How to open the other party's chatterbox in audit communication

How to open the other party's chatterbox in audit communication is introduced as follows:

First, create a relaxed conversation atmosphere.

Auditing and being audited are opposites, so people who are questioned often have some resistance, or are unwilling to show real information to auditors for various reasons. A relaxed conversation environment can reduce the ideological pressure of the questioned person, dilute the resistance of the questioned person and reduce the consciousness of the questioned person.

In the actual audit business, we often make the conversation environment easier through the following aspects:

1, start with a light topic and slowly introduce the topic.

Generally, we can start by talking about the life, family and other unimportant things of the questioned person, let him relax, and then slowly lead to the real audit questions. However, specific questions need to be designed according to different people, and they need to be changed in time in the actual chat process in order to smoothly introduce substantive questions.

For example, when I do an audit inquiry, I always talk about the hometown and family of the interviewee. It is a very good choice to talk about other children after having children, and then I will talk about work from home. After entering the topic of work, I can easily enter the topic we want.

2. Try to arrange the inquiry in a stress-free environment.

Environmental stress can also lead to mental stress or strengthen the defense of the questioned. So when you speak, you should choose a stress-free environment, and you'd better find some ways to let him relax completely.

If the person being questioned smokes, he can choose to smoke one. It is very good to chat while smoking. Although I don't smoke, I usually bring cigarettes. Think about it, how comfortable and relaxing it is for a person to smoke for a while when he is busy. Many people will have more feelings to talk about at this time.

3. Try to establish an emotional relationship with the person being questioned, even on the surface.

Emotionally reaching * * * with the questioned person can not only help him find the feeling of talking, but also guide him to analyze deeper problems and achieve unexpected results.

Second, the skills that need to be paid attention to when asking questions

1, the problem should be specific and clear to avoid being asked to handle it at will.

The questions raised by auditors should be systematic and specific to details, rather than general and vague questions. Because any management defect comes from the details, if it can't be specific to the details, the answers given by the interviewee will be very general, and many questions will be covered up, which hinders the auditors from making reasonable and effective analysis and judgment on the audited matters.

For example, the replacement of spare parts, auditors generally need to know the catalogue of trade-in (that is, which spare parts need to be replaced? ), trade-in procedures (specifically, trade-in operation sequence, operator, signature record and controller), trade-in data (what reports will be formed? ), the warehouse returned old spare parts processing (who will deal with it? Processed programs, processed reports).

These questions are put forward one after another, and the data mentioned by the interviewees are used for verification, so they have a more comprehensive and in-depth understanding of the whole thing.

2. When asking questions, try to ask some leading questions instead of just answering "yes" or "no" judgment questions.

When asking questions, use "Please talk about …" and "Can you talk about it?" "What do you think?" What do you think ...? "Wait for questions, instead of always using" Is it …? " "..., right? ”。 Because simple judgmental questions can easily lead to unsmooth conversation, awkward atmosphere, aggravate the nervousness of the interviewee, and are not conducive to the cross-examination of auditors and to obtaining comprehensive information.

For example, when we understand the inquiry of the purchasing staff, we ask, "Do you have an inquiry?" Answer "yes", that's not good. Keep asking. We can say, "Can you talk about your inquiry procedure?" In this way, we can understand the whole process of the query in the query program he described, and we can add the questions we need to know at each control point. For example, when obtaining quotations, we can ask "How many quotations do we need to obtain?"

"Must the quotation be in writing?" "Do you need the seal of the quotation unit?" And so on, so as to understand the present situation and problems of the inquiry process more comprehensively and deeply.

3. When asking questions, you can appropriately supplement the questions you already know.

Questions with known answers are often added according to actual needs, because questions with known answers are generally used to test the honesty of the interviewee or to understand the professional knowledge, knowledge, technology or management ability of the interviewee. In addition, in special projects, questions with known answers can be used to shock the people being asked.

When asking these questions with known answers, auditors should pay attention to the details of the interviewee, including the expression, eyes or subtle body movements when answering, and analyze the questions from these details. For example, when he answers, his eyes dare not look at you, and his face is slightly embarrassed or nervous, which can be confirmed by his answer.

4, the problem should be easy to understand, not too professional or blunt.

Auditors should ask questions in common language according to the specific situation of the respondents, so as to avoid being too professional or blunt, because asking questions may lead to misunderstanding or make the respondents uncomfortable, thus compromising the inquiry effect.