How the interviewer pays attention to the details of the applicant's behavior!

How the interviewer pays attention to the details of the applicant's behavior!

In order to leave a good impression on the interviewer, every candidate will do his best to show his excellent side and make himself look more perfect during the interview, which is understandable.

But candidates don't know that even if they perform perfectly, they will intentionally or unintentionally leave some clues and expose their truer side. Human resources experts and hiring managers can follow these clues to understand the true self of candidates through some clever designs.

In fact, there are "many" to examine.

For example, a group of interviewers interview a candidate, and some companies will specially arrange an interviewer who is late. At the same time, they will also ask the interviewer not to be sloppy. Of course, candidates don't know that this is an "actor".

So, in the face of late interviewers, how will candidates react? Will he be depressed because the interview was interrupted? Will he be tolerant of the latecomers and keep eye contact with him? Or will it automatically block the latecomers? Or treat the latecomers with a completely different attitude from other interviewers?

In addition, the interview case of Southwest Airlines is more well known. Southwest Airlines asked a candidate to give a live demonstration in front of a group of candidates. Southwest Airlines recruiters will carefully observe the performance of these candidates as bystanders: Have they listened carefully to the introduction of others? Did they give the host proper encouragement? Wait a minute.

In this way, enterprises will know what attitude or behavior they will treat other employees and customers from the responses of candidates.

Recently, a candidate for a management position missed a job opportunity because of his bad attitude towards the front desk of the recruitment company. When he arrived at the interview site to register at the front desk, the receptionist was answering a phone call, and she motioned the candidate to find a seat. The candidate glared at the receptionist and loudly told her to hang up and listen to him.

I'm afraid it's hard to imagine that this is actually an interview with candidates, but nearly15 of the candidates failed to pass this pass.

Ann Rhodes is a senior human resources consultant, who has worked as a recruitment consultant for JetBlue, Southwest Airlines, Shuangshu Hotel and other large enterprises. She said: Although many behaviors of candidates are difficult to observe, it is equally distressing that few companies are willing to include the opinions of front desk receptionists in the evaluation of candidates like Southwest Airlines.

Behavior exposes "cultural differences"

Anloz believes that if enterprises are willing to spend time observing the performance of candidates outside the formal interview, it will bring unexpected gains to enterprises.

For example, did the candidate take the initiative to talk to other candidates while waiting for the interview outside? Do they prefer to use the word "I" or "we" in conversation? Regardless of each other's title, status and performance, can they treat everyone equally and happily?

Great Ring Road Company is a travel agency located in Boston, providing international travel and adventure activities for Americans over 50 years old. Based on the characteristics of the industry, during the interview, Dahuan Company will arrange all candidates to have a group interview at the same time to observe their interaction with other candidates and HR.

The company will observe some behavioral characteristics of candidates, such as: Do they keep smiling? Do you only smile at the personnel director? How do they treat their companions? Or just trying to impress the supervisor in order to get the position?

Most importantly, HR should have enough insight and observation to judge whether the candidate is consistent with the corporate culture. Dahuan Road Company attaches great importance to the construction of corporate culture, and the company's requirements for employees are: matching with corporate culture first, professional skills second.

The big loop will set up assessment items from the first link of the interview. These evaluations are so cleverly set that candidates don't even notice that they are part of the interview. First of all, when the candidates report to the front desk, the receptionist will take all the candidates to the lobby to wait for the interview. At this time, a short film of the annual meeting of the management center will be played on the TV screen in the lobby.

This will not only allow candidates to get in touch with the corporate culture of the company from the beginning, but also allow HR to clearly observe everyone's reaction when watching the short film, so as to help judge whether they can integrate into the corporate culture.

Behavior details express values

I believe that most HR managers believe that it is very important to examine whether candidates conform to corporate culture and values in recruitment management, but the biggest challenge is how to judge the values of candidates.

For example, some enterprises will call candidates at night, when they are more relaxed, hoping to observe their behavior patterns when they are relaxed.

Sometimes, in order to understand the performance of candidates in informal situations, the hiring manager will arrange the interview as a working meal. On this occasion, even a small matter can reflect a big problem. At this time, the hiring manager mainly observes whether the candidate has good table manners, or whether the candidate can correctly grasp the opportunity of pushing a cup for a change.

Behavior pattern interview can help enterprises find some information about the candidate's value orientation. If the interviewer asks more detailed questions and the candidate is more confident, then the information conveyed by the candidate is often not so true, because it often means that the candidate is prepared for the question, and few people can answer questions about values without thinking. Experts also stressed that if a candidate always tells something repeatedly, then the candidate is probably making up a story.

Experts advocate one-on-one interview mode. Three people face one person, and the same answer made by the same person at the same time may get completely different evaluations, which may easily lead to inconsistent internal interview results.

Expert advice: you must arrange an interviewer of the same age as the applicant during the interview. Because communication between peers is always easy, the age gap sometimes causes communication obstacles. People of the same age often have clearer requirements for future work partners, and can judge what kind of colleagues they want to work with from two aspects: value trend and ability.

In addition, customers can also be good interviewers.

Southwest Airlines will hire its loyal passengers as interviewers when interviewing flight attendants. Some hospitals also invite patients to attend interviews.

It's best to start at the front desk.

But these special interview skills have not been really widely used. Of course, some people think that these skills may not be attractive sometimes, but may cause resistance of candidates.

They believe that those strange interview methods that can't truly reflect the working environment of enterprises may make enterprises mistakenly eliminate some candidates whose abilities, cultures and behavior patterns meet the needs of enterprises.

However, I have to admit that the information about candidates obtained through this special interview technique is difficult to capture through ordinary interview procedures. Another fact is that its accuracy is also difficult to grasp.

However, experts from Time Guanghua suggest that those HR people who are interested in making relevant attempts should start with the introduction of the receptionist evaluation system.

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