Chapter 21 Chapter 20 Eloquence in Recruitment Interviews: Playing a Good Game

The key to effective interview questions is to allow the verbal information provided by the interviewer to truthfully reflect the actual situation, so that the interviewer can use their own judgment, analysis, and knowledge and experience to answer questions. This is an efficient interview. question. Although there are many and varied interview questions, they can be divided into two categories in summary, one is to test the overall quality of the applicant, and the other is to test the professional quality of the applicant.Generally, the recruiters of the recruiting party think that the interview questions are very random, which is generally manifested in the comprehensive quality test stage.Because the test is comprehensive quality, many interviewers think that they can chat freely and ask whatever they want, as long as they give a comprehensive evaluation at the end.In fact, this view is wrong, at least unscientific.

In the comprehensive quality test, the recruiter should mainly understand the following comprehensive qualities of the applicant by asking questions: expression ability, generalization ability, logic, responsibility, organization and coordination ability, self-knowledge ability, self-confidence, analysis ability, psychological endurance and adaptability etc.Candidates for different positions have different specific requirements for the above-mentioned abilities.For example, for sales staff, emphasis should be placed on expressive ability, self-confidence, psychological endurance, and adaptability; for technology developers, logic, responsibility, and analytical ability should be emphasized; for employees in functional departments, responsibility, Organization and coordination ability, psychological endurance and adaptability, etc.

Although there are many qualities and abilities that need to be tested, when asking specific questions, it can be summarized through a few typical questions. For example, if you want to test the applicant's expressive ability, generalization ability and logic, as a recruiter, you can say: "First of all, welcome to our company to apply for a job. Tell me about your main work performance, okay?" Through the clarity and fluency of the applicant's language expression when answering questions, we can see whether the applicant is good at expressing generalizations and whether the language expression is logical.Another example is asking "What difficulties have you encountered in your previous work, and how did you solve these problems", which can also examine the applicant's thinking and logic, as well as language organization and expression skills.

If you want to examine the organizational coordination ability of the applicant, you can ask about some activities he has organized before.For example, you can ask: "Do you often organize activities in your unit (school)? If the answer is yes, please describe in detail how you organize an activity and what are your responsibilities in it", or "In In the department you are in charge of, how do you assign work to each person, how to coordinate the relationship between them", etc., through these questions, you can also understand the applicant's thinking logic and language expression ability, and you can also understand him. How about his organization and coordination ability, so as to determine whether he is the person you want to recruit.

If you want to test whether the applicant has a strong sense of responsibility, you can ask: "Are you willing to make reasonable suggestions to your superiors?" or "If a task assigned to you is difficult to complete, what should you do? "Wait.In addition, you can also say: "Please give a brief self-evaluation", or "Please summarize yourself in three words" or "Please provide an evaluation of your strengths and weaknesses", "Please comment on your personality traits to make an evaluation”, etc. Use these questions to assess his sense of responsibility and self-knowledge.

In the process of interview questions, we should also pay attention to whether the candidates' answers are accurate and true.Some applicants will exaggerate their advantages intentionally or unintentionally, and ignore their shortcomings.If the interviewer has doubts about the authenticity of what the applicant said, he needs to ask the applicant to give some examples to prove the authenticity of what he said.In addition, it is also possible to analyze the authenticity of the applicant's content from the logical chain of "why, how, and what is the result".Pay attention to whether the content of the candidate's speech is consistent.

In addition, in the interview questions, we should pay attention to the applicant's motivation. First, the degree of conformity between the company's operation mode and values ​​and personal wishes, secondly, the degree of conformity between job responsibilities and people's wishes, and thirdly, the degree of conformity between the workplace and personal wishes.If one of these three items matches poorly, the suitability of the applicant in the company will decrease, and the interviewer should consider that the applicant can pass the interview. Recruitment interview is an eternal game between applicants and recruiters.The recruiter racked his brains to design all kinds of strange questions for the applicants, and the applicants racked their brains to come up with witty answers to respond to the recruiter.What are the rules to follow in the recruitment test questions?How can recruiters use these rules to identify real talents?Here are some classic questions asked during job interviews, which fall into four main categories:

1. Ask about personal status This kind of test questions will appear in almost every recruitment. The content mainly asks questions about the applicant's personal interest, occupation, life experience, etc., trying to understand the applicant's motivation, work experience, ability and specialty, and at the same time examine the applicant's thinking logic gender, language skills, etc.For example: (1) How would your colleagues describe you in five words? (2) What is your motto? (3) What do you think is your greatest weakness? (4) What was your happiest and least pleasant experience?

(5) What is your hobby? (6) What movie or novel have you watched recently? (7) How to deal with the relationship between work and life? 2. Career Planning This kind of question will also appear in every recruitment. The recruiter usually uses this kind of question to understand the applicant's career outlook, main work experience, work performance, work habits, etc. These questions are usually more detailed. Investigate the applicant's handling ability, comprehensive quality and professional quality, etc.For example: (1) Who has been a major influence on your career and why?

