How HR or HM can improve interview skills?

Why do you say that? Let's analyze them one by one.

First, let's look at the structured interview method. Structured interview, as its name implies, is to completely structure the whole interview, or to list the questions in the interview according to the structure or chronological order of the resume, get the answers one by one, compare them with the preset standard answers, score them and finally get the total score. If you cross this line, you pass, but if you cross this line, you fail. An obvious advantage of this method is that it basically embodies the principle of fairness to all candidates, and all the questions are the same. However, it is difficult to obtain the most authentic information by this method, which means that it is difficult for you to obtain the information of the applicant's actual working ability through structured interviews, which is the most important place to investigate in the interview. Some HR colleagues, in order to make up for this defect, add situational interview questions to the structured interview to examine the candidate's problem-solving ability. Relatively speaking, because the situational interview requires the candidate to provide a hypothetical solution to the difficulty, it is scientific for the candidate to have some practical experience to do it. But don't forget, some candidates have strong learning ability. They can get inspiration from the solutions of colleagues and even leaders. After a little transformation, they can become their own cases and share them with us. If they don't delve into it, it's really hard to judge whether it's true or not. Therefore, if you mainly use structured interviews or structured situational interviews during the interview, it may not matter for general positions, but there are too many key positions, so this method is not recommended.

Next, let's look at stress interview. Nowadays, many companies emphasize that candidates should resist stress when recruiting personnel. In order to experience the resistance of candidates on the spot, some stress interview questions were used in the interview. There's nothing wrong with that. In the daily interview, I will also use one or two stress interview questions to test the candidate's ability to resist stress and logical thinking under pressure. However, I would like to remind colleagues who like to use stress interview to be careful, because putting too much pressure on the candidates during the interview will be counterproductive: put yourself in the applicant's shoes, and what would we think if we were faced with such constant pressure? Will you accept the position offered to you by this company unless you have to? What is the reason? Because there is no good customer experience, it will question and shake the work of this company, so under the premise of having a choice, I will definitely give up this opportunity first. Therefore, every time I train the recruitment system or interview skills, I will take this out separately, emphasizing that it can be used, but it cannot be used as the main method. Be very careful when using it.

Finally, let's look at the behavior-based interview method. This is called competency-based interview at Dell, and there are 14 modules to be tested. But in the actual interview, you only need to determine the content of 4-5 modules with the business department. This method is called behavioral interview when it comes to MOTO, and it has 17 modules. Every interview needs to confirm 5-6 modules with HM for investigation. In fact, the methods are all the same, but the names are different. It is based on the past or previous behavior to judge whether the company will take the expected behavior when it encounters the same environment. Why? Because a person's behavior is continuous in a specific period unless his mind has changed and changed recently, which is what we often say.

So, is it enough to simply ask the candidate how to do one thing? Of course not. We should listen to what he says and see what he does. How come? Ask questions. In the actual operation process, we should adhere to the ear method: e = environment a = activity r = result. What does this mean? What specific measures have you taken to solve this problem, and what are the results? Simple, right? Yes, actually, the interview is that simple. But there's something deep in it. The so-called expert sees the doorway, and the layman watches the excitement. You said you received an order for 100W. Please tell me how you did it. I want to know not only how you do it, but also how your colleagues do it, how your boss allocates the quota, what the competitors are like, how to find the customer's decision maker, how to beat the competitors, and how to get more resources from your boss to support your work. These come from my previous sales experience and also from my communication with the business department. If you have no sales experience, talk to your colleagues in the sales department and you will know how to make a judgment. So, here are not just the English questions listed above. You need to ask three or four deeper questions to have a basic judgment.

Give another example about the evaluation of personnel management experience. Usually HR colleagues will ask: How many people do you bring? How are they managed? How to manage subordinates with better performance? How to manage poor performance? This kind of question is more useful for the general team leader, because with these management abilities, you can be qualified for the position of team leader. But for middle and senior management positions, this is not enough. What questions do you need to ask? You can ask: You just said that you would use KPI to evaluate your subordinates. Can you share a specific case with me? I hope you can tell me why these points should be the main assessment points of KPI. Will this question be more difficult? People without practical experience will not have logically perfect answers.