5 Tips for HR Interviews

Want to know how interviewers can eliminate falsehoods while retaining truths, discard the rough and select the essentials in the shortest possible time, and obtain accurate information about job seekers to improve interview efficiency and reduce employment risks? This is a very challenging job for the interviewer. Below is an author sharing with us eighteen interview experiences that he has summarized from more than ten years of interviewing and recruiting experience. All HR colleagues are welcome to refer to them.

1. Appearance comes from the heart, intuitive judgment

"Appearance comes from the heart" is not nonsense. As a common sense feeling, in ancient China, there was a saying of "Eight Appearances of Recognizing People" For example, for example, people with "Wei Xiang" are majestic and strong, and generally have the power of decision-making and action; people with "Thick Xiang" are simple and steady, generally gentle in temperament, and broad-minded; people with "Qing Xiang" are delicate and clear, with a pure demeanor. Generally, you are cheerful, quick-thinking, and creative... Of course, the interview cannot just be based on appearance, but must be supplemented by other evaluation methods to make a comprehensive judgment.

The author also looks at the adaptability of positions and personality traits from another perspective. In practice, I found that the personality traits of people in the same profession are generally similar in many ways. When working in a commercial real estate company, the author once positioned the personality traits of receptionists, sales staff, human resources managers, and financial cashiers as follows: reception staff - "pleasant but not eye-catching, attractive but not seductive"; sales staff - - "Copper head, iron mouth, Scud"; HR manager - "round on the outside, square on the inside, strong and soft"; Financial cashier - "stable, timid as a mouse"... These are the characteristics of professional people. Part of the trait is the unique characteristics formed by the same type of professionals over a long period of time due to the needs of actual work. It has a certain degree of representativeness and can be initially positioned through the interview experience. Of course, this can only be judged after reading countless people and accumulating rich experience in identifying people. It is only a preliminary judgment. Whether to hire or not must be combined with other evaluation tools.

2. You will never tire of deceit, and you must prove your true identity

Whether various documents are true or false, and whether your work experience is true or not, may not necessarily be done through online inquiries and investigation and evidence collection, because there are certain limitations to the investigation. Difficulty, sometimes time-consuming and labor-intensive. If you are not sure, you can try to test the other party by fabricating the names of leaders or colleagues from the school where the other party graduated, former workplace, etc., or other fictitious scenes to see the other party's reaction. If the other party is submissive and pretends to be real, then there must be fraud; If the other party corrects the mistake immediately and clearly tells the correct answer, it means that the situation is true.

3. Get straight to the point and get to the core

In order to save interview time, minimize pleasantries, go directly to the interview topic, and grasp the key points. Combined with the job content of the recruitment position, core quality requirements and the content of the applicant's resume, substantive interviews are conducted directly, which can observe the applicant's responsiveness, professional depth, etc. in the shortest possible time.

4. Avoid the truth and attack the falsehood, find opportunities to find opportunities

Some doubts found in the resume or loopholes in the other party’s answers to questions during the interview should arouse the attention of the interviewer, and these issues should be addressed in a timely manner Conduct inquiries and verifications to understand the truth and avoid interview blind spots.

5. Follow the clues and learn step by step

When we ask certain questions, the other party may feedback a lot of information when answering. We must always grasp the breakthrough point and logically answer the question. Follow the clues and inquire deeply to obtain information that is valuable for the interview. For example, when interviewing a human resources manager, when we ask questions about salary management, if the other party’s answer involves information about performance appraisal, job value, and market research, after the other party has finished answering the question, we can then ask about Issues in performance management, job evaluation, etc.; if when talking about performance management, if the other party involves information about corporate culture or execution, we will then talk about corporate culture or execution... As the question deepens, We will understand each other's knowledge, experience, values ??and other effective information more and more clearly.