Skills of interviewing subordinates

Skills of interviewing subordinates. As an enterprise manager, we often have to interview subordinates, and we need to pay attention to some tips during the interview process, which can make our conversation smoother. Share the skills and related contents of interviewing subordinates for everyone.

Skills of interviewing subordinates 1 First, communicate calmly and on an equal footing.

1, equality and integrity

Heart-to-heart talk is different from giving a report or attending a large class. It is an emotional exchange between two people, and it is intimate. If we want to be open-minded and relaxed, we need both sides to sit down equally and calmly, exchange our hearts for the truth, tell the truth, show our true feelings, promote emotional integration and enhance mutual understanding and friendship. Honesty, frankness, modesty and prudence, and respect for others are the good psychological qualities that a heart-to-heart person must have. Only by understanding each other can we reach the realm of mutual affinity and emotional blending.

2, straighten the position

The key to the effect of heart-to-heart talk lies in whether the position of heart-to-heart talk is correct. Always appear as a "wise man" and a leader. Being a good teacher, being paternalistic and not letting the other person talk will make the other person rebellious and it is difficult to communicate calmly. Only by holding an equal attitude and exchanging opinions heart to heart can we stimulate the other party to talk about ideas, tell the truth, communicate ideas and enhance feelings.

3. It is concrete.

Heart-to-heart talk is a kind of heart-to-heart talk activity, which is characterized by truthfulness and concreteness. If you talk about some irrelevant principles and truths on this occasion, don't touch your thoughts, and don't tell the truth, it will dilute the atmosphere of the conversation and establish psychological barriers between the two sides. In order to make the heart-to-heart conversation easy and fruitful, both sides should listen to others with an open mind and should not disturb each other's conversation at will; You shouldn't avoid reality and hide your true feelings; Don't be insincere, blow your own horn, preach unnecessarily and make people bored; Only in this way can both parties fall in love with it and sing with it.

Second, it varies from person to person and is targeted.

Because the age, occupation, cultural accomplishment, social experience, ideological consciousness and personality hobbies of subordinates are different. This requires that when talking to each other alone, it should be different from person to person, and a key should be used to open a lock instead of a model or a prescription. It is necessary to effectively enhance pertinence. In order to enhance the pertinence of heart-to-heart, we should consciously do the following:

1. Start with a familiar and relaxed topic.

Because of the different ideological basis, experience and hobbies of the interviewee, we should try our best to start with the topics that the other person is familiar with or interested in, start with the small things around us, and gradually extend to the depth and approach the heart-to-heart theme.

2, clear the purpose of heart-to-heart, highlight the focus of heart-to-heart.

Before each heart-to-heart talk, we should consider the purpose, focus and method of heart-to-heart talk in advance and make preparations for heart-to-heart talk. To solve the ideological problems of heart-to-heart people, we need to know the occurrence, development process and reasons of the problems in advance, as well as the difficulties to be solved, so as to have a clear idea and a clear goal.

3. Eliminate each other's psychological barriers in time.

Under normal circumstances, the psychological activities of the heart-to-heart talk object generally have several manifestations, such as guessing psychology, defense psychology, fear psychology, opposition psychology, joy psychology and so on. There may be several kinds of psychology when you speak. No matter what kind of psychological obstacle, it will affect the quality of heart-to-heart. Therefore, from the beginning, we should try our best to dispel each other's psychological obstacles and let them talk calmly, so as to make the heart-to-heart conversation fruitful.

4. Starting from reality, it varies from person to person.

Heart-to-heart talk should distinguish between different objects, put forward different levels of requirements, and prescribe the right medicine. It is necessary to analyze and distinguish different people, reason according to their differences, and fully mobilize their enthusiasm. For example, for those who have a heavy sense of inferiority and can't let go of their work, priority should be given to encouraging and affirming their advantages and strengths to help dispel their inferiority complex and enhance their confidence in doing a good job; Give encouragement, care and consideration to patients with depression and avoid face-to-face accusations; For people with strong self-esteem and face-saving, speak tactfully; If the other party is outspoken, the leader should be concise and direct, and it is best not to beat around the bush.

Third, the methods are flexible and diverse.

According to the object, purpose and environment of heart-to-heart, we adopt different ways of heart-to-heart. The correct method contributes to the success of heart to heart. Improper methods will affect the effect. There are mainly the following ways of speaking:

1, query type

The main purpose of inquiry is to understand the situation and find out the problem. In this kind of heart-to-heart conversation, we should learn the skills of "asking" and pay attention to eliminating the doubts of the other party in the process of asking. According to the situation of the other party, different ways of asking questions are adopted respectively. Some people or some questions can be asked directly, while others need to be asked diplomatically.