(2) What were your responsibilities in previous jobs? (3) What can you bring to our company? (4) Why did you apply for this job? (or why do you want to work here?) (5) What is your opinion on overtime work? (6) What kind of person was your previous superior? (7) Why haven't you found a suitable position yet? (8) Can you now do better what you did in the past? (9) Have you ever started a business? (10) Tell me three things about our company. (11) Why do you want to quit your previous job? (12) What kind of work did you do in the previous company? (13) What do you think of the current situation of this industry?

(14) Why are there so many career changes? (15) Counting from now, in the next five years, what do you want to be like?Or: Tell me, your career goals? (What are the expectations and goals for the job?) (16) What do you like about this job? (17) What setbacks have you encountered in your work?Talk about a time when you accepted setbacks at work. (18) Talk about interpersonal life experience? (19) What professional training did you receive at work?How's the effect?What types of bosses, colleagues, and subordinates do you get along with?How do you work with your supervisor? (20) How do you feel about the position you want to apply for?You may have dealt with a series of things at work, which ones did you handle satisfactorily?How do you deal with it?We all make mistakes, can you describe the lessons learned?How will it help you in your future work? 3. Scenario setting class Scenario setting questions appear more frequently, and the content is mainly to set a scene related to the job content of the applicant, so that the applicant can handle or make a judgment.Such questions can mainly examine the applicant's handling ability, comprehensive quality and professional quality.When an applicant answers such questions, if he can grasp the main contradiction in the scene and always pay attention to linking it with the job he is applying for, then it shows that he has strong ability to deal with the world and adaptability, and he is a good candidate.Recruiters must listen carefully to how candidates answer questions and solve problems.For example, as a recruiter you can ask: (1) There was a news reporter who was scheduled to start interviewing at 1:30 pm that day, and he had to perform another interview task at 2:00 pm.But the previous media reporter who interviewed from 1:00 had already delayed the time. At 1:35, the reporter decided to ask the previous reporter to pause and allow himself to do the interview first.If you were him, how would you communicate with him to achieve your goals? (2) Xiao Li submitted a new company management plan to the boss. The boss appreciated it and asked Xiao Li to implement the new management plan.Some senior senior employees of the company softly resisted the implementation of Xiao Li's plan.How would you work if you were Xiao Li? (3) A female worker in the company stole 10 quick cash from a colleague and should be fired according to factory regulations.The personnel supervisor found the manager and reported the investigation process to the manager: This female worker has no parents, her brother raised her, and his brother is getting married. She only has 40 yuan in her hand, and she wants to collect 50 yuan to send it to her. Brother expresses his heart.The personnel manager requested not to fire the female worker, but to give the female worker a chance to reform.But what the manager knew didn't match what the HR department knew. Both of the female worker's parents were still alive.If you were a manager, would you approve the HR director's request? (4) When Zhang Li was new to this company, everyone in the company said that the head of the HR department is "the boss's person"; the head of the HR department has a lot of power and is very charismatic, and he can mobilize people and things that Zhang Li can't mobilize. Zhang Li clearly felt that this executive was a "stumbling block" to his development in this company.One day, the head of the personnel department reported to Zhang Li that the official seal of the personnel department had disappeared from his drawer.If you were Zhang Li, how would you deal with the issue of the official seal and the head of the HR department? (5) Employee A and employee B are employees of the same department, and they are each responsible for a piece of work.However, with the expansion and change of the work content, the work of A and B has some overlap. A's habitual way is to take the initiative to communicate with B. The two people negotiate to resolve it and express their views. If the two people disagree, they will discuss with the department manager together and let the manager arrange the coordination. B's habits are different, and B does not express any objection in front of A.But if B thinks that A's point of view is different from his own, B will be preconceived, and he will first go to the manager