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You are so arrogant, but lost in an interview.

From: 本站 Author: admin Posted: 2018-08-25 10:40:53 View: 42
Many people's career disappointments are due to insufficient preparation for the interview. You must have encountered or seen this situation: the same company, the same position, similar background, two people with similar abilities, have jumped to another company.

Ability ≠ interview ability

Many people's career disappointments are due to insufficient preparation for the interview.

You must have encountered or seen this situation:

The same company, the same position, similar background, two people with similar capabilities, have jumped to another company.

One gets the position of director, manages the big team, the salary doubles, and the other only gives the manager, the salary is slightly increased.

I am also often asked: Why do I have a job with the same level of colleagues in Longhu, and I am giving it to the director, but only for my manager position?

I generally comfort them with the reasons that "the requirements of different leaders are different", "the timing of your joining the company is different", and "there is no vacancy for the director."

But in fact, the company's fixed salary for candidates is matched with the candidate's "ability", not given to you, often because the company thinks that your ability is not enough.

When judging talents, most companies use the “behavior interview method” to predict their future performance through the past behavior of the candidate.

However, there is a paradox here, is the ability of talents to “show the ability in the interview” and its “ability in real work”?

Some of them must be said to be better than others, but some people are strong but not good.

 

The interview of outstanding talents

I have met many people with very good resumes. Some of them are directly recommended to me to say that they have a strong work ability, but they have a flat performance in the interview. There is no bright spot.

For example, candidate A, in Vanke to achieve a city company business unit, will turn a difficult area into a profit, but the management actions discussed in the communication sounds very ordinary, after the questioning did not find people A bright case.

In order to lose talents well, I asked his peers about his actual performance and got a positive answer. Therefore, I recommended him to the executive interview. The process of chatting was also plain, no surprise, and finally decided to give up this person.

Later, he learned that he went to an unknown company to be a city general and managed two projects. In terms of his background and qualifications, this is not a good opportunity, and his career is likely to stop. this.

Another example is that person B is also in Vanke's business department for many years. It is very passionate and clear in thinking. However, due to regional market environment restrictions and performance results, the interview cases are only in the middle of the law. The height and breakthrough of business strategy.

Later, I heard that he also went to other companies to talk about, did not get a satisfactory opportunity, and finally internal transfer to manage the new business, doing the wind and water, the results are remarkable, it can be seen that this person is really very capable, but failed to get external appreciation.

 

The essence of the interview is "comparison"

 

Why are many powerful people who have repeatedly lost in external interviews? To a large extent, it was not fully prepared before the interview, so it did not show real ability.

In the previous case, I used the evaluations of “general” and “ordinary”, which sounded unprofessional. Even many headhunters would find it very confused after receiving similar feedback from the company, but I want to tell you that this is The nature of the interview.

Many people think that the interview is a "matching" process, but unfortunately, there is no best match, only a better match, under the same job conditions, companies will tend to use better talent.

Therefore, the essence of the interview is actually - "comparison": you must beat other potential competitors. Interviews are not easy to talk casually, but need to revisit past experience and systematic expression.

Taking the position of director of financial business risk control as an example, I will ask everyone: "Please talk about how you built the risk control system?"

Candidate A: "I have built a sound risk management system, graded authorization and training, and conducted strict audits of projects submitted by business personnel."

Person B: "I have built a sound risk management system. In order to prevent fraud after long-term cooperation between risk control and business personnel, I divided the risk control team into several groups, regularly changing the review objects and cross-compositing to improve safety. ."

Person C: "I have built a sound risk management system, hierarchical authorization, cross-audit, and combined with credit and third-party big data to establish a user risk portrait and anti-fraud model, and enhance the risk pre-control ability from the system level."

Even if you don't understand finance, after listening to these three answers, you can easily sort the level of candidate ability, but the potential problems behind it are worthy of our consideration.

For candidate A, he may have also done cross-audit and risk control models, but may have forgotten the active expression.

For candidate B, his management method may have met the business needs, and he may have hired him, but after seeing C, he will feel that B is doing the same.

For candidate C, he first summed up the regular movements, and then elaborated on the part that can show his professional depth, so that the interviewer saw his uniqueness.

Beyond the interviewer's expectations

Each interviewer has a talent pool in his mind. When he interviews a new person, he will subconsciously compare with those who have seen it.

Your answer to each question, what position in the answer he has heard, determines his comprehensive assessment of you.

Therefore, the core of the interview is:

How to occupy a favorable position in the interviewer's mind for a limited time?

According to the experience of thousands of people I have visited, the following three points are the issues that need to be paid attention to when interviewing more than 500,000 high-end positions:

1. Don't talk nonsense: For example, the director of the face engineering, many people will say that they must do a good job in project planning, manage the total subcontracting unit, strictly control the quality and progress, and pre-delivery risk investigation. These surface routines that everyone will say are nonsense.

What the interviewer wants to hear is an in-depth summary and reflection, such as quality management. What specific challenges have you encountered? What unique management actions have you taken? How do you ensure that management is effective and effective?

2, said that there are difficulties: For example, the director of marketing, some people just need to be reconciled, some people use small investment to obtain an excessive premium, some people say that the slow-moving dead disk is back to life. But it is clear that in a short interview time, difficult cases are more likely to impress the interviewer.

3. Exceeding its expectations: In the total time of the city, a candidate will marry the development pattern, future planning, political characteristics and competition of the city where he is located, and explain the matching business strategy to the city, government and opponents. The in-depth understanding is amazing, and this alone kills other candidates.

Therefore, for the candidates, it is necessary to re-examine their own experiences and abilities, and think about what is unique, far superior to others, leading in the industry, find competitive advantages beyond the interviewer's expectations, and seize career opportunities.

 

to sum up

Many people say that an interview is like a blind date, depending on the fate.

In fact, blind date and interviews also follow the "comparative" competition logic, and everyone needs to sort out and reinforce their own advantages.

Before the interview, you should at least review your experience through the following two questions:

1. What is my most outstanding achievement in each of my past professional experiences? At what time, based on what kind of background, what core management actions did I do and what effect did it achieve?

2. What are the biggest difficulties and challenges I have encountered in my current work experience? Where is the specific difficulty, how do I think about and overcome difficulties and meet the challenges?