Interview skills hr must know.

What interview skills must hr know? If enterprises want to improve the success rate of talent selection in the interview process, asking the right questions becomes the key, and they also need to master professional and effective interview skills in order to conduct interviews smoothly and select suitable talents. What interview skills must hr know?

Interview skills hr must know 1 1. Three steps to design interview questions

1. Step 1: Sort out the interview dimensions, and make clear the definition of the interview dimensions and the typical behaviors that the interview dimensions need candidates to show.

2. Step 2: Analyze the key events of the position to be recruited and form problems.

For example, the dimensions of interviewing human resource managers include "analytical ability" and "persuasive ability". Dealing with problem employees frequently is a high-frequency event in the work of human resources managers, so "dealing with problem employees" is regarded as a key event in the interview.

3. Step 3: According to the requirements of behavioral interview, design questions for candidates. Consider the star factor and fully tap the information behind it, such as "What was the situation at that time?" Your mission? What measures have you taken? What is the result? "and so on. This forms a complete interview topic with the previous questions.

Before designing interview questions, HR can also invite candidates to do an evaluation, and design more targeted questions according to the evaluation results. The e-recruitment management platform is connected to the test provided by DDI, the most professional evaluation company in the world. The four types of talent evaluation meet the needs of each position, and the evaluation is initiated according to the resume of the applicant. In the evaluation report, some corresponding interview questions will be provided for reference, so that HR can have a deeper understanding of the applicant's ability and characteristics through targeted questions.

Second, 10 interview questioning skills

1, closed question

This is a question that can be answered concretely.

This kind of problem is simple, routine and involves a small scope.

Closed-ended questions are often asked about the following situations: work experience: including past jobs, achievements, work achievements, personal income, job satisfaction, reasons for changing jobs, etc.

2. Open questions

Faced with such a problem, candidates should not answer with "yes" or "no", but should make an explanation.

For example, "How do you work under pressure?" This is an open-ended question, which requires candidates to answer in detail. This method is better than closed questions, which ensures that candidates can speak and HR can listen.

These questions usually begin like this: "I want to know …" "Can you tell me something about …?"

3. Ask questions about past achievements

Questions about past achievements or behaviors are based on the premise that past behaviors can predict future behaviors. Through such questions, we can at least expect to be as good or as bad as in the past.

These questions are open-ended in nature, but focus on specific examples of past behavior. Usually ask, "Tell me about yourself in …" "Give me an example of …" Wait a minute.

4, negative coordination problem

In the interview, HR may be attracted by a candidate who has done well in a certain field, and I believe he will do equally well in all fields.

That was not the case. When there is a halo on the candidate's head and the noise of the office typewriter is replaced by the singing of angels, it is time to control yourself and find the candidate's weakness.

When HR finds himself overly impressed, try to ask, "This is very admirable. Is there a time when things are not done very well? " Or simply ask, "Now, can you give an example of something you are not so proud of?"

5. Negative confirmation

When seeking and discovering negative factors, you may be happy to remain objective and continue the interview, or your answer is bad enough to be the basis for negative confirmation.

If it goes well, it can help you avoid hiring inappropriate people.

On the other hand, you may find that the negative situation mentioned by candidates is a one-time behavior, and there is nothing to worry about.

Step 6 ask a rhetorical question

A rhetorical question can help HR control the conversation calmly, no matter how talkative the candidate is.

For example, when candidates begin to shake out various experiences, they can be interrupted by rhetorical questions and enter other topics.

7. Semi-correct rhetorical question

This way of asking questions can screen out Nuo Nuo-only people, unqualified candidates, weirdos who completely refuse to provide information, and people who are capable but completely refuse to speak.

This kind of question is to make a statement that is only partially correct and ask whether the candidate agrees.

For example, "I always think that customer service can only be provided after paying the bill, don't you think so?" This example of semi-correct rhetorical question always produces attractive answers.

