What kind of experience is HR interviewing HR?

How does HR interview HR? Playing is the heartbeat!

What kind of experience is HR interviewing HR?

Before the interview, hello.

After the interview, dear.

Treat each other with the utmost sincerity.

Play the same routine

Especially as a quilt cover.

I'm afraid my heart is full of barrage.

As an interviewer, HR will not only ask some basic professional knowledge questions, but also attach great importance to the emotional intelligence of candidates. Not only because of the demand of the position itself, but also because we have to get along as colleagues in the future. Don't make an offer without saying a word!

The goal of education in You Jie is: less routines and more sincerity.

The industry calls HR interview HR "communication". There is a good saying, candidates do not brag about their awesome work experience, and interviewers do not exaggerate the company's institutional welfare. If the recruiter can provide something we don't understand, learn and communicate with an open mind. As a "recruiter", how does HR break through the layers of routines and understand the essence of the opponent? Come on! Focus together!

Being experienced in the battlefield and reading countless HR, I am familiar with the interview. He not only mastered all kinds of methods and skills in the interview, but also predicted the questions that might be asked in the interview. Know yourself and yourself. Therefore, interviewing HR requires more attention and accurate judgment than interviewing professionals in other positions. The traditional structured interview method alone is far from enough to identify the authenticity of the interview. Only a well-designed interview process and participatory interview link can screen out the real HR. For the recruitment of HR, we should break through the traditional interview procedure and examine the performance level, professionalism and comprehensive quality of HR from the three dimensions of results, process and practice. This paper discusses the interview strategy of HR in each module from these three dimensions.

"How to interview the HR of the recruitment position?"

1, result dimension

Understand the key data related to recruitment in the past work, such as recruitment completion rate, recruitment completion time, application ratio, employment ratio, employment qualification ratio, basic ratio, channel resume screening rate, per capita recruitment cost, etc.

2. Process dimension

By investigating the recruitment methods, processes and ideas, we can understand the professional level and problem-solving ability of the current module HR. For example:

(1) How to filter resumes? How to evaluate the matching degree between candidates and positions?

(2) What interview methods and assessment tools are commonly used? Where do these interview methods apply?

(3) What recruitment channels have you used? What are the efficiency, differences and characteristics of each recruitment channel?

(4) How to deal with the urgent needs of business departments? What if the business department doesn't like the person you choose?

(5) What if the salary offered by the company is lower than the candidate's expectation?

(6) How to judge the authenticity of candidates' statements?

3. Practical dimension

(1) HR can apply for the position of recruitment manager/supervisor through case study. For example, give the following example:

Annual recruitment task indicators:

Applicants are required to make an annual recruitment plan according to the above cases, including how to make the recruitment budget, the allocation scheme of recruitment expenses, how to use recruitment channels, how to divide the work of recruiters, the time nodes of each position, the interview process and so on.

(2) Scenario simulation: let the HR interviewing for the recruitment position carry out the interview process on the spot (he can directly interview the candidates who come to the company to apply for other positions, or the existing employees of the company can be interviewed by HR on behalf of the candidates for a certain position) and evaluate the candidates.

"How to interview HR for training positions?"

1, result dimension

Understand the key data related to training in the past work, such as the completion rate of training plan, training percentage, annual training hours, per capita training hours, training penetration rate, demand times, internal lecturer load, training cost, standard courseware development quantity, training effect satisfaction, etc.

2. Process dimension

Understand the professional level and problem-solving ability of the current module HR by asking about the construction process of the training system and the problems that may be encountered during the training implementation. For example:

(1) How to build a training course system?

(2) How to select internal lecturers? What if a capable person doesn't want to be a lecturer?

(3) How to make an annual training plan?

(4) What if the implementation of the training plan can't be pushed?

(5) How to evaluate the training effect?

(6) What about the transformation of training effect?

3. Practical dimension

(1) Give all HR interviewing for training posts a theme, and ask them to make a courseware within 30 minutes according to this theme and the trainees, and then come to the company to demonstrate the courseware at the same time;

(2) Let the HR interviewing for the training post lead a 30-minute meeting in the form of a world cafe according to a theme, and the participants can be all colleagues in the human resources department, and finally the discussion results must be drawn.

