What problems should the interviewer pay attention to in the recruitment process?

As a professional interview hall, we should pay attention to: interview on time, don't let candidates wait too long; Pay attention to your clothes; Look directly into each other's eyes: there is no need to ask what is already clear; Avoid repeating questions: when the candidate answers your questions, you should nod your head to show that you are listening to his or her answer: pay attention to the candidate's appearance and temperament; Pay attention to candidates' nonverbal behaviors such as body language; The professionalism of the interviewer is also reflected in the importance attached to each candidate. During the interview, the interviewer smiles at the candidate instead of being aggressive or absent-minded; Listen carefully to the candidates' comments, respond in time and take notes; If in doubt, unclear or unknown, tell them politely and frankly: create a harmonious atmosphere, maintain a cordial attitude, and make candidates feel comfortable and natural; Communicate with candidates with encouraging eyes; When a candidate answers irrelevant questions, he can say, "I'm sorry, maybe I didn't make myself clear." My question is ... "; When the examinee's voice is too low, you can remind him with a polite smile: "Sorry, I can't hear you clearly, would you please speak a little louder …" and so on. The interviewer should pay attention to the current situation and educational background of the candidate when asking questions, and the questions should be related to the work. If you are in doubt about the candidate's answer, don't express it on the spot. The problem that a failed interviewer should pay attention to is disrespect for the candidate. Generally speaking, this kind of problem is not easy to appear in the recruitment of foreign companies, but it is very common in domestic companies. Many candidates have this experience. During the interview, the examiner assumed a condescending posture, with a tough tone and an arrogant attitude, as if someone was asking him for a gift. As we all know, for truly capable managers, it is now a "seller's market" rather than a "buyer's market", that is, they are not worried about not finding a job. If the boss shows disrespect to his subordinates, real talents can climb higher. It is perfect to blame that some enterprises have high requirements for talents and the conditions for recruiting talents are unrealistic. As a result of this unrealistic requirement, there are very few talents to choose from, and some of the best candidates may be missed. It sounds interesting to take successful employees as role models and the characteristics of a successful employee as the selection criteria, but the problem is that the characteristics of successful and unsuccessful employees are often unclear. In the process of distinguishing the characteristics of excellent and bad people with large samples, it is necessary to verify the effectiveness of this distinguishing method and technology. Otherwise, managers may choose seemingly excellent candidates, but they may fail immediately after taking office. Ignore emotional intelligence, or ignore deep-seated abilities and qualities. Most enterprises usually pay attention to some hard indicators (superficial indicators)-education, family background, age, IQ, past work experience, looks and so on. , but pay little attention to soft indicators (deep indicators), such as emotional intelligence, personality, motivation, analytical thinking ability, etc. However, recent research shows that emotional intelligence, motivation and abstract thinking ability are the key factors to predict whether a person is qualified for a position. According to the famous psychologist Daniel. According to Gorman's research, if you want to achieve excellent job performance, EQ is twice as important as IQ and technical ability. Many interviewers will speak highly of people who are similar to themselves in some ways when they appreciate each other, such as those who graduated from the same school, those from the same hometown, and those with the same family background. For example, a person who graduated from Peking University is the leader of a certain department. When recruiting employees, he always tends to recruit people who graduated from Peking University. As we all know, this position may be more suitable for people with different viewpoints or backgrounds. Decades of research shows that structured interview is one of the most effective methods to predict the future job performance of candidates. The so-called structured interview is to determine the list of abilities and interview questions required by the position before the interview, and then in the interview, the interviewer asks questions strictly according to the questions to judge whether the candidate meets the requirements of the position and has the abilities required by the position. This kind of interview often contains some uncomfortable questions that are difficult to answer, which need to be carefully designed and asked with heart. Recruiters actually have many problems, which bring a lot of inconvenience to the development of enterprises. Let's improve ourselves for the development of the enterprise and recruit more useful talents for the enterprise!