How does HR interview HR

as an HR, especially the HR in charge of the recruitment section, we interview many people every day. So if one day, when you apply for a hiring supervisor, what questions do you think you will be asked?

Usually, when we interview, we will focus on the following three dimensions: the result dimension, the business dimension and the practice dimension. Then let's take a look at what these three dimensions mean.

As the name implies, the result dimension is to look at the results of your work. For example, the interviewer will ask: What was your recruitment success rate last quarter?

why do you ask? What does the interviewer pay attention to when asking this question? Is it job performance? The answer is obviously no. The interviewer is concerned about whether you have done data analysis. He will also ask you what is the application ratio and employment ratio, and what is the per capita recruitment cost? Per capita cost It should be noted here that the per capita cost is calculated at different levels, and the per capita cost of executives and ordinary employees should be separated.

here is the difference between a Commissioner and a supervisor. The Commissioner asks about channels and interview skills. When you are promoted to supervisor, the first question you are asked is the result. This result does not mean that your recruitment task achievement rate must be high. For example, if you answer me that your task achievement rate is 4%, I will ask you next: Why 4%? If the target achievement rate is 6%, what would you do?

so what is the business dimension? What questions will be asked around the business dimension?

business dimension, you need to know not only HR knowledge, but also business. What position in the job description needs what experience and what ability should be excellent, and those things are relatively empty. The key is to know what to judge whether he has these abilities.

how do you judge that a job seeker has sales team management experience? For example, my job description will tell you that this position requires three years of experience in FMCG channel management. What questions do you examine and how do you judge whether the job seeker has it? What are the key words for you to judge that he has experience in channel management of FMCG? Excellent or not, what is the standard?

Only when you know this can you communicate with the employing department, otherwise you don't know the criteria of the employing department, and you don't know what kind of person he wants.

that's why we say that it's very difficult to get the job done later. People who do HR have a terrible idea that HR people will always feel professional. In fact, we are very unprofessional, because HR must be versatile. How much do you know about the four modules operated by a company: deposit and resale, to what extent do you realize these sectors, and how much your professional knowledge reserves are. So as an HR, you must pay attention to the business dimension. What kind of support can you bring to the company's business?

how do you deal with the urgent employment demand in a certain department? This question examines the practical dimension.

first of all, there is a shortage of people in the employing department. Have you ever thought about why there is a shortage of people? The Commissioner's thinking is that if there is a shortage of people, I will go to the channel to find someone. But what is the thinking mode of the supervisor? Why is there a shortage of people in this position? What are some ways for me to fill this gap after I am short of people? For example, temporary secondment, or overtime, and job expansion. Another example is internal competition. After all these methods fail, we will consider recruiting. This is the thinking mode of the supervisor.

For another example, the interviewer may ask: The person you recruited is not satisfied with the employing department. What should you do?

the first thing to consider is emergency treatment, communicate with the employing department, analyze the reasons, and then think backwards: why does this person not meet the requirements? This is a key point. Have you done a demand analysis? Have you inspected the style of the team leader in the employing department? When you recommended a second interview, did you make a second interview?