"How to interview the salary and welfare position HR?"

1, result dimension

Understand the key data related to salary and welfare in the past work, such as salary range of different positions, structural proportion of salary and welfare, average salary growth rate, salary grade, performance-based salary ratio, per capita annual income, salary rate, labor cost rate, social security contribution rate, etc.

2. Process dimension

Ask about HR's handling methods and experience in salary design, salary change, salary incentive management, employee benefits, etc., and understand its competence in this position. For example:

(1) How is the salary of your employees calculated? What are the specific precautions and risks that should be guarded against?

(2) How to design the year-end bonus scheme? How to reduce the negative impact of year-end awards?

(3) How to adjust the annual salary?

(4) What is your current salary structure? How to optimize?

(5) How to conduct salary survey?

(6) How does the company motivate the sales staff?

3. Practical dimension

(1) For the salary specialist position: ask the HR interviewing for this position to make a PivotTable report or other tables in EXCEL within the specified time, during which some formulas in salary accounting are needed;

(2) Salary manager/supervisor position: Give some challenging practical cases in salary management, and ask for solutions according to the cases.

"How to interview HR for performance positions?"

1, result dimension

Understand the key points related to performance in previous work, such as performance appraisal indicators of various departments, the weight of each indicator, the calculation method of assessment scores, the distribution of assessment results, etc.

2. Process dimension

Understand the operating points in the four major processes of performance index refining, performance appraisal implementation, performance feedback interview and assessment result application when building a performance system. For example:

(1) How to choose the performance appraisal method?

(2) How to reduce the resistance of performance appraisal?

(3) How to refine KPI indicators? How to set the index weight?

(4) How to properly handle evaluation complaints?

(5) What should employees do if they don't agree with the assessment results?

(6) How are the results of performance appraisal linked to salary, recruitment and training?

3. Practical dimension

Give HR who applied for this position a brief introduction to the company's current situation, including enterprise scale, organizational structure, management level, annual goals, etc. And it is required to formulate a performance appraisal plan according to the company's current situation. The evaluation plan does not need to be highly targeted and practical. After all, candidates' information is limited, and they have no chance to communicate with internal personnel, but we can see the candidates' logical thinking ability, analytical ability and judgment ability from the scheme.

"How to interview for an employee relations position in the Human Resources Department?"

1, result dimension

Understand the performance highlights related to employee relations in the past work, such as the number of internal problems, employee turnover rate, employee complaint handling and its results, employee cultural activities organized, annual employee satisfaction, etc.

2. Process dimension

Ask questions from three angles: corporate culture construction, employee activity organization and labor relations management to understand the professional level and experience depth of the applicant in employee relations management. For example:

(1) How to select excellent employees? What kind of problems have you encountered in the selection process and how to solve them?

(2) How to convince outstanding employees who want to leave?

(3) How to build corporate culture? How to promote corporate culture?

(4) What team building activities have been carried out? What role did these activities play? How to evaluate its role?

(5) How to properly handle employee feedback?

(6) How to deal with and manage "problem" employees (slack, frequent lateness, commission, etc. )? Tell me about the actual case.

3. Practical dimension

In a role-playing way, ask your colleagues to play the following roles:

(1) Act as an employee who is incompetent and should be dismissed or needs to be transferred (reduced);

(2) If the social security of the company is purchased according to the basic salary instead of the actual salary (actual salary = basic salary+performance salary), the resigned employee complains to the Social Labor and Social Security Bureau and acts as the auditor of the incident.

"Summary"

The above-mentioned recruitment interview method comprehensively and truly examines the professional skills, comprehensive quality, work efficiency and quality of candidates from the three dimensions of results, process and practice, and adopts three ways: mining performance-related data+key process behavior event interview method+simulating real work scenes. Of course, when asking questions in the interview, we must pay attention to using the star interview method to further find out the key information. At the same time, in order to examine the stability of the applicant, it is necessary to know in detail the reasons for the applicant's resignation, ideal job, career planning, the most dissatisfied and satisfied places with the original company and so on. Therefore, when recruiting HR who is well versed in the interview, we can also play games and fight with each other to find the HR candidate who best matches the company.

For more questions, please pay attention to You Jie Education official website!