How do enterprises interview candidates and examine their abilities?

Many enterprises spend a lot of time designing problems to determine the potential employees they want to hire. Some interview questions given by enterprises may be easier to answer, but some will make people feel embarrassed; Some people may have only one answer, but others may have different answers. Due to different recruitment requirements, enterprises will focus on the questions raised in the interview, but there are also some questions that enterprises usually mention. Let's take a look at how the company interviews employees. Generally speaking, in order to get closer to the candidates, enterprises will start with self-introduction, family situation, hobbies and other aspects. But when many companies ask this question, they usually don't just want to narrow the distance, but have already examined the candidates. When listening to the applicant's self-introduction, the enterprise should mainly examine whether the applicant's statement is consistent with the submitted resume. When talking about family, enterprises should mainly care about whether the applicant's family has a harmonious atmosphere, the support of family members to the applicant's work, and whether the applicant has a sense of responsibility to the family, so as to infer whether the applicant will get family support after employment and the applicant's sense of responsibility and loyalty to the enterprise. Enterprises can also see the personality characteristics of candidates from their hobbies. If the employees to be hired by enterprises are directly facing the market and customers, then they should tend to hire candidates who have outdoor hobbies, rather than those who like reading and surfing the Internet. Many enterprises will try their best to design some questions to judge the value trend of candidates. For example, know who the applicant admires most. Enterprises generally don't like candidates to answer that they admire themselves the most, because it doesn't help enterprises to judge their values. Enterprises will also have some trade-offs to test the value trend of candidates. For example, a multinational company asks a candidate such a question: "You are sitting on a boat, carrying a baggage, which contains power, health, money and honesty. At this moment, a strong wind suddenly blew. In order to ensure your safety, you must throw away one of them. How would you choose at this time? " There may be more than one answer to such a question, but different answers will reflect different value orientations. Some people choose to throw away money because they think that they can get it again in the future with their own efforts; Some people choose to throw away honesty, because he thinks that with power and money, honesty can't bring them anything, and throwing away honesty is a modern rebellious spirit. Enterprises should also examine the coping ability of candidates through such questions, so enterprises should listen carefully to the reasons of candidates. Some enterprises will consciously set up some small obstacles in the interview to test the value orientation of candidates. For example, an enterprise inadvertently threw a broom or spilled some water on the interview table on the way into the interview room to observe whether the candidate will take the initiative to clean up, and then judge his possible work initiative. Enterprises will also ask candidates some embarrassing questions, including "talking about shortcomings", "talking about failure experiences" and "how can you be competent for the job without experience". The main purpose of an enterprise is to judge a person's integrity according to this. Many enterprises are afraid that candidates will consciously describe advantages as disadvantages, or what looks like disadvantages but looks like advantages from work as disadvantages, because enterprises think that people who say so are hypocritical. Many enterprises also don't like candidates who don't know much about their own enterprises to pretend to know a lot, or candidates pretend to have experience when they obviously have no actual work experience. Some enterprises appreciate the answers of recent graduates: as a graduate, I may lack work experience, so I have been trying various part-time jobs and social activities during my school days; Because I have a sense of responsibility, adaptability and learning ability, and I have been working hard, I will be able to apply what I learned in school and my part-time work experience to the position I applied for. Another sensitive question that companies may greet candidates is about salary, including "What is your current salary", "What salary do you expect if you work in our company" and "Will you consider unpaid work? Under what circumstances will you consider ","Your value is geometric "and so on. In most cases, candidates will defensively avoid answering these questions directly, and enterprises will not get specific answers. Therefore, there is no need for enterprises to ask such questions when they first try. In today's increasingly fierce competition, more and more enterprises pay attention to the ability of candidates in the interview, so the ability test in the interview also occupies a certain weight. Some enterprises test candidates' ability through case analysis or asking candidates to list cases in interviews. For example, an enterprise requires the applicant to come up with a creative plan on the spot, organize a basketball match with his brother's class, or ask the applicant "What would you do if you need to learn a new computer language", or directly ask the applicant to answer how to redesign the ATM machine. In order to recruit employees with strong innovation ability and quick thinking, some high-tech enterprises or it enterprises often conduct reasoning tests on candidates during interviews. For example, the reasoning given by a software company is like this: it takes an hour to burn an uneven rope. How to judge it in half an hour? Even some enterprises will give some problems that need a lot of calculation. Gu naikang