How to interview executives

Recently, with the help of headhunting companies, I participated in the interviews of two FMCG companies to recruit executives. These two companies are among the top three in the industry and have some feelings. I have been an executive in large and medium-sized enterprises, and human resources is part of my job, so I have some skills and opinions. In my two interviews, the headhunting company repeatedly contacted the employer, and I repeatedly stressed to the headhunting company on the phone that it might be difficult to reach a consensus as much as possible before the interview. As we all know, when recruiting executives, enterprises not only require professional managers to have good professional ethics, but also pay more attention to their abilities. And how is the ability defined? There are generally two methods. The first method is to explore from the applicant's professional experience, but there are environmental factors; The second method is found in the whole recruitment process, including on-site interview, which is time-sensitive, the evaluation of candidates is very important, and even directly determines whether to hire. What is the principle of the second method? HR managers should know that corporate executives can not only be themselves, but more importantly, they can lead everyone to do a good job, even those who can make strategies. Therefore, in practice, the author summed up four abilities that must be assessed when recruiting executives, namely, the ability to "think, speak, do and write", that is to say, whether you have excellent thinking, expression, execution and reflection, thus forming a personal ability cycle, which should be the basic skills or characteristics of excellent managers or enterprise executives! It is also an inevitable choice for professional managers to pursue career evergreen. It is very important to be a leader or manager, otherwise it is impossible to lead subordinates, let alone manage and operate enterprises, which is especially important for growth enterprises. 1, thinking-the ability to plan, that is, the power of thinking. Thinking represents thought. As an enterprise executive, he controls the resources of the enterprise and manages many subordinate employees. Without excellent ideological strength, the whole team will have no backbone, no sense of direction, no sense of purpose and no sense of following. Making clear is the first step to do things, and it is also an important step to determine the success or failure of things and affect the effectiveness, efficiency and benefit of organizational operation. To some extent, the process of thinking out is a process of careful planning, planning, planning and avoiding risks before doing things. After thinking clearly, make the decision more scientific and reasonable. It will reduce the unexpected events in the process of work execution, and make the development of work always in a controllable state, supplemented by the effective use of scientific decision-making tools such as PDPC, which has inserted wings for the improvement of execution. 2. Representation-the ability to convey information, that is, expressive force. Speech is not rhetoric, not eloquence. It is the basic ability of information transmission and dissemination. Because corporate executives are not fighting alone, but leading a team to fight. Speaking out, a leader or manager should be good at giving full play to the subjective initiative and team role of his subordinates, provided that he "speaks out" what he wants. That is to say, express, spread, train and guide your own plans and methods to everyone, rather than keep them for yourself. Subordinates and teams are unclear, which seriously affects the progress, effectiveness, efficiency, benefit and overall benefit of doing things. Because the performance is made by the team, not by the leaders or managers alone. 3, do-pragmatic ability, that is, execution. Do, not only be pragmatic, but also let subordinates follow, supervise, verify and evaluate in the process to improve team execution. To do it, leaders or managers should express it to everyone after planning and planning, so that everyone has the same goal, and then be pragmatic, be good at correcting mistakes and pay attention to execution in the process of doing it. Only in this way can we ensure the realization of the "four effects" of effect, efficiency, benefit and benefit. The ability to do things is generally excavated from the past professional experience, which can be understood by the company you serve, or through some field trips to interview popular science games. More importantly, it depends on the long-term performance in the future. 4, writing-summarizing the ability to sublimate, that is, reflection. Writing, not climbing the grid, is reflection, summary, sublimation and solidification, and it is one of the important standards to measure how tall executives are. In writing, we don't require all team members to be writers or thinkers, but after things are done, it is necessary to reflect, summarize or sublimate moderately. Doing so is actually a standardized process, solidifying good experience or technology, summing up the lessons of failure and avoiding future development. Writing is also a process of personal and organizational learning and improvement, and personal and organizational abilities are constantly improved in reflection and summary. People who can't write can't simply be defined as people with poor ability, but they are far worse than those who can write. Because the storage capacity of the human brain is limited, it is impossible to carry out endless processing in it. The examination of writing ability seems relatively simple, and the conclusion can be drawn intuitively through the written communication, articles, discussions and works of candidates. "Think, say, do and write", that is, the ability cycle composed of thinking power, expression power, execution power and reflection power, is not only aimed at individuals, but also used by organizations to improve their organizational ability in long-term practice. No one will take away everything that has settled down in the enterprise, so the resignation of personnel will not affect the operation of the enterprise. I suggest that growth enterprises should practice the ideas and methods described by the author under the condition of imperfect human resource management process, so as to make executive recruitment more effective and scientific.