to talk about his point of view in private, and ask the manager to help him solve the problem.So, do you agree to use method A or method B to coordinate at work?If you are the manager of A and B, how do you coordinate the working relationship between A and B? 4. Salary and benefits This kind of question is usually raised after the recruiter understands the basic situation of the applicant, and it is the most important stage in the two-way selection between the recruiter and the applicant.The recruiter can ask it on his own initiative, or it can be raised by the applicant. This kind of question can understand the applicant's impression of the company, his evaluation, his own requirements, and so on.When raising such questions, the recruiter should try to be concise and clear, and explain clearly, instead of hesitating and covering up.For example: (1) How much do you want to be treated?What is your minimum salary requirement? (2) Besides salary, what other benefits attract you most? (3) Where do you want to work? (4) How do you view the company's rules and regulations and labor discipline? (5) What do you think of my company's criteria for defining success? (6) Among the welfare benefits of our company, which one do you think is not reasonable and perfect? (7) What is unclear about the company's salary and benefits? Modern enterprises need compound talents. The questioning skills of enterprises in recruitment interviews are a key step in evaluating talents and one of the effective ways to recruit outstanding talents. Therefore, it is very important to master the questioning skills of interviews. There is such an interview case for reference: A large clothing company wants to recruit a senior salesman, and the general manager of a large region personally acts as the examiner. He asked the candidate the following three questions: 1. This position needs to lead a team of more than a dozen people. What do you think of your leadership ability? 2. How are you doing in team work?Because this position requires communication and communication everywhere, do you think your team spirit is good? 3. This position is newly established, and the pressure is extremely high, and it requires frequent business trips. Do you think you can adapt to this high-pressure working situation? Candidates answer three questions in this way: the first question, my ability to manage people is very strong; the second question, my team spirit is very good, I can only answer YES; the third question, I can adapt, I like it very much On business trip. In fact, for the first question, it is difficult for the general manager to judge the candidate's management ability; for the second question, under the clear hint of the general manager, most people will say that my team spirit is very good; for the third question In actual work, most people often don't like to go on business trips, and don't like being occupied with their spare time.But the boss's way of questioning directly gave hints, so that the candidate had to say "yes". It can be seen that the biggest problem in Mr. Wang's interview questions is that he mistakenly adopted the closed question method, and at the same time, the question implies the answer. This is also a mistake that many supervisors often make when conducting interviews.Let's reframe these questions: Question 1: Management ability.We have broken down the questions into the following specific questions: (1) When you were working in your original company, how many people reported to you?Who do you report to? (2) How do you handle conflicts and disputes among subordinate members?Give an example (behavioral questions)? Question 2: Teamwork ability, we can ask questions like this: (1) There are often conflicts between the marketing manager and other departments, especially the human resources department. Have you ever encountered such disputes, and how did you deal with them (situational questions)? (2) As a senior marketing manager, what efforts have you made to improve communication within the company? Question 3: Regarding business trips.You can ask questions like this: (1) What was the working frequency of the previous company?Do you often have to work overtime?How often do you travel? (2) Has the frequency of business trips affected your life?What is your opinion on this frequency of business trips? It can be seen that the redesigned question first adopts an open-ended questioning method to allow candidates to speak freely and obtain more effective information from it.For example: "How are you doing as a team? How are your communication skills?" These are all open ended questions.It is impossible for applicants to simply answer in one or two sentences, but they need to summarize, extend, and give examples through this series of answers, from which enough information can be obtained. At the same time, interview questions can also arrange some situational and behavioral questions, such