8. Leading questions

In a guided dialogue, one party asks a specific question and the other party can only give a specific answer.

HR asked, and the candidate answered. This kind of question is mainly used to ask candidates some intentions and needs some affirmative answers.

For example, human resources may explain: "We are a fast-growing company, always under pressure, often finishing tasks before deadlines and meeting the growing customer needs." Then ask, "How do you cope with stress?" The candidate knew that to keep his chance, he had to answer in some way, and then he did.

But this kind of question can only be used if the candidate already has faith or achievements in a particular field. In addition, leading questions should not be used at the beginning of the interview or mixed with some complicated semi-correct rhetorical questions.

9, case analysis test questions

HR provides a case to the applicant, asking the applicant to analyze and judge the case, and then measuring the applicant's ability to think, analyze and solve problems.

10, ask questions in layers.

If a good question is not well expressed, it will lose its penetrating power and give you incomplete or misleading information, while hierarchical questioning can find complete and multifaceted answers.

Interview skills that hr must know 2 First, the skills of asking questions.

1, naturally, kindly, gradually, and talk about the topic; It is essential to use unified instructions. A good beginning is half the battle, aiming at easing the psychological tension of candidates.

2. Popular, concise and rhythmic. When asking questions, the examiner should try to use standardized language, avoid using ambiguous language, avoid using uncommon words, and try to use less over-specialized words.

3. Questions should be assessable (corresponding to the assessment elements) and extensible (not simply answered with "yes" or "no").

4. Adhere to the principles of "ask whom" and "ask the truth" (star questioning method). Candidates are not allowed to give ambiguous or ambiguous answers to this question. Ask, understand and find out the true situation and intentions of candidates.

If necessary, you can ask the candidates questions in a roundabout way. For some political tendencies and wishes, you can ask, "What do your classmates and friends think of this problem? What do you think? " That is, the projection method is used to understand the real situation of the candidates themselves.

6. The combination of questioning and questioning can make candidates talk more and examiners listen more.

Provide candidates with opportunities to make up for their own shortcomings. Candidates may not be able to play their level because of their passive position or nervousness, so they should be compensated, such as asking, "Do you have anything to add?"

Second, the method of asking questions

1, closed question

Would you like to be an engineer or a market developer?

Analysis: The answer to the question is definite and unique. Candidates can only give a definite answer and should not play it at will.

Tips: the answers to these questions should be concise and clear, and generally do not need too much supplement and modification.

2. Open questions

Example: What are your personality characteristics? Are you good at getting along with people?

Analysis: Questioning has the characteristics of motivation and flexibility, and candidates can choose and answer more freely according to their actual situation.

Coup: Be careful! This kind of question is of vital importance. The answer is good or bad, which is directly related to employment. These are all things you can prepare in advance. At the same time, a good answer to such questions is an excellent opportunity to express yourself and sell yourself, which can make the interviewer sit up and take notice and make him love talents.

Step 3 ask hypothetical questions

If you were the general manager of our company, what would you do first?

Analysis: These are hypothetical situations, the purpose of which is to examine the imagination, originality and ability to solve or deal with unexpected situations.

Tips: In the face of this kind of question, don't be silent for a long time, but don't rush to answer without thinking. It is necessary to analyze the key parts of the problem in detail and put forward practical solutions. But don't make a long speech.

Step 4 ask controlled questions

Exodus: What do you think of our reform?

Analysis: The interviewer has a certain tendency to the answer to the question, hoping to get an answer that suits his own mind.

Tactics: If you are smart, you can give the interviewer a satisfactory answer, but if you really have a problem with the reform of this company and have special reasons, you can also talk about your own views, which will make the interviewer feel refreshed, surprise gift. Otherwise, praise him. Many times, leaders need praise!

Step 5: Negative questions

Exodus requires a bachelor's degree or above. You are only a junior college student. I'm afraid it's not appropriate.

