Although there is no gold, nine, silver and ten, the company's test HC (headcount, referring to the number of employees expected to be recruited by the company's HR) is still not completely locked, and it is also helping to interview some people intermittently. This article uses my own experience to talk about those things during the interview and test process from the perspective of the interviewer.
01
Before the start of the interview, the author will ask the employing team to learn more about the recruitment requirements and what kind of person needs to be recruited. Is it an intermediate post or a senior post? More business or technical? Are certain management skills required? Only by understanding the needs can we design targeted questions during the interview process. In many cases, the failure of the interview result is not because the candidate's ability is not good, but it is just not well matched.
At the same time, a preliminary reading of the candidate's resume will be made to understand the work experience and related abilities, and some questions will be marked on the key experience as the key objects of investigation during the interview. At this time, a clear resume will be particularly important. If your resume is not logically qualified, it will basically be discarded directly.
02
In the specific interview process, there is actually no special routine. Basically, random questions will be combined with the candidates' answers, and questions prepared by themselves will be introduced at the appropriate time. In this process, there will be the following basic principles.
Start with self-introduction : As the beginning of the interview, a simple self-introduction can properly ease the atmosphere. After all, this is the content that candidates are most familiar with, and as an interviewer, they expect to obtain some information that is not on the resume. In this case, as a candidate, you should not simply memorize your resume, you can make some targeted introductions based on the content of your latest job and your own experience, and the duration should not exceed 3 minutes. Sometimes there are unexpected gains. (You can make some simple distinctions in different interview stages, such as paying more attention to technical skills on the one hand, and showing some of your own thinking and ideas on the other, etc.)
Pay attention to the other party's description : listen to the candidate's description, ask questions based on the resume, and focus on business and practice. For example, let the candidate describe the specific business scenario? What is the general business process, and what did I do in the process to better understand the business. Do you have a certain understanding of the technical realization of the business?
Combined with job requirements, do a more in-depth understanding of testing technology , such as testing schemes, testing strategy-related issues. In this process, the focus is on what the candidate has done, not what the team has done. This is particularly important, and we must pay attention to distinguishing between individual ability and team ability. For example, when it comes to interface testing, they will pay attention to what tools the candidates use, how deep they understand the principles of the tools, and how well they understand interface testing. Instead of just focusing on whether he has done interface testing.
Coexistence of technology and ideas : Simply put, it is enough to check the technical details in the areas where the other party has accumulated more, and look at the ideas in areas with relatively less experience. There is no need to go into details on any point. Everyone always forgets when they have done it. As long as the idea is roughly correct, many technical details can be obtained through Google. Whether it is management or testing architecture, the other party always has a field that they are good at. You can choose one or two to see if you know the technical details, and other relative checks to see if the thinking is correct. Don't keep asking concepts, such as "Let's talk about pointers, how do you understand pointers?", "What are the specific design methods of test cases, can you tell me?", "How is JVM implemented?", unless you It is necessary for a company to have exact positioning requirements when recruiting this person, otherwise I personally feel that it is not necessary at all. In many cases, the interviewer may not necessarily remember the many details of the content he has done, but it does not mean that he will not or cannot implement it. Recruiting is to solve problems, not to show off how powerful he or his company is.
Do not create questions : During the interview process, ask corresponding questions around the project information and job responsibilities given by the candidate, and do not create questions yourself. For example: the candidate has no management experience, but asks some management questions; or the candidate has not practiced performance testing, but asks some details of technical implementation. This is very unnecessary and does not reflect your professionalism.
Manage your emotions : During the interview process, you will encounter various questions, such as the candidate does not answer, or the answer is not in line with your expectations, or even you obviously feel that the other party is lying and so on. Manage your emotions well, don't let yourself get too excited, let alone sarcasm or sarcasm. During the interview process, both parties are communicating on an equal footing, and no one is better than the other. During the interview process, the interviewer represents the image of the company, which is a two-way interview process.
03
During the entire interview process, the time is controlled at about 30-40 minutes, unless the chat is particularly good. At the end of the interview, express your gratitude, after all, both parties have put in time and effort. At the same time, pay special attention not to make promises too early, such as "welcome you to join", "we are very compatible and look forward to your joining", etc., because there are still many uncontrollable factors in the follow-up. There are also some questions about company benefits, salary system, etc. Don't give answers lightly to avoid gaps in the later stage. Such questions can be dealt with by professional HR later.
Finally, regarding whether to hire or not, it is the result of a comprehensive consideration. Not being hired does not mean that the candidate is not good. It may be a job mismatch (for example, the team only needs a mid-level post, but the candidate’s performance exceeds expectations) or it may be Other candidates have been identified (the ones who passed the interview first) and so on.
I hope the above can bring some help to the students who are looking for a job. At the same time, I also hope that the interviewers can reflect their professionalism and bring a satisfactory dialogue process to both parties.
Practical case
Optical theory is useless, you have to learn to follow along, and you have to do it yourself, so that you can apply what you have learned to practice. At this time, you can learn from some actual combat cases.
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