Interview questions and questions skills design 4 steps, full of dry

For a candidate, the primary problem with a behavioral interview is that the initial stages of the interview are not well suited to recall past experiences. Such as: the key stage of personal growth, the candidates in the self introduction of the experience, and so on, these candidates will remember more clearly, it is easy to say. If there is an example of the applicant gradually into the state, the behavior of the interview is easy to carry out.
In the recruitment of talent selection, the total can not be separated from the interview this link, a well-designed, well prepared in-depth interview, is to ensure the quality of talent selection and efficient key. In the actual operation process, the biggest problem is how to interview with the candidates' questions and answers, scientific and accurate inspection of their true ability level. Therefore, in order to improve the success rate of talent selection in the interview process, ask the question becomes the key.
Step 1: — — raise questions
For a candidate, the primary problem with a behavioral interview is that the initial stages of the interview are not well suited to recall past experiences. Then, when the problem is best related events, the occurrence of work experience such as: the key stage of personal growth, close to the target position and work experience, job or role change, major projects or important work events, obtained recognition or honor, candidates in the self introduction highlighted experience so, these candidates will remember more clearly, but also easy to say. If there is an example of the applicant gradually into the state, the behavior of the interview is easy to carry out. When an interviewer asks questions from these areas, it is important to note the following:
　　
1, before the interview questions, first of all, to create an atmosphere of the interview, the candidate to eliminate the tension and anxiety, leading to the theme of the interview, let him tell the truth. There are a variety of ways to make small talk, or let him &ldquo first; to make a simple self introduction to &rdquo, or “ to tell about the most impressive experience in a job ”.
　　
2, to guide the candidates according to the time sequence of events to report. Once the applicant has found a jump in the report, ask questions to provide detailed information. Don't let it be transferred to other topics before the job is finished.
　　
3, if the interviewer can't think of any specific event, you can through their own experience, to a complete event description, or let the thoughts and memories of previous experience.
　　
For some interviewers, the biggest problem is how to ask questions. If the interviewer knows how the sentence structure is formed, it becomes easier.
　　
Note that if the applicant's answer to a problem which is “ never met ” this may, there are three cases: one is the lack of relevant experience and position in the background; two is the typical situation that the problem is not the job encountered; three candidates is deliberately avoided the problem. For the third case, some questions should be more skills, should dig a pit “ ” candidates to jump, so we can ask questions such as: usually in communicating with people, not all people are so well in the past, the face of this situation, how do you communicate?
The second step: Cheng — — details
In the interview process, often encounter some of the behavior of the description of the interview. For example, the following questions about teamwork: This is a lot of things, I basically work together with colleagues. I'm not going to argue with my colleagues. Basically, we do it together. Sometimes we will work overtime, in fact, we are still happy together … …
　　
Through the above answer, simply can not judge the candidate's cooperative problem. So be sure to ask in the interview. Through the details of the behavior to understand the ins and outs of things, in order to judge the ability of candidates and verify the authenticity of the event. The basic principle of questioning is the STAR principle (background, task, behavior, result). In order to make the content more standardized, I will STAR as the contents of table 4.
　　
Behavioral interview is the key point of behavior. The behavior of people is different in different situations, so it is very important to understand the background information.
The key events to understand the quality of candidates, including background, individual actions and consequences; in particular work situation in the thoughts, feelings and desires to understand the candidates, especially in the scene at the time of exactly how to do as much as possible; let the candidates with a specific description of their behavior and ideas, and don't rely on their own summary.
The third step: turn — — transfer transition
During the interview, the general need to examine the candidate list of multiple indicators, multiple behavioral events, the interviewer to Titus questions, repeatedly asked. In this one, how to carry out the topic of convergence, transfer, how to adjust the rhythm of the interview, but also a key part of.
Especially with the interview time, the interviewer may be found, or need to intervene the candidate talks, because he may have spent too much time in front of a few problems, if this continues, the applicant may take other candidates on time, or you would be prepared in advance all proposed, would not have reached the requirements of the interview structured behavior.
　　
Transfer transition is not too difficult, it is best to pause when the candidate, politely interrupt him, the smooth transfer of transition.
The fourth step: — — integrated evaluation
When the interview is over, it will be a challenge for many interviewers. As an evaluator, we should seriously study and master the scoring process in the interview process and related issues, should pay attention to the problem:
　　
Mark the evaluation index and standard. Before the interview, the interviewer must understand the interview evaluation criteria and scoring criteria, to avoid halo effect, the first impression, like IEqual error. If a number of interviewers at the same time to participate in the interview, but also on the job requirements, interview questions and ask for ideas, scoring criteria to reach consensus.
　　
Distinguish between what is “ set action ” which is “ optional ”. The behavior of the interviewee describes the behavior of the event is an important basis for scoring, but in the use of these “ behavioral evidence &rdquo, but also pay attention to distinguish. Certain behaviors are the &ldquo of the company's system and process; the action &rdquo is specified; the actions taken by the candidates are not representative of their ability, but if there is no such behavior, the applicant's ability is low. The ability to reflect the candidates, those systems and processes are not clearly defined “ optional ”.
　　
Conform to the normal distribution. When the interview number, according to the normal distribution provided excellent difference number of different grade proportion, score a grasp the scale of reference to the interviewer, in order to prevent the score is too concentrated or extreme, reduce the differences between the groups.
　　
In addition, you need to be cautious about the evaluation of the responsible events. In those responsible for events, often hidden a lot of job seekers values, job motivation, personality and other factors, is sure to dig, but not because of the failure events put people yigunzidasi “ ”, but should focus on the candidates can draw lessons from failure events, and has obvious after the improvement.
The source of | Noam four group (normstar123)