as: "Please tell me what the most challenging customer looks like?" "Who is the person you admire the most? Why?" The more specific and detailed the event The more difficult it is for the interviewer to "advance strengths and avoid weaknesses" when answering questions, the more able to grasp the true ability of the interviewer. The key to leading an effective interview question is to let the verbal information provided by the interviewer truthfully reflect the actual situation. Therefore, it can trigger the interviewer to use his own judgment, analysis, and knowledge and experience to answer the question. This is efficient. interview questions. There are many ways to recruit, so how can recruiters obtain real talents through effective recruiters?Here are several effective recruitment methods to choose from. 1. Interview screening The most frequently used selection tool in units is the interview.It is mainly based on the test results and application forms and other materials to summarize and sort out, and based on the impression obtained during the interview, to judge whether the applicant meets the requirements of the unit's work.The interview is very important for the unit, mainly because: First, during the interview, the chief examiner faces the applicant directly, can make judgments on the applicant and solve various questions at any time, while the application form and test cannot do this.Second, the interview can give the examiner the opportunity to judge and evaluate the applicant's emotional control ability and enthusiasm and other personality traits. In order to make the interview go smoothly, the examiner must master some skills as shown below. (1) Skills of asking questions In order to form a good interview atmosphere and at the same time have a targeted understanding of a certain aspect or quality of the applicant, the examiner must master certain questioning skills and ask questions appropriately. (2) Listening skills This is a skill that the examiner must master in order to be able to obtain the required information when the applicant is speaking. (3) Learn to observe For the applicant, the examiner should pay attention to observe in order to grasp some information about the applicant.Because a person's posture unintentionally reveals his state of mind.For example, people who dare not look up at each other may have a sense of inferiority, and shaking or shaking their legs continuously indicates that the person is anxious. 2. Phone Screening Phones have been used by owners and personnel for initial screening efforts.The telephone allows you to quickly obtain sufficient information and understand the applicant's communication and language skills.In any case, you must use this method with caution.Because if the phone screen is unsuccessful, the applicant may think that the recruiter is too hasty, and that only one phone screen will not get enough opportunities to show academic information and talents.You should be aware that this is not a formal meeting, but an initial screening to determine which candidate is more competitive. You should be well prepared for applicant calls to be able to use this style of work effectively. You should also prepare a series of questions so that you can get enough information during the Q&A on the phone. For example, if you want to hire a salesperson, you can use the following short phrases. Hello, this is a certain unit.We are looking for a salesperson, if you have time to chat, I will ask you some questions. What do you do now? Do you have experience? How many words can you type in one minute? What is your expected salary? How many days and hours are you available to work? The above are all questions.Thank you for your interest in my unit.What is your phone number and postal address, and we will let you know shortly about applying for this position. Once you've identified an applicant who's qualified for your job and candidacy, you can invite him or her to fill out an application (if he or she hasn't already done so). 3. Resume screening Resume and cover letter are the first materials for job hunting.Therefore, job seekers are most willing to work hard on their resumes and cover letters.Even so, I was afraid that the materials I had prepared would not be available, so I asked experts to process and polish them.Some people now specially design resumes and cover letter samples, and job seekers only need to change a few words.As a result, the resumes and self-recommendation letters received by recruiters are almost the same, and some even do not change the addresses and phone numbers on the samples.In addition to headaches for recruiters, they have to come and go to keep the truth from the false. If you require applicants to send their resumes to the unit, then you need to screen those resumes to pick candidates.Typically, the resume approach should only be used for leadership and skilled positions.But if you demand that there