Hello, I also want to interview a car sales consultant! Excuse me, can you share some questions about your interview process and what you should pay attention to? thank you

Here, I would like to talk about some experiences and experiences on how to conduct interviews for people in key positions and above middle-level cadres. My experience can be summed up as follows: one talk, two lectures, three questions and four answers.

a chat: who will talk? About what? How long will we talk?

who will talk? The interviewer chats.

about what? Talk about the content related to the recruitment position.

how long? Three minutes is enough.

When the interviewer faces the candidate, he should give a brief description of the company's general situation and its development prospects in a few words. Because the development and changes of the company need more talents to join, it is logical to describe the reasons and significance of recruiting people. Further, we can specifically introduce what new recruits need to do, to what extent, and even tell what treatment they will get when they do it. In short, in the interview of key positions in middle and high levels, the current situation and development prospects of the enterprise and the relevant elements of the recruitment position should be told to the candidates very coherently in the shortest time, and the whole narrative process will take about two or three minutes. Through this kind of chat, without asking questions, the candidates will also have a buzz, and the next step will be elaborated around the topics discussed by the interviewer, which will not only save the interview time, but also give the candidates the maximum information.

In many cases, the interviewer asks questions as soon as he comes up, and sometimes the questions are very big. Candidates often don't know how to answer or what to say, and they can only talk aimlessly according to their own understanding. As a result, they talk a lot, but they don't hear what the interviewer wants to hear, and they listen to a big basket irrelevantly, which wastes both sides' time and fails to achieve their goals.

Chat-style interview focuses on chatting, which is different from speaking. Chatting is an informal conversation between two people or a few people; Chatting is carried out in a relaxed, democratic and equal atmosphere in a small area, which is very natural and pleasant. Applicants can relax physically and mentally, and it is easy to show their true level. Being too formal will make candidates feel uncomfortable and think you are particularly fake, bureaucratic and even disgusted.

lecture 2: who said it? Say what? How long will it last?

who said: of course, the applicant said.

say what? Tell yourself about the position you are applying for.

how long? Three minutes is enough.

Although during the interview, the interviewer didn't ask anything or ask any questions, after listening to the interviewer's brief chat introduction, the applicant will immediately search for something related to what the interviewer talked about in his mind, and express his most suitable and most relevant content selectively and in a way that he thinks is the most appropriate.

The psychological state, unequal psychological position and asymmetric information between the applicant and the interviewer determine that the applicant expresses it in the form of narration, not chatting or other ways. This is also because applicants are generally eager to show their talents and qualities suitable for the job, and they are in a state of expressing their own psychology, so it is impossible to talk calmly. If the candidate can talk to the interviewer easily, it means that the psychological quality of the candidate is particularly good, or the psychological advantage is particularly obvious. This is generally a senior manager who has been in the workplace for a long time.

This speech of the candidate is the most critical part in the application process, because the interviewer can see the basic connotation, professional experience and resource background of the candidate, and more importantly, know the total amount of knowledge, thinking width, speed, depth, accuracy, language organization ability, logic ability, generalization ability, simplification ability, adaptability and so on, which are difficult to reflect in resumes, written tests and tests. Even if the interviewer has seen the experience, qualifications and background when browsing the resume in the early stage, watching what he wrote and listening to what he said are two completely different test angles. Experienced interviewers will basically have a clear view and close judgment based on the above three-minute presentation of the candidate.

if it is a traditional, simple and mechanical question-and-answer interview, it will not have the above interview effect at all, and it will not have any good results at all. Because of the prisoner-style dogmatic interview, both the interviewer and the candidate will feel nervous, and both sides will feel both offensive and defensive, so their psychological activities are in a state of confrontation, not cooperation. Imagine if the two sides are in a state of non-cooperation, how can they have a good interview effect? Therefore, the art of interview lies in whether the interviewer can coordinate the psychological activities of the candidate at that time with his own, so that the two sides are in a benign interaction state, rather than mutual resistance and contradiction.

When the candidate makes a 3-minute presentation, the interviewer should listen carefully, give encouragement and affirmation with a smile from time to time, and remember not to interrupt the candidate's presentation easily. First, the theme of the candidate's statement will be interrupted, and it will deviate from your new question, and throw away the important content related to the job position that was originally prepared; The second is to extend the interview time and increase the interview cost, which will further affect the appointment time of other people waiting for the interview, resulting in the overall interview time delay and waste.

three questions: who asked? Ask what? How to ask?

who asked: the interviewer asked questions.

ask what? Ask the key contents and contradictions.

how do you ask? Ask with both rigidity and softness, beating about the bush.

