Catalogue of job interview techniques i, basic knowledge of job interview iii, initial phase ii, pre-recruitment interview iv, interim phase v, completion of interview vi, post interview due diligence vii, practice i, basic knowledge of recruitment interview iv, recruitment? • recruitment is a means by which an enterprise can eventually join hands/brainers/persons and serve the enterprise better in the longer term! Recruitment process preparation (basic and premised) recruitment process (process, focus) (results) - method of identifying horses, donkeys, cattle. Selection? The quality of those who are qualified for the position at latitude is the dimension of our interview. How? An analysis of the job responsibilities and content of the position would determine the basic qualities required of the candidate for the position, namely, the interview dimension: for example, the following five dimensions were analysed for sales managers: (1) good communication; (2) self-incentive (repressive); (3) good persuasive (impact); (4) technical communication (knowledge of product); and (5) professional behaviour (general, healthy, dressed). Latitude? The criteria for a modern woman to choose her spouse? The otman, who lives in a bank, discusses how well people fit, and how much efficiency priority reflects the economic principle of speed/quality of recruitment at all times taking into account recruitment costs. Questions and questions from pre-established interview outlines, and a way of interviewing the interviewer's answers and his evaluation in a standard format. The interview process is structured (interview process), face-to-face issues are structured and interview results judged. Semi-structured interviews: semi-structured interviews mean that, in addition to interviews conducted in accordance with a pre-established interview process and outline, the interview examiner should ask candidates random questions on a case-by-case basis; semi-structured interviews are conducted through semi-structured interviews designed to identify the degree of conformity between the quality (or critical competency) that the candidate has experienced in the past and the quality (or critical competency) of the current job requirement, and to predict future behaviour from past behaviour, thus determining whether the candidate is suitable for the position, and is a behavioural, event-based interview. S:situation (background) t:task (mission) a:action (action) r:result (result) star) means that the star principle is a talk procedure involving substantive content during interviews, which must be followed for any valid interview. Few suitable candidates were recruited for interviews under the star principle; actual performance was not the same as during interviews; competence was no problem, i. E. Unconformity; recruitment was slow and fast; and costs were high. Challenges faced in recruitment 1 and in identifying human resources requirements 2 and designing and publishing the human resources requirements programme 3 as well as the recruitment interview programme 3 as well as information and distribution 4 as well as the collection and screening of curricula vitae 5 as well as the formation of interview panels 6 as well as interviews with prospective candidates 7, preparation of the use of table 2 and preparation of a demand-free plan prior to the recruitment interview, as confirmed by the head of the business department of the department of human resources to verify that the company leads the approval of business needs strategy company leaders as follows:** annual human resources requirements plan recruitment positions/numbers/functions/functions recruitment channels/methods recruitment channels/moderations recruitment advertisement design of interview procedures initial setting up of interview sites and reception readiness follow-up planning of the job interview programme ※ newspaper/tv media advertising ※ internet/ tv media advertising ※ job market ※ hunting/intermediaries ※ industry association and federation ** senior colleges recruitment community friends recommend demand information and issue a clear description of pay benefits with attention to specific demands for corporate image: the applicant's past achievements and rewards the candidate's requirements the career curve of the candidate the degree, profession, experience and ability of the candidate to write a curriculum vitae the contradictions in the candidate's curriculum vitae the time gap in the candidate's curriculum vitae. Collection of cvs and screening of personal cvs name: x x x sex: male date of birth: 15 october 1980 place of residence: xian hours of work: 4 years household: xian's current annual pay: 50,000 place: xian city economic technology development zone post: 710200 e-mail: doove@telephone: 029-86955xxx phone: 1592975xxx self-evaluation: good pen, excellent communication skills; second: strong self-confidence, habitually speaking to hundreds of people on the stage third: strong ability to work, high performance; fourth: strong resistance, strong ability to change and take responsibility. Educational experience: undergraduate in business management at the university of the north-west: secretary of limited engineering; chief of human resources in science and technology, xianhua xianhua xin; commissioner of business development in sian xian; - to date: commissioner of human resources at shaanxi xing big estate corporation; director of human resources for job seeking; nature of work: full/part-time hope industry: automobile industry; wish functions: human resources manager expects wages: more than 40,000 work places: what are the characteristics of the job seeker in this curriculum vitae? 