should be a historical account for any position, you can develop some criteria by which to evaluate your candidates. When evaluating a resume, there is no single standard.Because there are many differences between these resumes.You may receive some traditional resumes, which include the date of hire, position, unit name and location, and a description of each job; you may also receive some functional resumes that list the special features of the candidate's experience Parts are classified.These experiences are generally categorized by business function, such as marketing, sales, or leadership, and group all applicants' abilities under one theme.It provides a quick way to understand an applicant's abilities in one area. You can choose the traditional talents or innovative talents you need according to the traditional or innovative resume style.So you can't simply rely on resume screening, because resumes, as a way to sell yourself, are somewhat watery. Once you've screened out resumes that don't pass the appearance test and are skeptical about the rest, you can apply the method described in the next section.These methods are used to evaluate applications, but the same criteria can be applied to every resume. 4. Application form screening The application form is the most traditional and practical screening method.The application form is the primary method of obtaining personal information.Different units use different items in the application form for recruitment.But under normal circumstances, in the application form, the unit always hopes to obtain a lot of information provided by the applicant himself in the past, including personal data such as educational background, employment experience, and work preferences. For most units, the application form is actually the initial screening tool.In order to make full use of the application form, units often add as many columns as possible on the application form.It is worth noting that any column that appears on the application form should be relevant to the position. Once applicants have completed their applications, screening can begin.Many times, the screening of applicants is determined after the application has been screened.Of course, the application form is only the initial screening, and this decision is often subjective.Recruiters should design application forms that reflect objective circumstances, such as biographical application forms. When candidates fill out an application, the screening process enters another stage.Job applications require applicants to list accurate employment history, title, responsibilities, salary, reason for leaving, and other key information.Once completed job applications are in front of you, it's time to start sorting them to determine which candidates to interview. Are the talents who have gone through various screenings the most qualified and outstanding talents?The leaders of many companies think so, but in fact the answer is not what we understand, and further observation is needed to confirm the initially selected talents, so follow the steps below. 1. Language Skills to Make Sound Hiring Decisions In the process of hiring, the recruiter should pay attention to certain speech strategies, and must understand some basic principles before applying certain speech skills.The recruiter should pay attention to giving priority to recruiting those candidates with rich work experience and good work performance when the qualifications of qualified candidates are similar.Recruitment and recruitment of talents should follow the principle of emphasizing work ability. If suitable candidates have the same work ability, priority should be given to recruiting those candidates with stronger work motivation. When making a hiring decision, focus on addressing what you know and ignoring what you don't. Here are four things to keep in mind when making your final hiring decision: (1) Use a comprehensive measurement method The talents we want to recruit must be comprehensive talents that meet the needs of the unit. We assign different score weights to the various talents we need, and then use the weighting method to calculate the total score of each applicant.Hire those candidates with the highest scores. (2) Minimize the number of people making hiring decisions When choosing to hire decision makers, also adhere to the principle of less and better, and only use those who are sure of the need.Why should everyone be called to decide?Doing that will only make the hiring decision more difficult, because everyone has their own hiring preferences, they all want their suggestions to be adopted, and they will argue about it, wasting a lot of time and energy and a lot of money. And, since you're going to be discussing the candidate's strengths and weaknesses, the exposure of these materials is not conducive to the candidate's survival in the organization. As a general rule, only those who are directly responsible