In any case, the interviewer should be patient and listen carefully to the candidate's statement for about 3 minutes, because our interviewer often can't finish listening to the statement and open a new topic. For candidates who are still chattering after 3 minutes, the interviewer can remind the candidates to end their statements as soon as possible by looking at body language such as watches or in good faith.

after the applicant's presentation, the interviewer should take the initiative to ask questions. What should he ask? Don't ask platitudes, questions that have been answered in your resume, and questions that have been clearly stated in the written test and the three-minute presentation just now. Otherwise, the candidate will think, "I have made it very clear in my resume" and "I seem to have made it very clear just now". Why do you ask? This raises a question that is extremely destructive to the next interview: who is interviewing who? Candidates will have doubts about the interviewer's ability and level. What should I ask?

1. Ask the interviewer questions that he should know, but have not been described in the resume, written test and three-minute presentation;

2. Ask the candidates about the contradictions in their statements and resumes;

3. Ask the applicant about the facts stated and what is reflected in the resume that is not suitable for the position.

In short, use its spear to attack its shield, ask questions about the applicant's own contradictions, and see how the applicant answers.

how to ask questions? The tone and manner of questioning should also vary from person to person. For the straightforward and cheerful candidates, you can ask them more quickly and directly, and for the introverts, you can be euphemistic, but in any case, you can't attack and hurt the candidates or treat them with a lesson. No matter how you ask, the question should be soft and firm, straight in the song and insinuate. Only by asking about the joints and the contradictions can the interview be effective. Because one is to supplement the key information you need to know, and the other is to look at the applicant's adaptability and defense ability in terms of answers to contradictory questions, as well as questions beyond their abilities, such as integrity questions and questions behind them.

four answers: who answered? Answer what? How to answer

Who answers: the applicant.

answer what? Answer the questions raised by the interviewer.

what's the answer? Provide the information and content that the interviewer wants to know.

When a candidate is touched by the interviewer, the answer is the key. As the saying goes, only a high-level question can lead to a high-level answer. The interview really reached its climax at this stage. The applicant's ability to deal with contradictions, talent and charm are all in this short answer. And the confrontation between the two sides really began. If the candidate answers the question clearly, he can go on to ask the next question; If there is a flaw in the question, you can continue to ask questions on the flaw; If the candidate is embarrassed or sweaty, it means that the candidate may have problems or secrets on this issue. As an interviewer, you can give up this question, don't pursue it, change a relaxed topic appropriately and give the applicant a step down. Remember that at this time, the two sides are equal and choose each other. The interviewer is not a judge and can't be a judge, as long as he knows the problem.

In the actual question-and-answer session, the candidate will also ask the interviewer actively after answering the interviewer's questions, and the questions asked by the candidate are generally related to the salary, salary, vacation mode, schedule, business procedures, or the relationship between positions, the company background and the competitiveness of competitors, etc. In the face of the candidate's rhetorical question, as an interviewer, we should answer it positively and realistically, but we should not rule out the artistry of the answer.

The total time for the interviewer and the candidate to ask and answer each other is within 4 minutes.

when an expert reaches out, he knows whether there is one. The total time for interviewing an applicant is 1 minutes. There is too little time for the interview to be effective; Too long time will increase the interview cost and reduce the interview effect. For applicants who are obviously unsuitable, you can end the interview within 5 minutes, but be polite.

three key points in the interview

1. Early and clear treatment

Generally speaking, the first thing a candidate pays attention to is the treatment of the position he is applying for, the second is whether he has room for development, the third is whether he is competent for the position, and the fourth is whether the candidate feels suitable or not.

