1. Why the interview is very important?
Liu chiefs of the core management grouped into three elements: "take the class sub, set strategy, lead the teams" can be seen, take the team is the core of the core, it is no exaggeration to say that if we can find the right people, the determine success or failure of a business / team.
"Take the team," the first step is recruiting, recruiting a failure, the company will bring much loss?
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Damage brand image
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Missed talents
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Increased costs: hiring mistake is spending about salary for the position of 40% -60%
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Training new project suspension costs &
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Unexpected vacancies, resulting in high quality and efficient team tasks can not be reached
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Team morale drops
2. How do the interview?
The number of years interviewing the less there are thousands of people around it, but also to pay attention to some of the interview methodology, digital, data given quarter are as follows:
Also consistent traffic into the funnel:
So the ways we use to recruit operate, using various means to pull a new, retention, and ultimately enhance the LTV.
Before the interview
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Find resume
Through various channels, I had written a management Twentysomething tactic which has highlighted
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Reading Resume
Education, work experience, past performance, frequency hopping
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Interview Program
Prepare related interview questions, in particular the expertise, quality and ability, job motivation, to determine the order in question
Interview
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Interviews Opening: Opening thanks, introduce yourself
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Please introduce yourself candidates
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For more questions about the expertise, quality and ability, job motivation
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Exit Interview
Initiative to ask any questions of candidates, introduce the next schedule, the candidates once again thank the entire interview process control in about 30 minutes
Normally need to go through several rounds of interviews, focus questions to ask the interviewer different rounds is not the same, the direct leadership / co-worker interviews, the candidates focused on professional skills, communication skills. When interviewing department heads, focuses on the development of potential candidates, soft quality, rapid integration into the team ability. HR main concern is the motivation, cost, cultural adaptation and other soft quality. Key said the following about the interview process, how to ask questions.
Q. knowledge
Think carefully about what jobs need to understand the knowledge and skills? Thinking mark to distinguish between different levels of hierarchy? Ask questions and ask details.
Q1: Please briefly about jvm memory management mechanism?
Q2: Which project in the use of redis? Why it was needed? Which method used?
Q3：为什么选择这种方法？和其他方法的利弊是什么？分析过吗？
Q4：coding过程中是否遇到了问题？怎么解决的？
问工作习惯和方法
仔细思考你希望这个岗位人员用何种方式工作？问问题，并追问细节。
Q1：你接到一个新项目需求后你会怎么开展工作？请说说你的工作步骤？
Q2：你有什么比较好的工作方法可以和我分享吗？
Q3：你们团队测试的同事会给你怎样的反馈？你们团队是否有bug排名？你的名次？
Q4：你怎么管控你的代码质量呢？
Q5：你刚结束的那个项目中，还有什么方面是你觉得有遗憾没做好的吗？
问分析和解决问题的方法
思考你需要这个岗位解决哪些关键问题？看看他过往是怎么做的？问问题，并追问细节。
Q1：你遇到过最严重的bug是什么？当时的情况是怎样的？
Q2：你如何分析的？后来采取了什么措施？为什么采取这种措施？
Q3：最后结果怎么样？
Q4：后来这样的bug还发生过吗？
Q5：如果你现在接到一个需求：需要根据用户所在地的不同推送不同的新品，你会怎么做？你的步骤是什么？
Q6：你还需要哪些信息可以向我询问。
判断他和我们工作状态是否匹配
思考你这个岗位常常发生的情况？如：加班/需求的反复，设计相应问题提问
Q1：你先后经历的这几个公司最享受在哪家公司的工作？为什么？
Q2：你之前什么时候工作压力和强度最大？当时是怎样的情况？
Q3：你最不喜欢工作中出现哪些情况？
Q4：你之前遇到过产品需求反复变化的情况吗？你怎么看？
3. 总结
面试是平等、双向的选择，面试官尽量少说，让应聘者说70%，有针对性有逻辑性地提问，询问案例和具体细节，根据应聘者实际回答判断，客观介绍公司，适当吸引，面试后把信息传递给下一个面试官（优势、不足、疑惑）。
面试禁忌：与面试者吵起来，面试官说的多，想到哪儿问到哪儿，蜻蜓点水，流于表面，光环效应，以偏概全，先入为主，过度美化公司和工作情况，面试中直接表达强烈认可，不同面试官反复询问同样的问题。
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