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For their successful, good life Information you really need: Government-funded publisher, awarded the Global Business Award as Publisher of the Year: Books, Magazine, eCourses, data-driven AI-Services. Print and online publications as well as the latest technology go hand in hand - with over 20 years of experience, partners like this Federal Ministry of Education, customers like Samsung, DELL, Telekom or universities. behind it Simone Janson, German Top 10 blogger, referenced in ARD, FAZ, ZEIT, WELT, Wikipedia.
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By Dirk Ohlmeier (More) • Last updated on October 17.02.2024, XNUMX • First published on 16.06.2014/XNUMX/XNUMX • So far 7227 readers, 3634 social media shares Likes & Reviews (5 / 5) • Read & write comments
There is a fundamental dilemma in job interviews. On the other hand, we recommend: Take a look Candidates not “just” as Candidate, but make them partners. In this way you avoid missing potential and increase the quality of job interviews for everyone involved.
Uta Rohrschneider wrote up Best of HR – Berufebilder.de® about how HR-Adviser im job interview Avoid rehearsed standard answers. HR Christoph Athanas practiced it Criticism in misleading the applicant – it is much more about winning applicants as partners. Plus some ideas. Christoph Athanas wrote in his differentiated commentary:
Such questions do not lead to you really finding out more about your candidates, but to them experiencing the interview situation as incomprehensible and then closing themselves off to what is supposedly socially desirable Behavior withdraw. Some of the above questions can only be used to loosen up and with good moderation. Otherwise, I urgently have to advise against it, because it is not related to requirements and is unprofessional. Interviewers should be partners, not subjects…
But how exactly do you win your applicants as a partner? That's not as easy as it sounds: job application training is not only taking place in schools today, but also at universities.
In the meantime, every applicant knows which answers to standard questions and which ones are less liked to hear. By doing so Companys ready-made and rehearsed answers, which usually says very little about the person.
It remains questionable whether this question and answer game is the right way? The added value of rehearsed job interviews that follow the formula F cannot be effective. It is said that the applicant market has changed and that the shortage of skilled workers means that companies are looking for qualified employees apply must.
But where are the business advisers? How do companies behave contemporaneously in job interviews? A simple and fundamental approach is to look at candidates not just as candidates, but as partners.
It is often forgotten that candidates slip into the applicants' role in the application process. This, however, is only a facet of the candidate and is not necessarily the same as the role of the employee, the colleague or the supervisor.
It doesn't matter how unusual the company's questions are or which ones Tricks are used when job interviews are conducted in such a way that candidates only find themselves in the applicant role, you will only get to know this one facet.
"qualifications and skills you can with one Employees develop and train. The Personality however, is given. That is why the decisive point for a long-term cooperation is that the company and the applicant are a good match on a personal level”, this quote comes from one of our clients.
And yet, many companies are engaged in job interviews as if they were testing machines for their abilities.
When we were recruiting an engineer, we had to see that the technical director did not look at the candidate in the face of an hour and a half of the interview, but rather tested it as a machine for their skills in comparison to other machines.
It was a questioning of the candidate on a purely chronological and technical level, without dialogue and without personality. You can guess. It was the candidate who subsequently Conversation decided against the company and the technical director as superiors. Certainly an extreme example, but how often does something similar happen in companies?
Create an atmosphere that does not need a bad joke or a standard icebreaker question. Give the candidate the feeling of being able to move freely.
The friendlier and more pleasant the atmosphere, the less the candidate will “just” see himself as an applicant feel. The less he feels "just" as an applicant, the better and more diverse they can get to know each other.
The positive However, the atmosphere does not depend solely on the premises. Rather, the candidate should feel welcome. Other factors also play an important role in this. Don't keep the candidate waiting too long. this leads to fast discomfort and insecurity and can do that Job Interview significantly disturb.
Even if this is not always the case in day-to-day business light is to be implemented, you should not start a job interview stressed or under time pressure. But most importantly, be prepared for the interview. You should know who the candidate is and what position they are applying for. Take your time when the conversation successfully should run.
This sentence applies not only in privacy, but also in job interviews. You as a company are not the only ones to judge whether the candidate suits you sympathisch is whether you consider him qualified and whether you can imagine working together. The candidate makes all of these assessments as well. It is up to you what information you make available to the candidate as a basis for their decision-making.
You should give the candidate the opportunity to get a detailed picture of you, the company and possible colleagues. Because the times when there were numerous applications are over. In addition, many candidates know their market value and, in addition to the general conditions, specify how salary, title and task place a high value on individual incentives.
How do you behave in stressful situations? What are your strengths and your weaknesses? How do you work in Team? We know all of these standard questions from job interviews. We also know that applicants are welcome to ask questions at the end of the interview. But why do so few department heads or HR managers introduce themselves to the candidate?
Candidates and their backgrounds are checked by company employees, who often introduce themselves by name and title, but do not provide any information about themselves as a person or their own background. If a candidate asks about it, you often see surprised faces. A situational reaction is always dependent on the behavior and reaction of the other person. Do not ask your applicants questions, but engage in a dialogue eye level.
Often, job interviews are conducted by department heads and personnel managers. Rarely, on the other hand, do the candidates work directly with them after recruitment. Use the opportunity of the interview to give the candidate the opportunity to get a first impression of their future colleagues.
Show this the possible future Office , introduce him to individual colleagues or even let one of the colleagues take part in the interview. This gives the candidate an honest picture of your company. One of our clients has found that even unhired candidates subconsciously act as ambassadors as they speak highly of the company and the recruitment process.