Analysis: This is actually intentional by the interviewer. The purpose is to point out the weakness of the candidate, make him into trouble, and examine the psychological endurance of the candidate in this extreme situation.

Moving: Remember to make a scene or even leave, which can only reflect your lack of self-cultivation. As long as you believe you can, you can. Express this confidence and try to turn the tide.

6, gobang type questions

Do you like reading? What do you read in your spare time? Do you read many books about economics? Which management theory do you appreciate better?

Analysis: The interviewer tries to understand a certain aspect of the candidate through this series of questions.

Tip: Be sure to answer the questions in order, but not necessarily every question. Pay attention to show your personality and advantages in expression.

Third, listening skills.

Only by listening skillfully can we find the problem and find out the problem. Listening has the following points to pay attention to:

1. Listen carefully and have a natural expression. You can't bow your head, squint or stare at each other unnaturally. To prevent too much psychological pressure on candidates, so that they can not play normally.

2. Pay attention to some tendentious body language, such as nodding or shaking your head, so as not to mislead candidates.

3. Pay attention to distinguish the internal quality level of candidates from their intonation, pitch and words. For example, people who often use intermittent words such as "hmm" and "ah" often feel good about themselves and ask others to pay attention to his status; People with rough and loud voices are mostly extroverted; Speak fast and straight, mostly because of impatience and lack of patience; People who love to use popular and fashionable words have a strong vanity.

4. Listen objectively and avoid exaggerating, underestimating, adding, omitting, preempting, lagging behind, analyzing and repeating mistakes.

Fourth, observation skills.

1, adhere to the principles of comprehensiveness, purpose and objectivity of observation.

2. Pay attention to facial expressions. By observing and analyzing the facial expressions of candidates, we can infer their deep psychological state and judge their emotions, attitudes, self-confidence, reaction, quick thinking, personality characteristics, honesty and interpersonal skills. To varying degrees. For example, when the examiner asks some difficult or embarrassing questions, the examinee may have dim eyes, frown, obvious anxiety or depression.

3. Pay attention to body posture language (gestures, sitting posture, expression changes, pinching skirts or shaking hands, etc.). ) can provide useful information and understand the inner mentality of candidates.

Interview skills hr must know 3 1, series of questions

That is, the examiner puts forward a series of related questions to the interviewer and asks the candidates to answer them one by one. This way of asking questions mainly examines the interviewer's ability of reaction, logic and thinking organization.

For example, "What major mistakes have you made in your past work? If so, what is it? What lessons have you learned from the incident itself? What will you do if you encounter such a situation in the future? "

To answer this question, we should first keep calm, don't be scared by a series of questions, and listen carefully to the questions asked by the examiner, which are generally related. Answering the latter question must be based on the answer to the previous question, which requires candidates to listen carefully to the questions and their order and answer them one by one.

2. Open questions

The so-called open-ended question means that the examinee can't answer the question with a simple "yes" or "no", but must give another explanation to answer it satisfactorily. Therefore, if the questions put forward by the examiner can guide the interviewer to make a detailed explanation, the interview questions that meet the requirements of "open questions" should generally be open questions, so as to draw out the candidates' ideas and truly examine their level.

So, what kind of topic is an open topic? Here are some examples:

What social work did you do during your college years?

How many specialized courses have you opened? Do you think these courses are helpful to your work?

What prompted you to change jobs three times in two years? The purpose of such questions is to get a lot of rich information from candidates; And encourage candidates to answer questions and avoid being passive. The ways of asking questions are often "How …", "What …", "Why …" and "Which …".

To answer such questions, candidates should broaden their thinking, give satisfactory answers to the questions raised by the examiner as far as possible, and pay attention to clear thinking, strict logic and thorough reasoning, and fully demonstrate their abilities in all aspects. Only in this way can the examiner know himself as much as possible, which is a prerequisite for being hired. If the candidate cannot be understood by the examiner, there is no employment at all.