Step 2 criticize

Criticism is mainly aimed at the shortcomings and mistakes of the other party and puts forward criticism and education. Some people can criticize directly, while others need to inspire and guide self-criticism. No matter what form it takes, it is necessary to make clear the shortcomings and mistakes of the critics so that they can fully realize their harmfulness; At the same time, we should also affirm each other's strengths and achievements, and we should not cover up our achievements with shortcomings, but split them in two. This can not only achieve the goal of critical education, but also protect and mobilize enthusiasm.

Step 3 compliment style

It is relatively easy to praise others, but we should also pay attention to ways and means. Affirmation and praise should be appropriate, seek truth from facts, and encourage each other to continue their efforts. Praise should not be excessive, otherwise it will make the other person feel uncomfortable. While praising, we should also remind each other that we are not perfect and should continue to carry forward our achievements and improve our deficiencies.

4. Necessary

The urgent task is mainly to convey organizational decisions and put forward hope requirements. For example, when jobs change and positions rise and fall, leaders should have a separate heart-to-heart talk. Different changes and ups and downs have different language requirements. Especially for those who are not ideal in adjustment and can't figure it out ideologically, we should do ideological work carefully and let them accept organizational decisions happily. This kind of subordinate has a heavy ideological burden and great mental pressure. If they give more affirmation and spiritual comfort to their own advantages and achievements in the conversation, it will undoubtedly reduce the difficulty of the conversation. Of course, we can't avoid its weaknesses, shortcomings and mistakes. We should sincerely point out its shortcomings and shortcomings, and give criticism and help so that it can pay attention to correcting it in the future.

Fourth, convince people with emotion and convince people with reason.

1, move with emotion

Touching is an influence, that is, emotional people. In heart-to-heart, if the two sides have sincere feelings and mutual affinity, they can arouse their thoughts and feelings and promote the solution of problems. On the other hand, if there is a lack of true feelings, it will cause the other party's alert psychology, form psychological barriers invisibly, lengthen the emotional distance, and it is difficult to achieve the purpose of heart-to-heart. It can be said that emotional communication is the decisive factor to ensure the success of heart-to-heart talk.

2. convince people by reasoning

We should convince people with reason as well as with affection. We should convince and educate each other by putting facts, investigating the root causes, discussing the harm and reasoning. At present, some leaders unilaterally emphasize convincing people with emotion, ignoring convincing people with reason, rarely reason and educate people from the front, do not criticize the shortcomings and mistakes of their subordinates, and blindly accommodate them. As a result, small mistakes lead to big mistakes and hurt each other.

5. Persuasive and dedicated.

Whether you can take the initiative is the key to the success of the conversation. When talking with subordinates, leaders should be good at grasping the initiative of the conversation, fully arouse the enthusiasm of subordinates to express their opinions, and give timely encouragement and guidance to make the conversation go smoothly.

Be good at asking questions and enlightening, and make the conversation around the theme. This requires leaders to ask questions in time during the conversation so that the topic does not deviate from the established' center'; At the same time, it is necessary to be persuasive to the questions that are difficult for subordinates to answer at the moment, and to enlighten and guide them in time to avoid silence in the conversation.

Skills of interviewing subordinates II. program preparation

Make procedural preparations before the interview. The so-called program preparation is to understand the whole interview process and make a good interview layout. The whole interview process can be roughly divided into beginning, clarification, discussion and ending, referred to as OCDC rule.

First of all, the opening remarks should not be too purposeful. Go straight to the point as soon as you come up and give employees psychological buffer time. Simply exchange a few pleasantries on topics unrelated to the theme to ease the atmosphere and help employees calm down. Greeting is not the purpose, it is to pave the way for the future, so after greeting, we will enter the clarification link and tell the employees the purpose and process of the interview. Then enter the formal discussion session.

If it is a performance interview, the links include: confirming the performance target value and measurement standard, discussing the completion of various indicators and reasons, proposing improvement plans, and confirming the late tracking methods. Finally, it is a summary, summarizing the knowledge reached in the whole interview process, expressing confidence in employees, sorting out interview records, and asking employees to sign for confirmation. Finally, don't forget to thank the staff for their time and investment.

Skill preparation

The second is skill preparation. Knowing the whole interview process, managers also need to pay attention to accumulating and improving performance interview skills. In fact, there are many skills used in performance interviews, emphasizing two skills:

The first is the skill of positive feedback. The key words of positive feedback are: concrete. Everything is afraid of concreteness. Once asked to explain something in detail, many people will hesitate and even start looking around. Many times, managers are not ready for feedback, just telling stories, which will reduce the effect of feedback.