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Dirk Ohlmeier is headhunter, personnel consultant and managing director of Ethos Human Recruitment GmbH. After studying business administration and completing an executive trainee program at Bertelsmann AG, he worked as a consultant and headhunter in both Germany and London for nine years In his role as a consultant at HBQ Partners in London, he looked after board members, shareholders and corporate investors. He then worked in Germany as a personnel consultant EMEA for companies in the real estate industry for Cobalt Consulting Ltd. responsible. By changing as a partner to Personnel Consulting Pentagon AG, he specialized in advising medium-sized and family-run companies across Europe. In 2013 he founded his own company, Ethos Human Recruitment GmbH. In addition, he works as a speaker on topics relating to human resources. More information at www.ethos-hr.de All texts by Dirk Ohlmeier.
Hello in the round,
I must agree with Christoph's objections to the questions referred to in the previous paper. Some of them do not go. As a candidate, I would be completely taken on my arm and would strongly doubt the professional competence of my counterpart.
I have a tip for your skepticism, Ms. Janson, but it will still need a few years of cultural change. If we understand application not as a process but as getting to know each other, we will take a step further. And getting to know each other can mean that, as an applicant, I have already talked to potential new colleagues (or the other way around, of course, it works too). In a non-binding exchange without a specific application reference, openness is much easier possible. We have the effect on employee or network recommendations. There is someone I already know as a person and who knows what makes him / her tick. Somebody else can ask about the technical information later. But I already know (and can pass on to HR or the potential boss) that my contact is e.g. B. is chaotic - and creative. That he / she is grumpy about the morning and likes to work late at night etc.
For such information, both the time and the openness are missing in the interview. Outside of a discussion talk comes however the more speak.
Means for the companies: Give applicants the opportunity to talk to their employees before they even want to apply. And for the applicants: Use your networks and talk to people, not roles! And do not be afraid of openness. Otherwise you will end up in jobs and corporate cultures that do not suit you.
Kind regards, Henrik Zaborowski
Hello Mr. Zaborowski,
I am completely in your opinion, wittily, this is precisely my thesis in my next column in the world, which appears next Friday. I also see again and again that it works this way and it is perhaps even for small businesses the way.
On the other hand, there is a tendency among large companies to carry out systematic searches and to apply application databases according to Scheme F to the blood tests of applicants. When I look at this, this recipe seems comparatively naive. Or, what I've seen before, conservative companies are more of a pseudolock.
Another point: When it comes to networking, those who can market themselves well have the edge. They don't necessarily have to be the most suitable applicants, as I keep finding. And openness is good, but the subtleties of communication are also important. I know that from myself: You can say a lot. But how does it matter? I would like to access the post https: //berufebilder.deauthenticity-eternal-misunderstanding-changed-authentic/refer.
In the sense that I think it's great that you break a lance for open communication and networking, I agree with you. But you also have to look at it a little more differentiated.
Recruit applicants as partners - Part 1: Conduct dialogue with the candidates
Hallo,
I am pleased that my skeptical comment from the aforementioned contribution was taken up herewith. I would have liked to continue the dialogue, but could not because of time reasons. So here are my three cents on the subject:
1) Many facets: Yes, I think everyone knows the feeling of not wanting to be pigeonholed in a single box. If I am in the applicant role, ideally I would like to show more “roles” of myself than those of the applicant (which is inevitable in the situation). As an applicant, I will only do this if I have the impression that this is desirable and if I am encouraged to do so. Then the interview can get a lot more depth for the company and there is actually a better preview of how the applicant could be as a colleague etc. The key is to bring relaxation into the conversation.
2) First see the people, then the applicant! Personnel and other company representatives, who are only oriented on their interview process, usually miss a good host. This is important, however, in order to be able to conduct a good conversation (and thus ultimately to gain insight into the applicant in the interview process).
3) Symbolic communication: The example with the supervisor, who never had eye contact with the applicant, is already violent. But also in a smaller dose symbolic communication, so what does the space look like, where the conversation takes place, how is the seating arrangement, which waiting time on the spot has an applicant up to the conversation (ideal: none) and how is this shaped etc. There is very many small proportions of symbolic communication, which in total work at the most subconscious level and contribute to a positive experience on the ground. It is worthwhile to think about it, especially when you consider how important the decision is for or against a candidate. Compared to this, shopping in the supermarket is super-trivial, but there is nothing unplanned! Why should companies not plan with themselves the details around the applicant capture?
Ok, fine, if those thoughts keep the topic moving. Anyone who would like more information on how to improve the Candidate Experience in the interview can find it here in my blog 5 Tips: http://blog.metahr.de/2013/05/30/bessere-candidate-experience-im- candidate interview-five-points-the-recruiter-note-should /
And by the way: I'm not a HR manager, I'm an HR consultant - but I'm close ;-)
Many greetings, Christoph Athanas
Hello Mr. Athanas,
We are always happy to take up suggestions and I have improved the HR consultant.
As for your optimism with regard to the multitude of facets, I am skeptical: There is not so much time in companies to deal with an applicant in such detail. Anyone who does not fit the picture perfectly with regard to their qualifications will be sorted out long before the interview. This also shows, for example, the division into A, B & C applications in the media performance test. If you have a solution to this dilemma, I would be delighted.
RT @CAthanas: #Personal selection dialog with the candidates
#Personal selection dialog with the candidates
Winning applicants as partners - Part 1: Conducting a dialogue with the candidates: U recently wrote… #Beruf #Education
#Better as Partner - