Recruitment score sheet

There are six common interview questions, each of which has its own unique characteristics and functions. Let's introduce these questions respectively:

1) introductory question

Objective: To reduce the nervousness of subjects and create a harmonious communication environment.

Sample question: How long will it take you to get here? Where do you live?

Are we still looking here?

2) Behavior problems

Objective: To understand the past behavior of candidates in specific situations.

Sample question: How did you successfully lead the team to work efficiently?

How did you eliminate the misunderstanding with your colleagues?

3) Intellectual problems

Objective: To examine the logical and comprehensive analysis ability of candidates.

Sample question: What do you think of office politics?

What do you think of the popularity of blogs on the Internet?

4) Will

Objective: To investigate the matching degree between candidates' motivation and positions.

Sample question: when recruiting marketing personnel, the company divides the candidates into two categories, one is to choose a high basic salary, and the other is to choose a low basic salary. Which one would you choose?

Do you prefer to work with strong leaders or democratic leaders? Why?

5) Situational problems

Objective: To combine the test elements (organization, analysis, communication, etc. ) according to the specific position.

Sample question: If you were invited to organize this meeting, how would you organize it?

One day, the chairman was on a business trip, and you suddenly received a notice from the tax bureau that the tax bureau was coming to conduct a tax inspection. At this time, you can't contact the chairman. How will you handle this matter?

6) strain problem

Objective: To investigate emotional stability and resilience.

Sample question: The leader made an obvious mistake in his speech at the meeting. How do you stop him?

Your leader has given you a job that you can't finish at all. How would you handle this situation?

7) Projection problem

Projective interview question design is a new trend in the interview field. Traditional interview questions have obvious interview purpose but high topic validity, which makes it easy for the interviewee to understand the interviewer's intention. Due to the social praise in the psychological test during the interview, how to protect the interview intention and let the interviewee's psychological quality be truly expressed without being influenced by other factors has become a new direction in the interview field. Projection questions refer to the projection theory of psychology, which reduces the face validity of the questions. Concealing the real purpose of the interview as much as possible and using questions with low face validity make it difficult for the interviewee to directly judge what the examiner really wants to know, which is the biggest difference from the traditional interview.

Sample question: If you had to choose between a painter and a policeman, which one would you choose? Why?

How to evaluate former leaders? What qualities does he have that make you feel comfortable? What are some things that you find hard to accept?

2. Design steps of interview questions

The design of interview topics can fully reflect the interviewer's interview level, and a good interview topic is the key to the success of the interview. A set of interview topics should include three parts: the opening part, the main purpose is to reduce the tension of the subjects, create a harmonious communication environment, and create conditions for the interviewer to communicate with the subjects in depth; The core part, that is, the focus of the interview process, is reflected in this link. The end part, the main purpose of the end part is to let the subjects ask questions or explain the unclear questions in the interview again.

Three steps of topic design.

As far as the design of specific interview topics is concerned, there are three processes:

The first step is to sort out the interview dimension, make clear the definition of the interview dimension and the typical behavior that the interview dimension needs to reflect. Clarify the definition of interview dimensions, and establish evaluation criteria, which answers are excellent performance, which behaviors are general performance, and which behaviors reflect the poor quality of the subjects.

The second step is to analyze the key events of the position to be tested and form problems. For example, the dimensions of interviewing human resource managers include "analytical ability" and "persuasive ability". Dealing with problem employees frequently is a frequent occurrence in the work of human resource managers. Therefore, we take "dealing with problem employees" as the key event in the interview. We give the stem of a question, "Can you give us an example of an employee who successfully handled the problem?" .

The third step is to design the subjects' questions according to the requirements of behavioral interview. Consider the star factor and fully tap the information behind it, such as "What was the situation at that time?" Your mission? What measures have you taken? What is the result? "and so on. This forms a complete interview topic with the previous questions. Of course, after you finish the questions, you should carefully and repeatedly scrutinize the stem and stem of each question to ensure that the subject will not have a wrong understanding of the questions.

2) key event interviews and stars

Design the questions according to the interview principle of behavioral events, and pay attention to let the candidates talk about the success or failure cases in their past work experience. This method focuses on the complete behavior event and must include four elements (stars) to help the applicant restore the scene at that time:

L situation: a specific description of the background of the task and the problem.

L goal: refers to the goal that candidates want to achieve and the tasks that need to be completed in a specific situation.

L Action: the action taken or not taken by the appraisee in view of the above situation.

L result: the result of taking or not taking action.

Example: Please give an example of retaining key employees through your efforts:

Understand the situation at that time:

1. Why did this employee leave?

2. What is the value of this employee in the enterprise?

3. What direct losses will his resignation bring to the enterprise?

Understand the task at that time:

1. What do you think of retaining this employee?

Do you think there are other ways to solve this problem?

3. What are your expectations for this matter?

Understand what measures the subjects took at that time:

1. How did you take action?

2. How did you keep this employee?

3. What effective work did you do to keep this person?

Understand what results have been achieved:

1) Are you satisfied with the final result?

2) If you are asked to handle a similar matter again, what experience do you think you can learn from?

3) Interview topic design based on competency characteristics

With the continuous development of competency analysis practice, competency has been widely used in various functional modules of human resource management. Competency characteristics have the characteristics of distinguishing function and behavior performance when evaluating employees with different performance levels in the same position. Based on this feature, the author thinks that the biggest difference between competency-based interview questions and traditional interview questions lies in the structure of the questions. The traditional interview questioning is the main channel for the interviewer to mine the quality information of the subjects, and questioning is to help the examiner improve this information and play the role of information verification. The value of the four elements of stars in the interview lies in helping examiners to improve and verify information and helping subjects to restore information. The author believes that any ability is composed of several key behaviors, so the interview topic design based on ability should focus on the key behaviors that constitute the ability, with questions as the main part and topics (questions raised by examiners) as the supplement. For this reason, we named the questions raised by the examiner as "questions", and other questions raised by the examiner around the specific competency characteristics were called "questions". The author believes that the questions are only the "introduction" for the interviewer to start a dialogue with the subjects, and the examiner is not concerned with the answers of the subjects themselves, but with the consciousness and behavior of the subjects in specific events. According to the specific competency characteristics, the examiner compares the quality profile with the actual performance of the subjects, thus judging the quality level of the subjects.