2 what are the questions in this curriculum vitae? How do you handle it? In what circumstances? Discussion of high-level talent (including ph. D.): corporate-level leadership + minister of human resources + 2 experts + recruitment of mature talent for the commissioner: department at the top + 1 ~ 2 experts + recruiting commissioner at the end of the term: regular specialization: department of human resources special profession: professionals in the operations department + human resources department membership responsibilities? The interview panel is formed to explain the time, place, route by car; to alert the local weather; to carry the information; to alert the surrounding accommodation environment and contact details; to give at least one week's notice; to confirm the interview one full day prior to the interview; and to notify the interview panel member at the same time. Candidates are appointed to prepare interview invitations, application registration forms (link here), interview records/evaluation forms, 3, interview syllabus 4, curriculum vitae. The preparation/preparation of a well-documented start of an interview is half the success! Three, at the beginning of the interview (1), what basic qualities are required of the applicant for the post to qualify for the post? (2) how long do i need the applicant to work in the position in question? (3) what platform will we give? (4) what difficulties would i face if the candidates concerned did not perform well or were too demanding? (5) what kind of colleague will the applicant work with? What's the level of management? (6) what are the doubts about the candidate's curriculum vitae? Interviewing interview officers ask themselves – relaxing their minds makes candidates less prepared to do so adequately, take a deep breath, relaxing themselves generally makes candidates more nervous and less likely to present their actual situation, and the interview officers can ease the atmosphere by chilling, greeting, etc. The lead examiner shakes hands with the candidate and presents himself/herself, introducing other interview members; thanks the candidate for his/her arrival, asking about the smooth journey, etc.; presents the approximate time of the interview, the basic process and follow-up; and gives the candidate three minutes to present himself/herself (learning experience, work experience, family circumstances and the idea of the interview). Mr. Zhang, the examiner of the intermediate stage of the interview, asked the questions about the curriculum vitae. Your curriculum vitae does not describe your experience between may and august 2007, and what are you doing at this stage? Your undergraduate studies have been in five years. What's the reason? Your family is in shandong. Why did you apply for my job? Your last job was in business management. Why then? By asking questions about curricula vitae, a general overview of the overall situation of candidates can be obtained, along with a deeper understanding of factors. Questions must be asked systematically and should focus on the defined dimensions (1) closed yes or no? Do you like your job? (2) how does the current market look at it? The candidate has to answer -- the most common means of asking questions. (3) please describe what you consider to be the biggest conflict - targeting coordination capabilities. (4) the hypothetical "if." -- assuming an environment -- promotes use。(5) is it ** or **? -- too powerful. (6) multi-formation raises several questions successively - it is difficult to obtain perfect answers. There's a private enterprise that wants to recruit an hr manager. One of our company's positions needs to lead a dozen teams. How do you think you're doing? How was your team? How do you feel about team spirit? Can you adapt to this high stress working condition? Those three questions were about the leadership, team spirit and ability of the candidates to cope with the enormous work pressure. But that's not a good way to ask, and anyone can answer one: i'm a good manager and i'm a good team player. I'm very fond of travel. But no one can know if he is telling the truth except the candidate himself. That's the way the old man talks, which is the implication that people have to say yes. You will judge the form of the interview. Can you work with people happily? Do you work on time? Traffic trouble coming to work? Do you like working alone? Can you tell me what i do when i work for company b? Five, what would you do if your boss called and asked you to go back now? Can you talk about your awareness of the work of the office? How resilient are you when dealing with relationships? What did you do with your previous position? What are the characteristics? What do you stand for? A disadvantage? Nine. Obviously you like systematic processes? Have you ever had a setback? Can you tell me? Eleven. Friends around you are friendly to you? Do you really like you? Practice. Could you describe the biggest conflict you've had with your colleagues in your work? (communication ability); one of the most successful things at work? How did you inspire your team? Please give an example