面试官你不懂面试

    斯柯林斯认为，高效面试官会问一些“行为性的”问题。他们会这样说：“告诉我一个时间，给我举一个例子”，因为一个人对过去某种情况做出反应的方式，可能预示着他或她在未来遇到这种情况时的做法。

    所以，“别问‘你擅长谈判吗？’这样的问题。最好这样说：‘告诉我你经历过的一次谈判，以及谈判的经过。’得到一个真实的示例。探究细节。抓住自己需要知道的信息，”斯柯林斯说。法尔科恩同意她的观点。“对于一名求职者在我们公司内取得成功的可能性，我们需要有客观的诊断指标。”否则，面试官“只能挑选最会推销自己的人。”

    法尔科恩给出的有效面试问题示例如下：

    • 请为我介绍一下你在职业上取得的进展，同时介绍一下你现在每天都在做什么。

    • 是什么让你脱颖而出？

    • 你在选择下一任雇主时，会使用那种标准，包括你考虑的行业、公司准则和自己希望获得的职务与职位？

    法尔科恩建议，要问那些能够“反映一名求职者职业自省水平”的问题。“他们知道自己想要什么吗？他们能否以清楚的、令人信服的方式，描述自己的职业经历？”

    而在面试过程中，克莱曼建议，要真正倾听求职者的话。“只顾着自己说，而不去倾听求职者，不能了解到任何东西。”

    如果招聘并不是你的主要工作，别害怕请求帮助，斯柯林斯建议道。斯柯林斯正在教授与面试有关的讲习班和在线课程。她说：培训刚开始的时候，“我们发现管理者们都带着一点点情绪，”她说道。“‘我们不需要这个。我很清楚该如何进行面试。’而到最后，他们才意识到，自己对面试知之甚少，或者说非常生疏。”（财富中文网）

    译者：刘进龙/汪皓

    Effective interviewers ask "behavioral" questions, according to Skillings. They use phrases such as, "tell me about a time, give me an example," she says, because the way a person reacted to a past situation may be an indication of what he or she will do in the future.

    So, "instead of asking 'Are you a good negotiator?' it's better to say, 'Tell me about a negotiation and how it went.' Get a real example. Probe for details. Get to the heart of what you need to know," Skillings says.

    Falcone agrees. "We need objective diagnostic indicators of an individual's probability of succeeding within our organization." Otherwise, interviewers are "left picking from among people who may sell themselves better than others."

    Falcone's examples of effective interview questions:

    • Walk me through the progression in your career leading me up to what you do now on a day-to-day basis.

    • What makes you stand out among your peers?

    • What criteria are you using in selecting your next employer, including the industries you're considering, company criteria, and the roles and titles that you're pursuing?

    • If you were to accept a position with us today, how would you describe that to a prospective employer five years from now in terms of your career development and longer-term goals?

    Ask questions that "reveal a candidate's level of career introspection," Falcone says. "Do they know what they want? Can they articulate their career history in a clear and compelling manner?"

    During the interview, really listen to the candidate, Kleiman says. "You'll never learn anything while you're talking."

    If hiring people isn't your main job, don't be afraid to ask for help, recommends Skillings, who teaches workshops and online courses on conducting interviews. "We see a little bit of attitude from managers" at the beginning of training, she says. "`I don't need this, I know how the deal works.' By the end, they realize they didn't know things, or were rusty."