for reviewing the candidate's performance and those who will work with the candidate, such as a department head or supervisor, should be included in the decision-making process. (3) Don't procrastinate Today, excellent talents are in high demand in the market.No one wants to spend a lot of time making a decision only to find out that the candidate you ultimately want to hire has taken another job or is no longer interested in yours.When it comes to hiring decisions, you should take action, and you must not procrastinate, so as not to delay the opportunity. You can't delay the hiring time and hope that the applicant's bargaining chip will be lower.Otherwise, if you have to compete with others to pay high prices for this great employee, or have to redo the recruitment process, the cost will definitely rise. You should carry out your work with a clear-cut banner and learn to make trade-offs. You must be courageous and resourceful, but you must not be endlessly resourceful.Make a decision as soon as possible and then act on it. (4) Don't be picky Some recruiters like to be picky when they recruit talents, hoping that people will be perfect, and they will be picky when they encounter a little problem, and they will never be satisfied.We must know that there will never be the best in the world, only the most satisfactory.We must distinguish which abilities are indispensable to accomplish this job, which are dispensable, and which are irrelevant, and only by grasping the main aspects of the problem can we hire the right talents. 2. Inform the candidate how to speak Notifying candidates is an important part of hiring.The notice is divided into an employment notice and a dismissal notice. The former is easy to write, while the latter is more difficult. Certain language skills are required to properly express your intentions. The most important principle in notifying candidates is timeliness.Many opportunities are lost because candidates are not notified in a timely manner after a decision has been made.Therefore, once an employment decision is made, the hired person should be notified immediately. In the employment notice, it should clearly state the time, place, and method of reporting, and explain how to arrive at the detailed location of reporting.In addition, it is also important to express welcome to new employees. In the notification, letting the hired people know that their arrival is of great significance to the improvement of the unit's business performance.This will powerfully attract hired candidates.For all those who are hired, they should be notified that they have been hired in the same way.Some people should not be notified by phone, while others should be notified by letter. Likewise, all candidates you do not hire should be notified in the same manner.Of course, the writing of the notification content requires certain skills, and it should be based on the principles of frankness, sincerity, and goodwill. Once the hiring decision has been made, the new hire enters the stage. 3. Sign an agreement with new employees After recruiting newcomers, it is necessary to sign relevant employment agreements with them.The most important content in the agreement is about the treatment of employees. When determining the treatment of employees, the following strategies will help both parties reach a "win-win" agreement. First, figure out what the market value for the job you want to hire is.Don't assume that what you're being paid now or what you paid the last person doing the job accurately reflects market value.You have many scientific sources to learn about the information. You will learn that you are paid above or below normal market value.If you're paying above market value, it's easy to come to an agreement with the candidate on how you'll be treated.If your price is lower than the market value, then you can use the following methods to solve the problem: either increase the salary; Second, once you know the current market value of employees who meet your ability requirements, then you need to know how big your floating range is and what your limit is.When negotiating remuneration issues with applicants, you must be aware of your own upper limit and lower limit. It is necessary to understand the applicant's judgment on the value of his human capital. A candidate may feel that due to his specialties and abilities, he should be treated better than the market average, which is also reasonable.Next, you need to decide whether you are willing to pay more for his specialties and abilities.If you don't think it's worth it, ignore him and move on to other jobs. On the other hand, the applicant's desired salary may be less than what you are prepared to give.In this case, you will make a low price secretly in your heart, and be happy for this cost-effective "sale".But be aware that sooner or later your new hires will find out that you are underpaid, and that will hurt no one.You'd