Interpretation of HR interview tools

HR has always been a group of managers who are most willing to share experiences and exchange work experiences. Various HRClubs and HRSalon have become platforms for them to share and communicate. Before the May Day holiday, the "One Piece One Piece" HR Club held a salon event with the theme of "Interview Tools" at the Wuguantang Vegetarian Restaurant. More than 30 HR managers from companies in different industries were present, and amid the melodious sound of the guqin, they had a lively discussion on the eternal topic of interviews.

During the interview, the three magic weapons of HR

Speaker: Cindy, senior HR manager of Oriental Holding Group

During the interview, HR each has its own unique skills, Cindy There are three magic weapons in the interview process: rarely be confused, keep asking questions, and take notes in a timely manner.

It’s rare to be confused. "It's rare to be confused" is a state of mind, and it's definitely not true confusion. In other words, HR managers should not play the role of lecturers and express their opinions endlessly; instead, they should allow candidates to speak more and express themselves fully. Listen more to yourself and express your opinions after listening. Of course, you can’t just listen, you must listen and take notes, especially the discrepancies between what the other party said and your resume. Usually, during an interview, the first question asked by an HR manager is "Please introduce your work experience" or "Please introduce yourself (for students)". After that, HR basically kept silent and listened to the other party without saying a word. He would not interrupt the candidate's introduction casually, nor would he jump to conclusions and make evaluations. On the surface, HR seems to be "confused" and going through the motions. In fact, this is the focus of the interview. This is to let the other party "play their cards" first and let the applicant actively express himself, so that he can find the "target" - content that needs further understanding or suspicious places. Many questions will derive from this introduction.

Cindy remembers that once when interviewing an IT project manager, the applicant's resume stated that he "worked at UFIDA from September 200X to August 200X", but when he explained himself, The time was actually changed to "September 200X - the end of 200X", shortening it by more than 8 months. At the same time, when talking about leading the work of the project team, the work arrangements for subordinates are explained differently before and after. "At that time, when he was eloquently explaining, I just listened quietly and did not point out his inconsistencies. After his introduction, I started asking questions about these points." This is where the second magic weapon is used -

Keep asking. During the interview, HR needs to show the spirit of "getting to the bottom of things" in order to obtain real information. Especially when the other party describes their brilliant achievements, you should keep asking for details. This can help HR understand what the applicant has done and how he did it. When the other party's statement is inconsistent, or there is a discrepancy with the description in the resume, HR will also have to break the casserole and ask the question. Cindy still took the interview of the IT engineer as an example: when the other person's description of his working experience was inconsistent with his resume, and when he talked about work arrangements, he was inconsistent, Cindy asked him to explain the reasons without politeness. "How long have you worked at UF? Why is there a discrepancy between your answer and your resume? What are your specific work arrangements when leading the project team?" If the applicant's resume is fake or the answer is exaggerated, then under such questioning, he will automatically It's hard to justify yourself if you reveal your flaws. Cindy reminded, "You must pay attention to the scale when questioning. Don't blindly use pressurizing questions. Try not to ask some more abrupt questions so as not to dampen the enthusiasm of the candidates."

Take notes in a timely manner. HR usually takes notes during the interview, or scores the interview performance and abilities of the applicant on a pre-designed scoring form; or records the key points of the applicant's answer and his own conclusions; or writes down the key points in the applicant's answer. loopholes so that you can continue to ask questions. Cindy recommends a coordinate recording method: the horizontal axis is the background of the company the applicant has worked for over the years, and the vertical axis is the career development changes of the applicant over the years.

She took a salesperson as an example:

Mr. A’s work experience is as follows: University graduate - Sales Assistant - Sales Manager of Company A - Account Director of a well-known domestic advertising company of Company B - Sales Manager ——Regional Sales Manager of 4A Advertising Company of Company C

Indicate the reasons for leaving at each change node, and you can ask questions about doubtful points during the interview. The advantage is that you can analyze a resume into a curve chart and intuitively see the career development trend of the applicant.

Master the STAR principle and apply it flexibly

Speaker: Chen Juerong, Human Resources Director of Xintian Pharmaceutical

Recruitment is a very important part of HR management. Since talent is the foundation of an enterprise, recruiting suitable talents for the enterprise is one of HR's top priorities. Chen Juerong also often hears complaints from HR that today’s job seekers are “increasingly smart” and difficult to assess. Judging from her more than ten years of HR management experience, interviews can still partially complete the examination of candidates and play a screening role. The key to success lies in the flexible application of the "STAR" principle. Chen Juerong’s experience of applying this principle is:

First, prepare in advance and have a clear understanding of the inspection content. The so-called "STAR" principle, that is, Situation (background), Task (task), Action (action) ) and Result (result) the first letter combination of four English words. This is the core content of Target Management, and its application is very effective in interviews. Many Fortune 500 companies use this principle for interviews. "It's not that foreign companies use it more, so it's necessarily better, but I've been exposed to and used this method since I started working in HR in 199X. So many years of experience have proven that this method is indeed very effective." Its principle is based on the applicant's Past experience to examine whether he has the ability to do the job.

Before the interview, HR will analyze the requirements for the recruitment position. "Usually, companies will have a job description for each position, and its work content and scope of responsibilities determine the required abilities." Based on this, HR can list various important and necessary abilities. Chen Juerong believes that the ability requirements for each position must be diverse, and it is impossible for applicants to have all the necessary abilities and fully match the position, so HR needs to select the appropriate amount of the most important and needed abilities. "It's not enough to just pick out the important and necessary abilities. You have to divide them into two parts: 'innate and uncultivable' and 'acquired'. The interview focuses on the uncultivable part."

Take, for example, a salesperson. For a salesperson, affinity, persuasive communication skills, pressure resistance, etc. are all very important abilities. Whether you have affinity or not is largely determined by your innate personality. "This person is familiar with you when you meet him, and it is especially easy to gain the trust of others. Some people are more reserved and introverted, which is difficult to change." Unlike sales skills, which can be passed through Cultivate and obtain. Whether you have innate qualities and abilities such as affinity will have a great impact on future sales success and must be examined.

Secondly, during the interview with questions around "STAR", HR should try to omit invalid questions as much as possible, such as "Tell me about your views on sales." This type of theoretical questions cannot obtain enough effective information to judge whether the applicant has the required abilities and whether he is qualified for the position he is applying for. Valuable interview time should be reserved for more effective questions. Focus on "STAR" and let the applicant talk about his past experience to see what he has done, under what circumstances it was done, how it was done, and what the results were. Chen Juerong has experience as an interviewer in the department store retail industry. If you are interviewing a candidate who has been a shopping mall manager, you can ask him to talk about his work content on a certain day, what he did first when he got to work, and what he did next. He might answer that he would hold a regular meeting with employees before going to work, arrange work, and then order goods and so on. Through this question, HR can know what he has done in the past and the extent of the corresponding abilities, such as time management, logic, adaptability, etc.