

2, communicate and implement the whole process of performance appraisal system;

3. Establish a good performance complaint channel;

4. Scientific performance system.

Topic 9: How can we get effective training needs? How to measure the training effect? ?

1, the training needs of enterprise managers. First, through the evaluation of performance appraisal, determine the reasons for the low performance level of managers, so as to determine how to solve problems through training; The second is to analyze the professional knowledge and business ability of managers, and formulate training needs in combination with the job analysis of their positions;

2. For front-line operators, the training needs should be determined according to the operating procedures and job specifications, compared with the level and sense of responsibility of existing workers;

Second, measure the training effect. At the end of the training, you can measure it by questionnaire survey, observing the actual work situation of the trainees and analyzing the performance appraisal results after the training.

Topic 10: About Labor Contract

1. Regular employees: How to terminate or renew the labor contract when it expires?

2. What is the contractual relationship between the employing enterprise, the labor service company and the individual employee under the labor contract and in the actual employment process? When actual management problems (industrial injuries, disputes, etc.) occur, how to define the responsibilities among them. ) happen?

A: One month before the expiration of the labor contract, according to the company's assessment of employees, the employees who want to dissolve or renew the labor contract will be notified in writing 30 days in advance, and relevant procedures will be handled through consultation. The Labor Contract Law stipulates that when renewing the labor contract, the time limit for renewing the labor contract shall be determined by both parties through consultation; If no agreement is reached through consultation, the renewal period shall not be less than 1 year from the date of signing; Workers who have worked continuously in the employer for more than 10 years may request to renew the open-ended labor contract.

Employment enterprises and labor service companies are labor export contracts and service contracts. The laborer signs a labor contract with the labor service company, but there is no employment relationship with the employment enterprise. When a work-related injury or work-related injury dispute occurs, the enterprise does not bear the responsibility because it has no contractual relationship with the laborer, but the employing enterprise has to provide the corresponding safety production guarantee for the laborer, so it is sometimes regarded as joint and several liability and bears certain responsibilities.

Topic 1 1: How to make the rules and regulations of enterprises have legal effect on employees?

First, the formulated rules and regulations do not conflict with the national laws and regulations, that is, we should pay attention to the effectiveness and practicality of the rules and regulations;

Second, the notices of various rules and regulations are notified to employees as attachments to the contract or in the form of posting and training.

Topic 12: essay topic (elaborated in combination with work practice)

What do you think is the difficulty of factory recruitment? Please talk about how to do a good job in factory recruitment based on your previous work experience.

Answer: I think the difficulties in recruitment mainly include the following aspects. First, what kind of people to recruit, most companies are not perfect in the quality evaluation and job analysis of employees, and the post and qualification requirements of employees to be recruited are not clear; Second, the interview process is not perfect, and it is impossible to recruit suitable people through a complete interview system, so as to achieve the principle of talent matching that "people suit their own needs"; Third, due to geographical or other reasons, some types of jobs are difficult to recruit.

The company I work for now is a textile finishing company, and the workshop temperature is high. On the other hand, the company is located in a remote place, with inconvenient transportation and high brain drain rate. Recruitment has always been a difficult problem for our company.

After taking up the post, on the one hand, we should improve the preparation and perfection of the company's job responsibilities and qualification documents, on the other hand, we should improve the recruitment system, design reasonable structured interview procedures and expand recruitment channels. For workshop workers, on the one hand, strengthen the contact with various labor markets, on the other hand, increase the internal recommendation system of employees, encourage employees to introduce new workers into the factory, and at the same time strengthen workshop construction and improve the working environment of employees (such as installing fans and equipped with cool drinks).

For factory managers, first of all, the basic situation of the required position is determined through competency analysis and post analysis. Understand the actual situation of the company (transportation, life, etc.) through a reasonable interview process. ) You can inform the applicants at the same time when people meet the position, so that the recruited employees can know the characteristics of their work and the working environment before joining the job, and avoid the high turnover rate of employees.

Intensify internal staff recruitment and training, improve staff management level through the company's training plan, and increase personal promotion opportunities. On the one hand, it can improve staff loyalty, on the other hand, it can effectively fill some management vacancies.

Topic 13: composition topic (elaborated in combination with work practice)

One day, the manager of a department found the human resources manager, reflecting that his subordinate B was irresponsible and his performance was mediocre, and he could not carry out the ideas of his superiors and asked to be dismissed. The personnel manager immediately went down to check the situation. B thought he was working hard, but the manager deliberately embarrassed himself. As a human resources manager, please analyze the reasons for this situation and how to deal with it.

Answer:

First of all, I think the reasons for this situation are:

1. Manager A of this department lacks effective communication with this employee;

2. The job responsibilities of subordinate B are not clear, and there is no data to correctly measure the job performance; The employee's performance appraisal is out of control and can't correctly reflect his work performance.

Second, the solution:

1, treat each party fairly, without favoring any party, and intervene quickly to avoid the escalation of disputes;

2. Interview with all parties, evaluate employees' work performance and work attitude, and insist on using data to speak, with figures and examples;

3. According to the interview results, analyze and judge the cause of the incident and coordinate the two sides to solve the problem.