Methodology for enterprise recruitment interviews
The majority of recruitments are conducted through interviews conducted by interview officers through interviews with candidates to observe the candidates ' responsiveness to particular conditions and to gain a more in-depth understanding of the candidates and to determine whether they meet the requirements of a post. The purpose of selecting the most suitable candidate is ultimately achieved by means of a variety of methods that the interviewer understands the candidates ' behaviour, character, knowledge, skills and competencies. There are ways to do this:
Talk is not an empty conversation
Despite the widespread use of this method, it is difficult to use it effectively, so that interviewers are not allowed to ask questions at will and go undirected, resulting in ineffective interviews and failure to examine the required quality of candidates; in addition, the impact of personal factors should be eliminated as far as possible in the scoring process, so as to be objective and impartial, so as to enhance the credibility of interviews。
In terms of effectiveness, therefore, interview officers can try to organize the interview process around the centre of job needs, including by developing a question outline。
However, there are more areas in which interviewers need to pay attention in terms of increased confidence. This process is very poorly controlled by the three variables of interviewer, candidate and interaction. Many of the social effects of interpersonal interaction may similarly permeate the interview process. Interviewing officers should, in the process of using rhetorical methods, take full account of whether the effects of these non-objective factors are present。
How can an interview officer effectively control deviations?
(1) attitude strengthening and avoiding inertia
Interviewing officers should not place themselves in the position of an expert and judge candidates. Interviews should be an interactive process in which interview officers continuously reorient themselves, making effective use of feedback from candidates and avoiding inertia. Interviewing officers should also keep their eyes on whether there is inertia and when candidates are guided in order to improve their skills。
(2) respect for non-verbal behaviour
Despite the "talking" approach, the interview officer was not allowed to listen during the interview. In interviews, the responses of candidates were often carefully considered and even rehearsed. To truly understand candidates, interview officers also need to look closely at their non-verbal behaviour, including face, movement and tone。
(3) accurate and detailed records, strictly in accordance with established standards commentary min
To the extent possible, video or personal records should be used during interviews, which are key elements in ensuring that the interviews are genuine and effective, and are closely linked to post-interview ratings. If the records were not detailed and accurate, the objective scoring process would not be possible. It is also very difficult for interviewers to be completely impartial and objective, regardless of how experienced they may be, if they can only give vague assessments of candidates based on their general impressions。
(4) reasonable treatment of cognitive deviations
In analysing the cognitive biases in interviews, we stress that interview officers should try to avoid them, but in fact, it is impossible to avoid them altogether, and interview officers are not machines and are at risk of emotional infection. Moreover, an important reason for our promotion of discourse is precisely because interview officers can communicate with candidates through the emotional route, which cannot be achieved by any other standardized operational method。
Talent is fundamental to the survival of the enterprise, recruitment is an important method of acquiring talent, and interviews are an essential part of the enterprise's recruitment. So, the interviewer must keep the interview closed。