3. Non-guiding questions

For non-guiding questions, candidates can give full play and try to convince their feelings, opinions, opinions and comments. There is no "concrete" answer to this question, and there is no "concrete" answer.

For example, the examiner asked, "Please talk about your experience as a student cadre." This is an "unguided" conversation. After the examiner asks a question, he can listen to the other person's narrative quietly without any other expression. Compared with guided dialogue, in unguided dialogue, candidates can talk as much as possible and say whatever they want, so they can provide rich information. Candidates' experience, experience, language expression ability and analytical generalization ability have been fully demonstrated, which is conducive to the examiner's objective evaluation.

4. Closed questions

This is a question that can be answered concretely. This kind of problem is simple, routine and involves a small scope. Closed-ended questions are often asked about the following situations: work experience: including past jobs, achievements, work achievements, personal income, job satisfaction, reasons for changing jobs, etc. Education: including major, academic performance, excellent subjects, most annoying subjects, courses, etc. Early family status: including parents' occupation, family income, family members, etc. Personality and pursuit: including personality, hobbies, wishes, needs, emotions, goal setting and attitude towards life.

For such questions, candidates generally don't need to give full play to them like answering open-ended questions, because such questions generally have specific and clear answers, and candidates only need to answer them according to their own actual situation.

5. Leading questions

In a guided dialogue, one party asks a specific question and the other party can only give a specific answer. Examiners ask questions and candidates answer them. This kind of question is mainly used to ask the interviewer some intentions and needs some affirmative answers.

For example, the examiner: "When you were the workshop director, how many workers were there in the workshop? What products are mainly produced? " This is a typical leading question. Candidates only need to answer a number and name the product, without giving any other explanation.

Step 6 list the questions

In this kind of questions, the examiner will not only ask questions, but also give several alternative answers. The purpose is to encourage candidates to look at this problem from multiple angles and put forward a reference angle for thinking about the problem; For example, "What is the most important problem in your company? Personnel turnover, absenteeism, poor product quality or something else? " In this way, it provides a reference for candidates to think about the question, makes the question easy to answer, and prevents candidates from misinterpreting the examiner's intention, answering profitably and digressing.

Step 7 ask hypothetical questions

In this type of question, the examiner assumes a situation for the examinee, so that the examinee can respond and answer the questions raised in this situation. Then you can examine the candidates' adaptability, problem-solving ability and thinking ability. What would you do if you were the driver who caused the accident? "If you were the director of the office, what would you do with this secretary?" To answer these questions, candidates should first put themselves in a specific environment set by the examiner, and then think about the examiner's questions as a person in this environment, so such questions require candidates to have a certain imagination.

8. Oppressive questions

Generally speaking, examiners should try their best to create a friendly, relaxed and natural environment for candidates to eliminate their nervousness and give full play to it. However, in some cases, the examiner will deliberately create a tense atmosphere, put some pressure on the candidates, and measure their reaction ability, self-control and emotional stability by observing their reactions under pressure.

For example, "many people have entrusted civil servants to take the exam. I heard that you also went through the back door." "Judging from your major, it seems that you are not suitable for this job. What do you think? " "You haven't given us a satisfactory answer to this question, and your chances of being hired are slim." As long as you understand that this is the examiner's deliberate pressure on you, you can quickly adjust your mentality and calmly respond to the examiner's questions. In addition, in the face of the examiner's "difficulties", don't get angry or even blame the examiner.

9. Repeated questions

Repeated questioning refers to the examiner's feedback to the examinee to test whether it is the true intention of the other party; Or check whether the information you get is accurate. For example, "You mean …" "According to my understanding, you mean …" For such questions, candidates can give a simple answer of "yes" or "no". If the examiner has a misunderstanding, the examinee should explain it again.

10, confirm the problem.

Confirmatory questions express the examiner's concern and understanding of the information provided by the examiner, with the aim of encouraging the examiner to continue to communicate with him. For example, "I see, this is interesting.