better tell the truth and raise the level of treatment appropriately. Of course, you are likely to be in a stalemate with the candidate, and you need to see who has the upper hand.In other words, who has the upper hand.Once you figure this out, you'll know exactly who needs whom.Obviously, those who have the upper hand will insist on their terms, while those who have the upper hand will undoubtedly make the necessary concessions. You can focus on the key issues in the negotiations between the two parties for research, and concentrate on solving key issues, such as monthly wages, employee benefits and insurance, etc. After a lengthy negotiation between the two parties, you should make a judgment about what you can offer.Be careful to treat people with sincerity, don't promise things you can't do at all, and don't brag too much. Remember, don't wait endlessly.If you don't get a reply after two or three days after you ask the candidate about the treatment conditions, then reach out to them.Ask them if there is anything they need to address.But be careful, if the applicant is "playing tricks" with you (such as repeatedly weighing the treatment conditions proposed by various units to choose the best one), you'd better not play with them.You should be vigilant: "Is such a person what I want?" After going through negotiations, you will sign a legally binding agreement with the new employee, and both parties must strictly abide by it. Some leaders think that as long as they recruit talents, everything will be fine. In fact, it is not the case. It is also what a leader should do to let new recruits quickly integrate into the team and realize their own value in the fastest and most effective way.So let's start by welcoming new employees first. Leaders should make full use of this opportunity to learn more about new employees. 1. Precautions for welcoming new employees The placement of new employees is a great event for the unit, and the following work should be paid attention to: (1) Make full preparations Make a schedule and put yourself in the new hire's shoes and consider what the new hire needs to know to do the job.Have all the necessary materials and information ready to give the new employee what he needs to know. (2) Ceremony to welcome new employees In general, a ceremony should be held to welcome new employees warmly.Designate someone to be a "guide"—someone who has plenty of time to give the new hire the kind of guidance and attention it needs.Arrange a place where you can sit with new employees and get to know each other.Welcome them to your ranks. (3) Pay attention to important policies and procedures These things are very important both for the unit and for new employees.You also need to agree with the new employee on working hours, when the new employee will start receiving wages, and how the wages will be paid.You also need to let new employees know about the benefits policy of the unit. Tell new employees about the unit's history, current situation, prospects and tasks. New employees should be provided with the necessary information about the unit, and at the same time, explain to them what each item means and how it affects the work and operation of the unit.The most important point is to tell the new employee how his work is related to the prospect of the unit, and how to make a contribution to the unit, so as to stimulate the enthusiasm of the new employee. (4) State your expectations for employees Explain to the new employee what to do and what is expected of him or her.Put yourself in the shoes of new employees and give them encouragement and support. (5) Introduce the actual work in advance It is necessary to provide new employees with an opportunity to understand the actual work situation in advance.If you've given a detailed and honest description of the job during the hiring process, nothing special will happen, and now the new employee can actually get a feel for the job.Prepare employees by being candid and honest about the positive aspects of the job, as well as potential negative aspects. (6) Familiar with the workplace Take the new employee to look around, introduce him to his colleagues, show him the place where he will work in the future, and tell him where to go for help if he has any problems.Use this opportunity to introduce new employees to colleagues, familiarize them with each other and build an initial camaraderie. (7) Appoint a mentor Remember, mentoring new hires takes a long time, you can't be there all the time, so designate someone to mentor new hires for the first 30 days or a year.Guidance is not just about helping new employees get in place or establishing good colleague relationships, but also providing necessary job guidance and training for new employees.The working method of "old people leading new people" is popular in many units, and it has achieved very good results, especially in marketing and public relations departments. This method of "old people leading new people" is even more necessary. 