In HR interviews, trust your intuition or go through talent assessment?

Case: When Xiao Lin first joined the company, she was an administrative assistant. Because she was diligent, flexible and had a certain understanding of human resources recruitment. The HR manager believed that Xiao Lin was a malleable talent, so after one year of working with Xiao Lin, the HR manager transferred Xiao Lin to be a recruitment specialist. This was both a challenge and an opportunity for Xiao Lin. But when Xiao Lin took up his post, problems arose. There is a batch of recruitment tasks to help the sales department recruit five operators. Xiao Lin believes that one should be able to speak well when doing sales. So during the recruitment process, he felt that people with lively personalities, those who loved sales, and those who spoke eloquently were recruited to work in sales. However, these five salesmen all resigned within a month. The HR manager found Xiao Lin and told Xiao Lin that he should not rely on intuition when recruiting, but should use various methods to test whether they have the talents that a salesperson should have. The HR manager's words made the girl, who was not a human resources major, even more confused. Xiaolin asked herself: When interviewing people, should you trust your own intuition or use other methods to test?

Different HRs have different suggestions for Xiao Lin’s situation.

Suggestion 1: Common methods such as behavioral interviews, scenario simulations, and personality tests also need to be combined with different candidates and used to match the actual situation of the company. How to achieve objective assessment of soft qualifications by non-HR interviewers/teams, rather than feelings, can be achieved through training in relevant recruitment skills (above) for their systems. After completing the evaluation layer by layer, when there are still two candidates, you can try your intuition.

Suggestion 2: There are some hard conditions that can be controlled, such as communication and skills. I think it is not good to rely on personal preferences. After all, it is the employer’s leadership and the candidates who decide in the future. , there is not much interaction with them in personnel matters

Suggestion 3: You can feel the quality of this person through gestures and simple conversations, just like "Chinese medicine", modern talent evaluation is more like "Western medicine" ", which can accurately grasp the person's ability level in all aspects, is a quantitative measurement. Therefore, it may be more appropriate to judge a person’s quality by feeling, and to judge a person’s ability by measurement.

Suggestion 4: In fact, both are indispensable. Intuition generally has nothing to do with ability, but is complementary to each other. Whether a certain tacit understanding of ideas can be reached during the period to facilitate future work, but general interviews are generally some IQ, EQ tests, introduction of some experiences, adaptability or some hypothetical questions, etc. In fact, the most important thing about an interview is your mentality. It is not that the more prepared you are, the better. If you are full, you will be full. Always hold an empty cup, treat it as learning and experience, and face it with neither humility nor arrogance!

Suggestion 5: Intuition is called: halo effect or halo effect. The most taboo thing is to recruit based on intuition. Familiar with the job description and communicating with the employing department about recruitment requirements are the most basic prerequisites.