The middle and senior talents of an enterprise are the core of the resources and the core, which, to a great extent, is related to the present development situation and future development prospects of the enterprise. There are two main sources of middle and senior talents, one is internal training of enterprises, and the other is external recruitment. Generally speaking, it takes a long period to train middle and senior talents internally, and the result of training may not reach the expected goal of the enterprise. Therefore, external recruitment has become a more important and regular channel for the source of middle and senior talents.

middle-and senior-level talents are related to the long-term plan of enterprise development, which is different from ordinary posts. Their overall quality has a far-reaching impact on a team or the whole enterprise. Therefore, the recruitment and selection of middle-and senior-level talents also plays a vital role and has become a very important research topic in the field of enterprise human resource management. The skills of the key links in the recruitment and selection of senior and middle-level talents are analyzed as follows

How to control the interview process of high-performance talents

1. Behavioral interview method (BEI)

There have been many introductions about behavioral interview method, but few of them can be skillfully applied in the interview, mainly because of insufficient preparation and lack of professional training.

Behavioral interview is a practical interview technique for middle and senior talents, based on the assumption that past experience can predict future performance. However, how to effectively explore the past experience is often an urgent problem for HR people who are in charge of recruitment. Many interviews are spent in a random and aimless way, and the decision-making of interviews depends more on personal feelings.

The behavioral interview method must be trained and practiced repeatedly before it is used, and it is not possible to carry out this professional work just by concept. In practice, questions related to behavior can refer to the following questions:

(1) Please give an example when you ...;

(2) Please tell me a specific example of your ...;

(3) Have you ever had the experience of ... Please tell me about such an experience.

For each of the above questions, candidates are required to answer with examples of words and deeds, and the answers must include information such as background, actions and results of actions. In order to get the target position, candidates often exaggerate their own good aspects and try their best to cover up their own shortcomings. The most effective way to identify false answers is to ask questions according to different aspects of STAR, use the method of peeling onions and insist on asking questions step by step, so as to identify the authenticity of candidates' answers.

2. Show respect throughout the process

Truly capable and talented candidates generally have a strong sense of personality and self-protection. If you want to get the real information you need in the interview, you must let them relax as much as possible, be willing to talk more and tell the truth, and fully respect the candidates is the first criterion that HR responsible for recruitment should have.

In fact, from the time a candidate receives an interview invitation to the time he walks into an interview place, he is constantly sensing the environment and looking at any information of the enterprise with a vigilant attitude. Therefore, if you can't rush into the interview before letting the candidates put down their ideological burdens, the real information you get will be very limited, which will not have any significance for the correct employment decision.

From the interview notice to the interview reception and waiting arrangement, the interview process and the follow-up after the interview should fully reflect the respect of the enterprise for the candidates. However, interviewers in many enterprises have a strong psychological advantage inexplicably, and often mistakenly think that candidates are coming to apply for jobs, and they are treated unfairly from the beginning, and this mentality is often unconsciously revealed in behavior, which is easy to bring nervousness to candidates and affect the interview effect. Even if the interviewer is well prepared and has professional interview skills, when the candidate is nervous, it will lead to the inability of both parties to communicate peacefully, which is not conducive to making interview decisions.