Although HR managers know how to choose good candidates, hiring managers usually need to have a subtle insight and understand precisely what skills and qualities are required by candidates to adapt to daily special tasks. Such insight is very useful in helping recruiters to analyze the details of job descriptions. Careful training of managers is more beneficial to the recruitment process, which can better assess the suitability of applicants and jobs.

Unfortunately, "few companies train their managers to communicate with H R to ensure the best employment process," said Scott Erker, vice president of DDI. "Hiring managers need to know how to clearly say the quality of the candidates and use the special language. If you say you need 'good'. Leadership skills "I need to know if your definition is consistent with mine." Moreover, Scott Erker adds, "we must ask the hiring manager to give feedback. Why don't they like the candidates you elect? Why do they like the new employees after 90 days? Train the hiring manager to make them clear about their demands.

To ensure regular employment, hiring managers and recruiters must work together to develop some working abilities. The "service level agreement" approach, which outlines the roles of both parties in the employment process. responsibility And make a unified timetable for both sides. Tomasula believes that the agreement which the two sides must agree to should include some clauses, such as: the hiring manager will interview candidates in 5 days and decide on the second day. Recruiter Wait.

In behavioral interviews, a method recommended by experts is that the interviewer asks questions about the performance of a candidate's past experience, such as team work.

"Exclude the conjecture class. Ask people about what they have done, not what they want to do, "Ford said. "Interviewers often waste time asking questions like this, such as" what do you think of the past 5 years? "Such questions are of no use to accurately assess whether an individual is suitable for a particular job.

"Remember that candidates organize their memories with experience rather than ability," Kennedy said. He recommends that the interviewer explore his ability based on the candidate's experience. For example, "ask," when you work in XYZ company, how do you deal with all the details? "You can choose an example from the candidate's resume, then follow up their narration and then ask a series of related questions.

A good interviewer can ask a series of questions and know clearly what the applicant is doing, so it is very difficult to deceive a good behavior interviewer.