Share workplace life, workplace strategy, programmer entrepreneurial resources, and provide high-quality content for first-line developers
When we apply for a job at the company, the interviewer will ask us some prepared interview questions, such as:
"Please introduce yourself briefly?"
"What are you best at?"
"How do you solve the problems you usually encounter?"
"Compared with other applicants, what are your advantages?"
"That's it for this interview. Do you have anything to ask?"
And other questions like this. Then the interviewer uses the applicant's answer to comprehensively judge whether to hire the applicant.
But sometimes after recruiting people, it is discovered that some people feel that their personal abilities are not bad during the interview, and their actual work abilities are quite different from the expected expectations. Why?
Is it because the interviewer is unqualified, or is it that such questions are too routine? Or is the candidate good at hiding?
These situations are possible, but not the main reason, because the information obtained by this interview method is not true enough. What does that mean? Let's take a look at a survey conducted by Sony Corporation of Japan.
Japan’s Sony (SONY) once conducted such a survey to investigate whether a certain audio system of the company is black or yellow which is more popular among consumers. The survey results show that most consumers prefer yellow and think yellow is more attractive.
Sony also prepared a speaker for each interviewee. As a thank you, the speaker was placed at the door, and the interviewee could take one directly when they left.
As a result, most people picked up black speakers, including those interviewed who said yellow looks good.
Why is there a discrepancy between words and deeds?
Could it be that some of these interviewees lied. Actually not. When we speak, especially in some serious occasions, when the other party asks us questions in a serious manner, most of our replies are processed logically and acted? It's usually based on feeling, which is more real.
The job interview is like this user survey. In order to answer the interviewer’s question, the applicant will process his own answer logically in order to satisfy the interviewer. But is this answer really what the interviewer wants?
I don’t think so.
As a programmer, some applicants are very eloquent and talk eloquently in communication, but have average technical skills; while some applicants have a solid technical foundation, but have average communication skills, even a little stage fright, and few answer questions. But you can get ideas. If you were an interviewer, how would you choose?
So, as an interviewer, not only to listen to the candidates how to say, but also to pay attention to him is how to do it.
Isn’t an interview a face-to-face communication between the two parties? How can you see what the candidate does? doing what?
1. Look at the actual experience of job applicants
Language can be modified, but experience cannot be tampered with. What he has done in the past, what problems he has encountered, and how he solved it all reflect his current level from the side.
For example: Some candidates write resumes like this, "familiar with multithreaded programming", so that we can roughly know that the candidate is familiar with multithreaded programming, but is his resume writing true?
To distinguish between true and false, further verification is required. How to verify?
detail.
For example: In what situations do you need to use multithreaded programming? What problems have you encountered while using multithreaded programming that impressed you the most? How did you solve it later? Or on-site inspection of relevant knowledge points about multithreading, "What is the difference between a mutex and a spin lock?"
If the candidate's resume is written casually, he will say very general about the details, while those who have really experienced it will describe the scene very concretely, even specific to a certain kind of method. Come out, just like a movie replay.
2, whether to hire do not have to rely on feel
In addition to the interview method, it is also necessary to formulate the criteria for passing. Whether to hire is not based on feelings. The evaluation criteria and the results of the interview must be quantified. Each company has different circumstances and different specific needs for talents.
Only the survey elements designed according to the characteristics of the company are the most suitable. Because the interview needs to focus not only on the issue of talent procurement, but also according to the characteristics of the organization.
For programmers, some think that attitude is very important, and that attitude is not good, and good technology is bad for management.
Some people think that the attitude is not important for technology, as long as it can solve the problem.
These judgments all depend on what kind of talent the company needs to recruit. Of course, this is also related to the company's managers. Some managers like to recruit some obedient people, so they can be controlled. Some managers are very capable and can handle all kinds of talents. It does not matter if you are not obedient. Just do your job well, and don't blame me if you don't do it well. Trouble you.
Of course, it would be best if you can recruit talents with good technical level and obedient.
The above is just a personal opinion, I don't know what you think about it, welcome to communicate!
Author: Hong Shengpeng
Technical exchanges, media cooperation, brand promotion, welcome to add my private WeChat: hsp-88ios
Recommended in the past
Team management, goal management and team cohesion are important
For more surprises, please long press the QR code to identify and follow