What should you do under the pressure of the interviewer?

In the process of interview, job seekers will be more or less suppressed by HR. Where does this suppression come from and how should job seekers face it? Bian Xiao of Hanzhong Talent Network will study with you.

There may be four reasons for the recruitment unit to "suppress" candidates:

First, the recruiting unit intends to test and inspect the candidates;

The second reason is that representatives of recruiting units often have a sense of psychological superiority, which will inevitably suppress candidates;

The third reason is that candidates often feel nervous and anxious during the application process, which aggravates the depressed psychological experience;

Fourth, if the employer is interested in the applicant, it also wants to know more about the applicant. In this case, normal and harmless suppression will naturally occur.

It must be understood that during the interview, if the recruiting unit is not interested in the candidate, it is too lazy to suppress the candidate; In the interview process, if the applicant does not feel the slightest pressure, but is inexplicably encouraged, praised and praised frequently by the recruiting unit, then the applicant should maintain a high degree of vigilance at this time, because this is often not a good thing-the recruiting unit is likely to cover up and conceal information that is very important to the applicant.

Therefore, candidates should hold the idea that during the interview, candidates will encounter the pressure of the recruiting unit for the first time-this is the real beginning of the application.

According to different repression situations, here we give five ways to deal with candidates:

Method 1: Neglect method

Conditions of use: the interviewer's repression is unreasonable and nonsense, which has little to do with the interview immediately.

Coping style: smile and nod, ostensibly agree with each other's statement, or attach some short oral expressions.

Key point: Don't waste time on such issues, and get into a conversation topic that is beneficial to the applicant as soon as possible.

Method 2: Compensation method

Conditions of use: the interviewer's suppression is indeed based on facts.

Coping style: admit and accept it gladly, give some compensatory statements, and weaken the interviewer's doubts.

Key points: candidates should not strongly deny it, otherwise it will make the recruiting unit disgusted; Find a suitable reason and find enough compensation; I really can't find the reason for compensation, so I take the advantages of "popularization" such as honesty, diligence and responsibility as the reason for compensation.

Method 3: Taiji method

Conditions of use: the interviewer's suppression opinion is not very persistent or specific; Or the interviewer's repression involves the applicant's personal privacy; Or the applicant can't find the answer to the question at the moment; Or in order to save the applicant's own face, it is impossible to clearly affirm and deny the problem.

Coping style: directly turn the suppressed opinions into favorable statements for you; Or deliberately misunderstand the key direction of suppression and deal with it; Or retreat, admit that you don't know the answer, and ask the other person for the answer directly; Or ask the other person's opinion on this issue.

Key point: use the implicit conditions of the problem itself to "counterattack".

Method 4: Inquiry method

Conditions of use: the interviewer emphasizes that the suppression is not clear.

Coping style: grasp the interviewer's suppression focus by asking questions.

The key point: you can't rush to deal with such repression directly.

Method 5: indirect negation method

Conditions of use: negative but not directly negative suppression opinions should be given.

Coping style: "Yes, but ...";

"You're right, if you think about it from another angle ...";

At first, I thought the same as you, but now I think …

Key point: first affirm the other party abstractly, then turn the topic around and then deny the other party concretely. Don't directly deny the other party's statement with words like "You are wrong" and "You are not right".