Interview tips: How to ask good employees during interviews

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How to "ask" good employees during the interview

A successful interview is not only a test of the applicant, but also an assessment of the examiner's ability. Not long ago, a large domestic pharmaceutical company Mr. Wang, the regional manager of Central China Region, invited them to conduct an interview assessment for an important position. The position they were about to recruit was a senior marketing manager. Unfortunately, the plane was delayed and there was no time to communicate with Mr. Wang before the interview, so I had to rush to the scene. Fortunately, the interview had just begun.

Since screening had been done in advance, only two candidates were left for the interview. Mr. Wang personally served as the examiner. Within half an hour, he asked the first candidate three questions:

Question 1: This position requires leading a team of more than a dozen people. What do you think you will do? How are your leadership skills?

Question 2: How do you perform in team work? Because this position requires communication and communication everywhere, do you think your team spirit is good?

Question 3: This position It was recently established. It is very stressful and requires frequent business trips. Do you think you can adapt to this high-stress working situation?

When the candidate finished answering, I immediately called a pause because I realized When I realized that the question raised by Mr. Wang was inappropriate, I spent five minutes questioning the applicant, and then I told Mr. Wang the applicant's answer and his true thoughts.

The candidate answered three questions like this:

Answer 1: My ability to manage people is very strong. In fact, Mr. Wang doesn’t know whether it’s good or not.

Answer 2: My team spirit is very good. Applicants can only answer YES because Mr. Wang has provided too obvious hints.

Answer 3: I can adapt and like to travel very much. In fact, if we rank working conditions, what this applicant hates most is business trips and taking up his own off-duty time. But the boss's questioning method gave him a direct hint that he had to say "yes".

In fact, what Mr. Wang asked was three questions that should have been designed as open-ended questions. The first question was whether he had leadership skills, the second question was whether he had team spirit, and the third question was Whether you can withstand huge work pressure. However, Mr. Wang made the mistake of asking questions in a closed-ended manner, and the candidates could easily know the answers they wanted to hear from the questions asked by Mr. Wang. In fact, this is a taboo in interviews, and it is definitely not possible. Get the right answer. Next, I spent 10 minutes redesigning the following questions for Mr. Wang from three aspects:

In terms of management ability:

Question 1: When you were working in your original company , how many people report to you? Who do you report to?

Question 2: How do you deal with conflicts and disputes among subordinate members? Can you give me an example?

In terms of teamwork ability :

Question 1: Marketing managers often have conflicts with other departments, especially the human resources department. Have you ever encountered such disputes and how did you deal with them at the time? (Scenario-based question) Question 2: As a senior Marketing manager, what efforts have you made to improve the communication within the company?

Can you travel frequently:

Question 1: How often did the company work in the past? You often had to work overtime. How often do you go on business trips?

Question 2: Has this frequency of business trips affected your life? What do you think of this frequency of business trips?

Ask the above question again, Mr. Wang gained a more comprehensive and in-depth understanding of the two candidates and finally determined the candidate he needed.

Here I would like to give some suggestions to corporate leaders when conducting recruitment interviews. Interviews are generally divided into five stages: relationship establishment stage, introduction stage, core stage, confirmation stage, and closing stage. In addition to closed-ended questions during the relationship-building stage, open-ended questions should be used as much as possible at other stages.

Candidates cannot simply answer in one or two sentences, but need to summarize, extend, and give examples. Through this series of answers, enough information can be obtained. For example: When you want to know about the applicant's team spirit and communication skills. Never ask directly: "Do you think your team spirit is good? Are your leadership skills good?" This is a closed-ended question that can only be answered with YES or N0. Applicants should try to let the candidates speak with facts. to improve the credibility of the answer. At the same time, you can also design some situational and behavioral questions, such as: "Tell me what a challenging customer looks like?" "Who do you admire most? Why?" to collect information about the candidates' core competencies. (Job competency characteristics, quality model) information.

The most important thing about a good interview is to be able to ask open-ended exploratory questions. Change all questions to open-ended questions, so that you can ask the candidate’s true thoughts in one go. Candidates will answer exploratory questions in a quantitative way, and some are very analytical, judgmental, logical, or tend to think linearly, and recruiters can better understand whether the candidate has had similar problems in the past. work experience to determine whether they can adapt to this kind of work. This kind of question is an effective interview question.