Six interview misunderstandings that interviewers must pay attention to.

Six interview misunderstandings that interviewers must pay attention to.

For job interviews, both employees who have applied for jobs and managers who often act as interviewers will have too many feelings. Employees feel that some "strange" things often happen when they attend many corporate interviews. Obviously, they are better than the other person, but in the end, they are accepted by others. What managers feel is: Why are there always so many qualified candidates who can't even pass the probation period and must be eliminated? At the same time, they vaguely feel that there are more suitable candidates among those who failed in the interview. This shows that there is something wrong with the recruitment interview of the enterprise.

First, the questions asked by unprofessional interviewers are disorganized.

In the enterprise recruitment interview, the interviewee asks the most questions, which is an obvious manifestation of the lack of professionalism of the staff engaged in the recruitment interview.

(1) repeat the question

In the connection between the first interview and the second interview, it is very common to ask repeated questions. The examiner of the second interview may not know much about the first test, and it is easy to ask the same questions as the first test. Of course, these questions must be of great concern to the examiner, such as personal study, work situation, previous work performance, reasons for leaving the company, and understanding of the company to be applied for. But this obviously violates the true meaning of the second interview? That is, further in-depth evaluation of candidates. It wastes the valuable time of both sides of the interview, which makes the examiner nervous about the more important situation of the candidates. Because of the time, the candidates have to answer the questions that can best show their strengths in a hurry, thus affecting the re-examination effect.

(b) omission of important information

The interview questions of many enterprises are not carefully designed and prepared, but show great randomness. Therefore, important information is often left out when asking questions. The interviewer will keep asking the candidate some questions that are actually not very important, and the candidate will explain them repeatedly, wasting a lot of energy and time, but ignoring more important content and information, which affects the comprehensive understanding of the candidate.

(3) Ask irrelevant questions

The randomness of interview questions also shows that the interviewer will ask some questions that have nothing to do with the interview, and some even involve the personal privacy of the candidate, which makes both parties very embarrassed. Because the interviewer's professional scope, education level and comprehensive quality are different, such as: "Why did you divorce?" "Why don't you get married?" Such problems happen occasionally, and the interviewer is eloquent and complacent.

(D) the uncertainty of the problem

What's more, the questions asked by the interviewer are uncertain, which also happens from time to time in the author's work. Interviewers often ask questions only based on the past work experience of candidates, and different candidates will have different work experiences. Examining different people with different questions is like measuring the height of different people with different rulers, and the final interview results can no longer be done according to the same standards of enterprises, which is easy to cause unfairness to candidates.

Second, the interviewer's inevitable halo effect.

Recruitment interviews cannot be standardized and quantified. Many times, the interview results are basically related to the overall quality of the interviewer, but many interviewers can't overcome many of their human weaknesses at first.

(A) the interviewer's own preferences

For the interviewer to judge people according to their own preferences, it happens from time to time in many enterprise recruitment interviews, and it is also the most difficult to avoid. For example, the interviewer attaches great importance to academic qualifications, and he must be biased towards people with high academic qualifications. Before the interview begins, those with lower academic qualifications will definitely lose one point. Or another interviewer, who is from marketing and sales, often has a good impression on the right person, while ignoring the characteristics and requirements of the positions currently recruited by the enterprise.

(2) preconceived ideas

The so-called preconceptions mean that the interviewer has a relatively fixed impression on the applicant at the beginning of the interview. This impression is difficult to change in a short time. For example, the interviewer's first impression of the candidate is frank and friendly, so when he finds the candidate's first lie, he will think it is innocent or overly nervous, which is understandable; If the interviewer's first impression of the candidate is glib and hypocritical, then when he finds the candidate's first lie, he will think it is out of habit or on purpose, which is unforgivable.

(3) covering the surface with dots

Interviewers often make hasty overall judgments because of a prominent advantage of candidates. For example, when recruiting a project development leader, the candidate shows superb software development ability, and the interviewer may mistakenly think that he is the right candidate for the project development leader. But in fact, as the person in charge of project development, it is more important to have team coordination ability and project management ability, not just software development ability.

Third, the interviewer did not record the interview in time or the record was incomplete.

It is very necessary to make proper and timely records during the interview. However, in many interviews, the interviewer only makes a very general summary and a rough evaluation record on the applicant's interview assessment form, usually only a few, or even simply writes nothing first, keeps it in his mind, and then finishes all the interviews in one go. This approach is not a big problem when there are few applicants, but when interviewing several applicants for the same position at the same time, the interviewer often only has a deep impression on the first person and the last person, while the impression on other applicants is vague. After the interview, it is obviously unfair and inaccurate to classify the candidates and decide whether to accept or reject them according to the vague impression in the interviewer's mind and a few simple general remarks. At the same time, it is not conducive to post supervision and the summary of interview results.

Fourth, ignore the job motivation of candidates.

The investigation of work motivation is an important content that is often overlooked in the recruitment interview of enterprises without accurate design. Many interviewers will put a lot of energy into examining candidates' professional knowledge, professional ability and work performance, and pay little attention to employees' work motivation.

If the applicant is only looking for a job for a living guarantee, he will try his best to meet the interviewer's interests and hide his preferences and value orientation. At the same time, what is more serious is that employees are often in a negative working state, without good job opportunities and lack of initiative in their work, which will become an obstacle to management, assessment and motivation. A good work motivation is to integrate one's own development needs (including continuous learning and practice to improve one's knowledge level) with the needs of the enterprise that intends to apply for * * * (including the recognition and appreciation of corporate culture, values and development direction, and the mental preparation for harmonious coexistence and common progress with employees). First of all, the employee should like this job. Secondly, he likes this enterprise, so we can think that his work motivation is good. Of course, encouraging good work motivation is not to obliterate the material needs of employees for life security, but to emphasize which is more important. Employees who only pursue material interests must not be good employees, especially in today's increasingly developed knowledge economy era.

5. The interviewer's behavior leads to the dissatisfaction of the candidate.

The interviewer's questions are not up to standard, the agreed interview time is not observed, and the interviewer's requirements are not uniform. Interview is not only a process for enterprises to choose candidates, but also a process for candidates to choose enterprises. Even if the enterprise takes a fancy to the applicant, the applicant does not necessarily value the enterprise. Candidates will have a deeper understanding of the enterprise in the interview organized by the enterprise. Interview arrangement procedure, interview environment, interviewer's quality and so on will give the applicant an overall impression of the enterprise and directly affect the applicant's understanding of the enterprise.

Sixth, the interviewer's empiricism

Due to the uncertainty of employment standards, interview process and interviewers, and the attention paid by the hired employees to the interview results, many interviewers often judge and evaluate the candidates with past experience, and many interviews are over in a few minutes. Many interviewers are still complacent and think they are great. In fact, this is extremely irresponsible to candidates and enterprises.

It is precisely because of these fatal weaknesses and mistakes in the recruitment interview method of enterprise human resource management that the interview work has become a chicken rib in the recruitment assessment of enterprises. Not without an interview. However, the results of each interview can only be a general understanding of the candidates, so we have to make a further investigation during the probation period, which leads to an increase in the trial cost of new employees in the company, and also puts the company in a dangerous situation of reduced work efficiency, loss of important customers and leakage of business secrets. At the same time, inefficient job fairs further affect the company's human resources management construction and work operation, reduce the company's human resources development level, and then affect the company's operation and efficiency.

Therefore, HR must not be hasty when interviewing job seekers. Because of your interview, it's not just a job seeker.

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