In reality, many companies commit serious egoism in the recruitment process. I have called many times to inquire about the relevant recruitment matters according to the recruitment advertisement in Worry-Free Future. When asked about the salary and treatment, the person in charge of the recruitment unit is always evasive, "It depends on your ability and what contribution you can make to the company", "We are very flexible, let's talk about it" and so on. Candidates are very smart. They know that an enterprise's salary system is systematic and has its own salary concept and method. It is unlikely that it can destroy the operation system of the enterprise for a certain person, unless the general manager and president are recruited, you will have to wait until you take office. If you don't say it clearly, the candidate will think you are faking and beat around the bush on the issue of salary and treatment. Many enterprises only ask questions about job requirements when recruiting, but standard questions keeps silent about the salary and treatment of the position. It also left a bad impression of dishonesty on the candidates. Some good practices are to inform the candidates in the first round of interviews or even in the job advertisements. Don't think this is tacky, but you are responsible for the applicant and yourself.

2. Look at people first, look at their faces first, and listen to their voices first.

Experienced interviewers have basically judged whether an applicant is the one they want within three seconds of meeting before the interview. Judging from the applicant's manner, appearance, walking, sitting posture, clothing and other aspects, it can be judged that he is close. Specific criteria for judging, on the one hand, the accumulation of experience, because interview is an art that depends on technology for three points and experience for seven points; On the other hand, we can read two books, Ma Yi Xiang Fa and Zeng Guofan's Bing Jian, especially the latter, which is a good book from practice.

If an interviewer asks a candidate such a question, "How do you do this job well?" "How much sales can you accomplish?" "Can you give me a plan first?" "What can you do for the company? How big is it? " "How do you want the company to develop itself?" There are only two possibilities: either the interviewer has no experience and interview skills, and belongs to the category that doesn't understand human resources work at all; Either there is another attempt, hoping to talk about ideas and your views on work through you, so that he can brainstorm; Or let you come up with a plan in three days. He asked many candidates to take the plan, and its purpose was self-evident. We should be vigilant against such applicants.

It's common to meet people who brag in an interview. This kind of person will often tell you stories that sound beautiful but can't be done, such as how much ability he has, how many resource relationships he has, and how many sales tasks he can complete. There is only one way for this kind of person: no. Such candidates are either cheating or crazy, which is very destructive to the enterprise. This kind of foreign monk doesn't understand the internal situation of the enterprise at all, and it's still a trivial matter to mispronounce the scriptures, which attracts the phoenix and leaves the pheasant in big trouble.

how to judge a person's practical operation ability is a question that many HR people often ask me. In fact, it is very simple, just look at what he has done, what he has done and how he has done it. What you have done is to judge his experience, what you have done is to judge his ability, and how you have done it is to judge his way of thinking. These can be confirmed by resumes, interviews and appropriate background checks, rather than listening to what he says he can do in the future.

interview point 3: don't be the "best"

six years ago, a listed company in Chongqing acquired a medium-sized manufacturing enterprise with more than 5 people in other places and needed a financial controller, so it entrusted a headhunting company where I used to work to recruit for it. At the request of the company, 12 qualified candidates were selected nationwide. Three months later, after a series of actions such as interview, two-way investigation, sexual orientation test and background investigation, there are finally four qualified candidates to choose from. Who should I choose? Any fool will know the answer: choose the first place. The practical experience is: don't want the top two, but want the third place. At the insistence of the headhunting company, the company chose Mr. Li, who ranked third. It has been six years, and Mr. Li is still the chief financial officer of the company. The chairman of the company spoke highly of him. Why do you choose this way? There is a reason for this.

First of all, all the talented people are fighting for it. You are not the only employer who offered the starting price. When you enroll the top two people into the enterprise, the enterprise will give them a probation period of at least 3 months. In many cases, the enterprise unilaterally thinks that I am trying you out, and I am testing you. You should work hard and perform well. In fact, it is overlooked that candidates are also trying out enterprises. During the probation period, the opportunity cost of both parties is not very high, and anyone can fire the other party, not just the enterprise.

Second, excellent talents will always have many opportunities. Not only do you have a crush on him, but other companies will also have a crush on him. He rode a donkey to find a horse during the probation period, and many opportunities beckoned to him, and he would leave you at any time. When you think of the people in the middle, as a result, those people just have new jobs or are unwilling to move any more, which becomes drawing water from a bamboo basket.

thirdly, the people in the top rank have been working in the enterprise for a long time, and then they have a desire to leave soon. Because they will soon find a lot of negative things in the enterprise, and what they saw and heard before they came in was all good. What I saw after I came in was completely the real truth. It would be even more unbearable if I met one or two deceitful or jealous "bird people". If there was an opportunity outside at this time, he would naturally leave soon.