Chapter 22 Chapter 4 Eloquence in Recruitment Interviews: Playing a Good Game

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 logic of thinking and language organization and expression skills.

If you want to examine the applicant's organizational coordination ability, 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 make an evaluation of your strengths and weaknesses", "Please describe your Personality traits to make an evaluation” and so on. These questions can be used to assess the applicant's sense of responsibility and self-awareness.

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 matching between the company's operation mode and values ​​and personal wishes, secondly, the matching degree of job responsibilities and personal wishes, and thirdly, the matching degree of working location and personal wishes.If one of the three items matches poorly, the applicant's suitability in the company will decline, and the interviewer should consider whether the applicant can pass the interview. 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: This position requires leading a team of more than a dozen people. What do you think of your leadership skills? How are you doing in team work?Because this position requires communication and communication everywhere, do you think your team spirit is good? This position is newly established, and it is extremely stressful and requires frequent business trips. Do you think you can adapt to this high-stress 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 travel, and don't like work to take up 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 the boss's interview questions is the wrong way to use closed questions, and at the same time, the questions imply 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: How many people reported to you when you were working at your old company?Who do you report to? 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: The marketing manager often has conflicts with other departments, especially the human resources department. Have you ever encountered such disputes and how were they resolved (situational questions)? As a senior marketing manager, where have you worked to improve communication within the company? Question 3: Regarding business trips.You can ask questions like this: What was the working frequency of the previous company?Do you often have to work overtime?How often do you travel? 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 the applicant to answer simply in one or two sentences, but needs to summarize, extend, and give examples. Through this series of answers, the interviewer can obtain enough information. 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 allow the verbal information provided by the interviewer to reflect the actual situation. Therefore, it can trigger the interviewer to use their own judgment, analysis, and knowledge and experience to answer. This is an efficient interview question. 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. 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 who have rich work experience and better 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: ⑴ 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. ⑶ 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. ⑷ can not find fault 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. 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. 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 as quickly and effectively as possible.So let's start by welcoming new employees first. Leaders should make full use of this opportunity to learn more about new employees. The placement of new employees is a great event for the unit, and the following work should be paid attention to: ⑴ 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. ⑵ 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.It is necessary to negotiate working hours with new employees, when new employees will start to receive wages, and the form of salary payment.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. ⑷ Indicate your expectations of 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. ⑸ 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. ⑹ 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. ⑺Designate a good teacher and helpful friend 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. 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. Keep employees motivated.Let employees know how important they are to the organization.Saying a word of praise or encouragement takes only a few seconds, but can go a long way in motivating an employee. Provide on-the-job training for employees.You should equip employees with the new knowledge and tools they need to succeed.Success factors change over time, so keep employees up to date with the latest information on the industry.This requires you to develop a long-term training plan and implement it. Carry out two-way communication with employees to strengthen communication.Leaders and employees need two-way communication on issues such as job performance, contribution, career development, and future compensation.This helps employees have a better sense of where their efforts are headed. Learning more from new employees can enhance employees' sense of accomplishment and make employees feel motivated to move forward.