2. Don’t snub new hires Once the initial onboarding is done, don't stop there, keep doing a good job of retaining new hires.Because some employees will leave because they are not trained or motivated to work.When they feel unfulfilled, they look elsewhere for opportunities.The following suggestions can help employees develop a sense of responsibility. (1) Keep employees motivated.Let employees know how important they are to the organization.说一句赞扬或鼓励的话只需几秒钟，但却能大大鼓励员工的工作积极性。 （2）为员工提供岗位培训。你应该使员工具备取得成功所需要的新知识和手段。成功的因素会随着时间的变化而变化，因此要使员工了解本行业最新的信息。这需要你制订长久的培训计划并实施。 （3）与员工开展双向交流，加强沟通。领导与员工需要就工作表现、贡献、事业发展和未来的薪酬等问题进行双向交流。这有助于员工更清楚自己的努力方向。 （4）多向新员工学习，可以增强员工的成就感，让员工感到有前进的动力。 多了解一些著名企业的面试题对于领导者来说是十分必要的，是领导者选拔人才的有效依据，下面介绍这些名企业的招聘面试题以供参考。 1.微软公司 名牌有名牌的理由，就连招聘也与众不同。微软公司的招聘一向都是人们议论的话题，说它百般刁难的有之，说它独树一帜的有之。在这里笔者试着把微软在招聘过程中所用过的几则试题拿出来让大家发表意见，看看这些考题究竟想考察应聘者什么样的素质。 一般来说，微软的面试问题分为4类：谜语类试题、数学型试题、智力性试题、应用程序类试题。先举两个谜语类试题： （1）美国有多少辆汽车？ （2）将汽车钥匙插入车门，向哪个方向旋转就可以打开车锁？ 小张（复旦大学管理学院99级学生）：这两道试题并不难，我想他可能只是想考察一下应聘者的应变能力，亦即在短时间内快速应对不规范问题的能力。 孙先生（某大型跨国企业员工）：很明显，这是两道答案开放的试题。我想它是为了考察应聘者能否对一个问题进行符合逻辑的创造性的思考，并迅速通过这种思考寻求到解决问题的办法。至于答案，发问者显然并不关心。 裘副教授（复旦大学）：问题是开放性的，但指向性也很明显。应聘者是否能在很短的时间对出其不意的问题作出反应，并能够有逻辑地回答这样的问题，发问者同样希望能够得到出其不意的答案。有不少人通过在网上搜集这种试题来准备答案，显然大违发问者的本意。重复的答案都不是好答案。 下面是两道数学型的试题： （1）1000有几位数，为什么？ （2）编一个程序求质数的和。 小陆（复旦大学物理系99级学生）：数学试题与应用程序试题是微软面试中指向性最明显的一类试题。这些试题就是考察应聘者的数学能力与计算机能力。 师女士（某咨询公司高级顾问）：微软是一家电脑软件公司，当然要求其员工有一定的计算机和数学能力，面试中自然就会考察这类能力。微软的上述面试题目就考察了应聘人员对基础知识的掌握程度、对基础知识的应用能力，甚至暗含了对计算机基本原理的考察。所以，这样的面试题目的确很“毒辣”，足以筛选到合适的人。 下面是智力题： 烧一根不均匀的绳需用一个小时，如何来缩短半个小时？ 小何（复旦大学计算机系2000级硕士研究生）：我觉得我很难理解微软这一部分的试题，我大多数时候并不知道他考察我什么，有时候我甚至觉得它仅仅是脑筋急转弯。不过，我记得李开复在央视的节目里说过，他们的考察内容是应聘者的可塑性。 石先生（某大型国企职工）：我认为这一部分的问题有很大的随意性，主要是考察应聘者的智商，但是因为问题的不同又有不同的考察方向，比如第一个问题就考察了应聘者的逆向思维能力，第二个就考察了应聘者的观察能力与细致程度。 于先生（某外资公司人事主管）：我不知道微软出这些题目的用意，但在我看来，智力题是微软面试中最好的考察方式。不仅考察的指向不同，就连问题的答案有时候也能给人以启发。比如上述第二个问题，如果你能找到答案，它就会帮你理解企业的资源使用组合方式，经过优化以后可以发挥不同的作用。不同的管理者就会使用不同的组合方式，当然结果就会不一样！ 2.宝洁公司 宝洁公司良好的薪金制度和巨大的发展空间，让“宝洁”成为大学生心目中向往的公司。而同时宝洁公司完善的选拔制度也得到商界人士的首肯。如何进入宝洁这样的机构，让我们来熟悉它的招聘流程。 宝洁的校园招聘程序： 第一步，前期的广告宣传 第二步，邀请大学生参加其校园招聘介绍会 第三步，网上申请 从2002年开始，宝洁将原来的填写邮寄申请表改为网上申请。毕业生通过访问宝洁中国的网站，点击“网上申请”来填写自传式申请表及回答相关问题。这实际上是宝洁的一次筛选考试。 第四步，笔试 笔试主要包括三部分：解难能力测试、英文测试、专业技能测试。 （1）解难能力测试 这是宝洁对人才素质考察的最基本的一关。在中国，使用的是宝洁全球通用试题的中文版本。试题分为5个部分，共50小题，限时65分钟，全为选择题，每题5个选项。 §§§第一部分：读图题（约12题）； §§§第二和第五部分：阅读理解（约15题）； §§§第三部分：计算题（约12题）； §§§第四部分：读表题（约12题）。 整套题主要考核申请者以下素质：自信心（对每个做过的题目有绝对的信心，几乎没有时间检查改正）；效率（题多时间少）；思维灵活（题目种类繁多，需立即转换思维）；承压能力（解题强度较大，65分钟内不可有丝毫松懈）；迅速进入状态（考前无读题时间）；成功率（凡事可能只有一次机会）。考试结果采用电脑计分，如果没通过就被淘汰了。 （2）英文测试 这个测试主要用于考核母语不是英语的人的英文能力。考试时间为2个小时。45分钟的100道听力题，75分钟的阅读题，以及用1个小时回答3道题，都是要用英文描述以往某个经历或者个人思想的变化。 （3）专业技能测试 专业技能测试并不是申请任何部门的申请者都需经过该项测试，它主要是考核申请公司一些有专业限制的部门的同学。这些部门如研究开发部、信息技术部和财务部等。宝洁公司的研发部门招聘的程序之一是要求应聘者就某些专题进行学术报告，并请公司资深科研人员加以评审，用以考察其专业功底。对于申请公司其他部门的同学，则无须进行该项测试，如市场部、人力资源部等。 第五步，面试 宝洁的面试分两轮。第一轮为初试，一位面试经理对一个求职者面试，一般都用中文进行。面试人通常是有一定经验并受过专门面试技能培训的公司部门高级经理。一般这个经理是被面试者所报部门的经理，面试时间大概在30~45分钟。 通过第一轮面试的学生，宝洁公司将出资请应聘学生来广州宝洁中国公司总部参加第二轮面试，也是最后一轮面试。为了表示宝洁对应聘学生的诚意，除免费往返机票外，面试全过程在广州最好的酒店或宝洁中国总部进行。第二轮面试大约需要60分钟，面试官至少3人，为确保招聘到的人才真正是用人单位（部门）所需要和经过亲自审核的，复试都是由各部门高层经理来亲自面试。如果面试官是外方经理，宝洁还会提供翻译。 （1）宝洁的面试过程主要可以分为以下4大部分： 第一，相互介绍并创造轻松交流气氛，为面试的实质阶段进行铺垫。 第二，交流信息。这是面试中的核心部分。一般面试人会按照既定8个问题提问，要求每一位应试者能够对他们所提出的问题作出一个实例的分析，而实例必须是在过去亲自经历过的。这8个题由宝洁公司的高级人力资源专家设计，无论您如实或编造回答，都能反映您某一方面的能力。宝洁希望得到每个问题回答的细节，高度的细节要求让个别应聘者感到不能适应，没有丰富实践经验的应聘者很难很好地回答这些问题。 第三，讨论的问题逐步减少或合适的时间一到，面试就引向结尾。这时面试官会给应聘者一定时间，由应聘者向主考人员提几个自己关心的问题。 第四，面试评价。面试结束后，面试人立即整理记录，根据求职者回答问题的情况及总体印象作评定。 （2）宝洁的面试评价体系。宝洁公司在中国高校招聘采用的面试评价测试方法主要是经历背景面谈法，即根据一些既定考察方面和问题来收集应聘者所提供的事例，从而来考核该应聘者的综合素质和能力。 宝洁的面试由8个核心问题组成： 第一，请你举1个具体的例子，说明你是如何设定1个目标然后达到它。 第二，请举例说明你在一项团队活动中如何采取主动性，并且起到领导者的作用，最终获得你所希望的结果。 第三，请你描述一种情形，在这种情形中你必须去寻找相关的信息，发现关键的问题并且自己决定依照一些步骤来获得期望的结果。 第四，请你举一个例子说明你是怎样通过事实来履行你对他人的承诺的。 第五，请你举一个例子，说明在完成一项重要任务时，你是怎样和他人进行有效合作的。 第六，请你举一个例子，说明你的一个有创意的建议曾经对一项计划的成功起到了重要的作用。 第七，请你举一个具体的例子，说明你是怎样对你所处的环境进行一个评估，并且能将注意力集中于最重要的事情上以便获得你所期望的结果。 第八，请你举一个具体的例子，说明你是怎样学习一门技术并且怎样将它用于实际工作中。 根据以上几个问题，面试时每一位面试官当场在各自的“面试评估表”上打分：打分分为3等：1~2分（能力不足，不符合职位要求、缺乏技巧，能力及知识），3~5分（普通至超乎一般水准；符合职位要求；技巧、能力及知识水平良好），6~8分（杰出应聘者，超乎职位要求；技巧、能力及知识水平出众）。具体项目评分包括说服力／毅力评分、组织／计划能力评分、群体合作能力评分等项目评分。在“面试评估表”的最后1页有1项“是否推荐栏”，有三个结论供面试官选择：拒绝、待选、接纳。在宝洁公司的招聘体制下，聘用一个人，须经所有面试经理一致通过方可。若是几位面试经理一起面试应聘人，在集体讨论之后，最后的评估多采取一票否决制。任何一位面试官选择了“拒绝”，该生都将从面试程序中被淘汰。 第六步，公司发出录用通知书给本人及学校。通常，宝洁公司在校园的招聘时间大约持续两周左右，而从应聘者参加校园招聘会到最后被通知录用大约有1个月左右。 3.长虹的面试座谈会 长虹的面试是采用座谈会的形式，4个应聘者和主考官围坐在一起，有点像央视《实话实说》栏目的那种氛围。在会谈中，考官拉家常地问应聘者读过吗？在得到肯定的答复后，考官要应聘者说说自己最喜欢里的哪个人物，为什么？ 1号应聘者脱口而出：“吕布，三英战吕布，吕布一个人单挑刘关张三人，实乃英雄。” 考官说道：“吕布这个人，好色薄情，先是认贼作父，后又弑父夺色，不是英雄，实乃小人。” 2号应聘者想了想说道：“刘备，宽厚仁慈，厚德载物。” 考官品了一口茶说道：“刘备这个人，小事优柔，大事武断。平时遇事只知放声大哭，关羽被杀后，不听劝阻，一意孤行，最终为蜀国的灭亡埋下伏笔。” 3号同学冥思良久提出为世代所称颂的人物：“诸葛亮，足智多谋，忠心为国。” 考官微微笑道：“诸葛亮的忠，只是愚忠，明知道阿斗是扶不起来的阿斗却仍然要扶。在其百年之后，蜀国的灭亡也就不可避免，可悲可叹。” 第四个应聘者想到里的任何一位人物，由于历史局限性，都是有缺点的。考官又熟读，不论我提出何人。他定能找到其缺点。他灵机一动说道：“金无足赤、人无完人，由于历史局限，中的人物都是有缺点的，抛开历史的恩恩怨怨，单就个人而言，我最喜欢的是中的大乔、小乔。因为孔夫子说过，食、色性也。” 这下考官说不出话了，因为他已经笑了。