of how you can convince your superiors to agree to your proposal. How to ask questions about behavior? What do you think is the most successful thing at work? What was the situation? - what were your goals? - what are the difficulties in achieving the goal? How did you do it? --r uses the “star” tool fully to ask: onions are skinned and layers are progressive to get specific details. Listening should be focused, and listening is the basis for effective interviews! Listen to the 20/80 law: 20 - ask questions, 80 - applicants say. More often than not, candidates are induced to say more in order to obtain more information. Listening to traps: interrupting a conversation (which is rude) is too busy (seeing a watch, answering a phone, signing approval) to pick up what you want to hear, to ignore the truth, to look at the details, to ignore the whole picture, to ignore the inappropriate handling of non-verbal signals: to listen to, to record, not to be blunt when the present conclusions are being heard, to ask what to direct candidates to answer when candidates are talking too loud or hesitant, and to sum up the interventions: you were saying that that was not a problem, right? The next question of body language immediately suggests that the topic should end, such as gestures, nods, and good relationships before the speed of interview: smiles, handshakes, chats and good relationships after interviews: to the door, to thank the applicant for taking the time to interview the company: nod, praise the gods: speak back to the other side: “i'm sorry, i may not have made myself clear, i mean...” to avoid the loss of body language: if you're indifferent: if you're insatiable with your fingers: if you're looking at your watch again and again, you have less self-esteem. Purpose: timely recording of key points and avoidance or reduction of interview errors. Recorded information: personal information, questions in the curriculum vitae, behaviour, interview dimensions and problems arising from them. Recording only: keywords, cases, story-recording notes: recording directly on interview logs or markings in resumes. If the applicant knows what you are writing, but does not see what you are writing, do not hesitate and do it to the left, otherwise the candidate will be under considerable pressure, and the next interview will be preceded by an unfair interview to record the abbreviations available to ensure that speed does not lead to conclusions in the field, and only the facts will be recorded so that more than one record is complete: 1 allows time for the candidate to ask questions; 2 before the end of the interview, the next plan should be stated, and the results of the interview will not be easily communicated, and the candidate will be given time to participate in the interview; 3; the interview record will be improved, and the interview panel will have a brief discussion followed by the next interview. After the overall interview, the interview panel should fully discuss and pre-settle the candidates and select the first few to be interviewed. Complete the interview immediately after the completion of the independent interview; fill in and do not look through the interview transcript of the other candidates, to the extent possible. The rating should be based on the record of the interview, re-focusing the applicant's response, paying attention to issues related to the performance dimension of the job and then scoring. To avoid the influence of subjective factors, to find evidence from the record to support oneself and not to be guided by impressions or personal preferences. (b) summarize the applicant's score at each dimension to complete the interview log1 and organize interview logs in a timely manner and report the interview results to the head of the office for his or her direction; vi. Post-interview care is to select the most suitable person, not the best person; the most suitable person, rather than the most wanted person; the most suitable person, not the least paid person; the most suitable person, not the most demanding person; the most suitable person, not the most paid person; the most professional person, with a very different job; the person with a team spirit, not the one who fights alone; the person who avoids choosing too many similar people, so as not to have too many people of the same type in the organization and to build a diverse business culture; and the person with the potential for development. The principle of talent selection must be careful to avoid several errors: (1) the “breach of bad things” effect (2) the proximate cause effect (the “large symphony” effect, the pre-primary effect) (3) the photocyclic effect (4) the “delineated kite” phenomenon (5) the “failless to see” phenomenon avoiding the misinterview of a particular a to a foreign company. The chief examiner, a foreigner, went in and said, “thank you for coming to the interview today. I'll ask you 10 questions, please answer them honestly.” after 10 questions, one of them thought, finally, it's my turn to ask about the company. When he didn't talk, the foreign examiner said to him, "well, that's all for today's interview, thank you. Why don't you go out and bring me the second person, okay?" one of the aces came out the door and thought, "you can't let me into this company again."。what's wrong with the presiding officer? *** *** *** *** *** *** *** *** *** *** *** *** ***