The second is negative feedback skills. Keywords of negative feedback: description without judgment. There is a mature model about negative feedback: the best rule. The best rule refers to the following steps when conducting a performance interview:

(1) describes the behavior (behavior). Tell him clearly what he did, use practical examples instead of simple generalizations, and describe his behavior in objective and clear words.

(2) express the consequences. Express your feelings or reactions to the situation directly, express them in a calm tone, and ask the other person's feelings or reactions.

(3) solicit opinions. Solicit employees' opinions or propose actions that should be continued or changed. Suggestions should be specific, aiming at individuals' behavior rather than their personality.

④ Focus on the future and end it in a positive way. Point out to him the positive role of behavior change and the benefits it brings to individuals.

The best rule, also known as the "brake" principle, means that after the manager points out the problem and describes the consequences of the problem, the manager should not interrupt the employee and "brake" in time when consulting the employee's ideas; Then, as a listener, listen to employees' ideas, let employees fully express their opinions, give full play to employees' enthusiasm, and encourage employees to seek solutions themselves; Finally, the manager can make comments and summaries.

The main requirements of negative feedback are: patience, concreteness, description of related behaviors (words and actions), description rather than judgment; And describe the consequences of this behavior, requiring: objectivity, accuracy, and no blame.

data preparation

The third is data preparation. The preparation of materials is relatively simple, mainly including the previous employee performance appraisal form, employee performance record, communication record in the process, employee summary, employee job description and so on. Before the performance interview, make sure that these materials are at your fingertips on the desktop. If you rummage on the spot, it will give employees a sense of inattention and affect the interview effect.

mental preparation

The fourth is psychological preparation. The so-called psychological preparation, that is, the interviewer should fully consider the personality characteristics of the interviewee, predict the possible situation in the interview process, and make psychological preparations for it. If psychological preparation is sufficient, the interview process will be more controllable. This requires the interviewer to do some psychological rehearsals before the interview, consider various situations and take countermeasures.

The ultimate goal of interview is to help employees improve their performance, and the value of managers is to help employees grow. If this is made clear, the interview will be more than half successful, and the rest will be technical. As long as you accumulate and improve with your heart, it is not difficult to direct the performance interview as a "play"!

Skills of interviewing subordinates 3 What types of heart-to-heart talks do leading cadres have with subordinates?

There are four types of heart-to-heart talks between leading cadres and subordinates, namely, talking about ideas, talking about work, talking about life and talking about heart.

1, talk about ideas. Understand the ideological status of the interviewees, promptly remind them of the problems with tendentiousness, guide them to strengthen their ideals and beliefs, and tighten the "master switch" of their thoughts.

2. talk about work. Communicate with the interviewees about the development of the work, praise and affirm the outstanding performance in the work, and help those who have contradictions with the landslide analyze the reasons, find the crux, and prescribe the right medicine to improve their work ability and team spirit. At the same time, solicit the opinions and suggestions of party member cadres to promote the smooth development of the work.

3. Talk about life. Understand and master the living conditions of cadres in party member, and exchange life feelings. Actively advise on the difficulties in life, help them solve difficulties, and let party member cadres feel the care and warmth of the organization.

4. talk about the problem. Organizers of heart-to-heart talks should focus on the problem of "four winds", find out the gap, dig deep into the root causes, especially in the aspect of honesty and self-discipline, and achieve the effect of "blushing and sweating" and "detoxification and treatment" through heart-to-heart talks.

Heart-to-heart talk should adhere to five principles:

The first is the principle of treating others equally. Many heart-to-heart talks are targeted, with opinions, misunderstandings and confusions. If our leading cadres are condescending and domineering, they will not only fail to achieve results, but even have rebellious mentality and bring new opposing emotions.

The second is the principle of treating others sincerely. Heart-to-heart communication is the exchange of thoughts and emotions. Sincerity is the key to open the heart lock. If you want others to open the heart door, you must open the heart door first.

The third is the principle of seeking truth from facts. Heart-to-heart conversation should be unbiased and preconceived. On the basis of facts, treat the interviewee with a peaceful mind and an objective and fair attitude, so that the interviewee can really convince him.

The fourth is to adhere to the principle of party spirit. Heart-to-heart conversation is not accommodating, flattering and telling the truth. We should aim at solving problems, stimulate the continuous improvement of ideological consciousness and realm, and produce the voice of thought.

The fifth is to be prepared for heart-to-heart. Some leading cadres are not prepared enough to talk with the masses, and regard the talk as simple and lack of pertinence, which greatly reduces the quality and effect of the talk. In fact, the timing of heart-to-heart, the determination of topics, the expression of intentions and the use of language should be carefully prepared.