What is your competitiveness in the interview?

What is your competitiveness in interviewing

Do you know what your competitiveness is in interviewing you? Have you ever been asked by an interviewer what your strengths are? The strengths the interviewer mentioned are actually your competitiveness. In fact, competitiveness in layman’s terms means that I have it but you don’t have it, and I am good but you are not. Let me share an article below about what your competitiveness is when interviewing.

What is your competitiveness in the interview 1

The 4 major characteristics of core competitiveness

Whether for employees or for the company, core competitiveness is their existence The biggest reason.

Jayne Barney proposed the VRIO model in "Seeking Competitive Advantage from Within".

The so-called VRIO model is the value, rarity, inimitability and organization model.

Value: Can the company’s resources and capabilities add value?

Scarcity (Rarity): How many competing companies have obtained these valuable resources and capabilities?

Difficulty to imitate (Inimitability): Will companies without these resources and capabilities be disadvantaged?

Organization: Is the enterprise organized to fully develop and utilize its resources and capabilities?

If you don’t understand, you might as well replace “enterprise” with “individual” in the above four questions to fully understand it.

Simply put, core competitiveness is a person’s valuable resources and abilities.

That is - "the shining point".

You can do what others can't do, and what you can do others can't do;

You can do what others can do, and do it better.

For example, some programmers will only use the same set of programming throughout their lives, but you have found the essence and continue to improve, innovate and improve.

As a salesperson, others rely on old customers to sign orders, but you continue to find new customers, and each order makes a lot of money for the company.

Core competitiveness refers to the advantages you have over your competitors and the differences in core capabilities.

It is not a kind of ability, but a combination of comprehensive abilities, which is the ability that can truly create value for the enterprise. What is your competitiveness in interviews 2

First of all, you must understand that headhunting is a "service industry"

The business philosophy of a considerable number of headhunters is, "helping companies find the right people, not Help candidates find suitable jobs", or even more superficially, "help companies find people and let candidates change jobs." As for whether it is suitable or not, let the company decide for itself. I am only responsible for poaching and recommending people. Whether it is a cold call visit or low-level communication, it will create a perfunctory image of inefficiency.

The target of headhunting services is two-way. If you don’t understand the positions that the company is recruiting for, you only have a concept of “should do these jobs”. The recommended candidates are complicated and mediocre, which will inevitably make the company’s impression of headhunting. Great discount, affecting the possibility of long-term cooperation;

For candidates, "poaching" is never an appropriate method. Headhunters never poach people, but find those who originally want to "move" People who show sincerity and are willing to help candidates find a job with sufficient improvement are more reliable than being a big liar every day.

Secondly, the symmetry of information requires communication.

Headhunters encounter all kinds of candidates and HR. They have experienced many battles, so how could they not know the importance of communication. Unfortunately, when you have such an idea, you are one step away from professional headhunting.

Learning and absorbing the merits of other headhunters, other orders, and various channels is what headhunters must do. If you want to have sufficient communication capital, you must first have a solid accumulation of information.

It is the minimum courtesy to seize the appropriate communication opportunity and ask others "Is it convenient now?" When communicating with HR, does HR have enough understanding of the position being recruited? What can a headhunter learn by just relying on a piece of "job responsibilities"?

There are no positions that offer “more money, less work, and closeness to home.” Companies are willing to pay headhunting fees to recruit a person, which shows that the position itself is difficult. The headhunter must make a basic assessment of the difficulty of the job, such as the remoteness of the work location, the high risk of the position in the startup company, the demand for talents in unpopular fields, etc.

It must be admitted that some candidates think very highly of themselves in the triangle relationship, but they do not realize that they do not have to pay a penny in the whole process. Excluding some talents whose ability is directly proportional to their temperament, communication between headhunters and candidates must be open and sincere, regardless of personal relationships or the list in front of them, and they must focus on long-term cooperative relationships.

When communicating with the candidate for the first time, explain who I am, my purpose of coming, where I got the candidate’s contact information, and clearly explain the characteristics of the company and the difficulties of the position.

The first is to improve work efficiency and reduce wasted work, and the second is to gain the candidate's trust and get more real and detailed feedback from him, and then inquire in depth about, for example, the current position in the company, salary range, etc. Regarding the requirements for the workplace, expectations for future development direction, and whether cross-industry considerations can be considered, even marriage and childbearing status, where you are from, what positions you have interviewed for before, and other very small aspects.

You must know that most of the information will be exposed during the interview. If you do not know it in advance, you will lose your credibility and the possibility of long-term contact with the candidate, which is not worth the gain.

When there are no cooperation opportunities for the time being, organize and archive candidate information in a timely manner. Once there is a new job order, you can directly search the talent pool, and other job opportunities will become available next time you communicate with him. The more accurate it is, the higher his trust in you will be, and unnecessary harassment will be reduced when job opportunities do not match his intentions.

The most important thing is to give the other party enough respect

In a three-party transaction, are the company, headhunter, and candidate equal? Of course not. Whether it is a company that is careful about budgeting, a candidate who is proud of his talents, or a headhunter who avoids the important and neglects the important, the price paid must be unequal.

If the candidate clearly refuses, no more repeated harassment; if there are more interviews, ask HR whether he or she can have a certain understanding of the interviewer, the interview process and questions, and the leadership of the position being recruited. ; The most important thing is to reasonably allocate your energy and resources to ensure the smooth progress of the transaction while considering the cost-effectiveness of an order, which is also a respect for your own work.