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By William Xu

行为化面试技巧

September 2019

对于 HR 招聘人员来说,如何在短短 30-60 分钟的面试时间里,准确找出“对”的候选人,是达成 键之一。有没有好的方法来提升这方面的成功率呢?在此,我推荐使用目标选才法。

这套方法于 1977 年由著名人力资源咨询公司 DDI 开发并推出,30 多年来得到了全球范围的验证, 时至今日,它被绝大多数公司的 HR 人员所采用。

目标选才法的原理是:在类似的场景下,一个人过往的行为表现是其未来行为表现的最佳预测判断依据。

了解了它的原理之后,小伙伴还需要不断练习,才能在面试中运用自如。为了帮助大家缩短理论转化为实践的过程,我制作了一套面试问题库,有了这套问题库,将大大简化您在日常工作中的应用。
随着经验的积累,你可在此基础上不断改良,以使问题更贴近您所在公司的真实场景。 面试通常分为初次筛选(以电话面试为主)和现场面试。在初次筛选阶段,HR 或业务部门会关注招聘的硬性条件,即若是这些方面不符合,则可快速决定候选人是否出局。

一旦候选人通过了初次筛选,则进入邀约现场面试。这时候,通常 HR 和业务部门等可有更 充足的时间来对候选人进行深入了解。

本部门/岗位所需要的专业知识和技能


你在本职工作领域中,最擅长的是什么?你有什么诀窍 吗?





* 充分理解“交差”和“交付”之间的区别。

* 克服困难,达成结果

* 思路清晰,知道轻重缓急

* 合理授权,辅导

对于克服困难,达成结果这方面,你的同事会怎样评价你?你能否举例来证明他们的这个评价?

有没有遇到即便你和团队都加班加点,也很难按时交付的情形?请描述下当时的情况,以及你是如何应对的?最终结果如何?

对于一个项目,你已经明确要做哪些事,但是你一个人完成不了,这种情况你有碰到过吗?请说说当时是什么情况,你是怎么做的。

* 理解文化差异

* 克服困难,达成结果

* 包容,能和不同背景和不同风格的人打交道

工作中是否需要和不同类型的人一起工作?你碰到过哪些?你是如何与他们共事的?

有没有碰到和你的上级意见非常不同的情景?请说说当时的分歧在哪里?你是如何做的?

* 拥抱新事物,新想法

* 快速学习,快速适应

在过去的两年里,你在工作方面(或是给组织)带来的最大变化有哪些?

请说说你最近一年有没有向公司提出一些新的想法和建议?有哪些?

* 基于有限的信息,结合专业知识和经验,做出最合理的决策

* 管理并承担合理的风险




你要在公司尝试一个新事物(或做法、流程等),但是结果无法预料。你有这方面的经历吗?说说你当时是怎么做的?如果一切可以重来,你会在哪些方面做出改变?

你一般如何分析项目中的风险点?你比较常用哪几种方法或工具?




* 团队精神

* 建立并维护基于信任的工作关系



你被别人误解过吗?你怎么应对的?

请谈谈你刚加入上一家公司时,你在和同事建立关系方面都做了哪些?

请举例说说当你需要和你的同事/上级/下级修复关系的情形。

在你过往的经历中,有没有遇到过团队内信任程度很低的情形?你是如何做的?

题库里的问题只是第一轮的问题,要更精确地评估候选人,您还需要在某个您 感兴趣的话题上,追问下去,也就是所谓“深挖”,一个人的能力,性格,态度等往往在他/她做事的细节中展露无遗。

那么如何才能问出好的“深挖”问题呢?这里有一个易用的 STAR 模型。面试官只需关注候选人在回答提问时,有包含 STAR 的四个方面,若有遗漏,即可以以此来进行追问。如此一来“挖深”对你将不再困难。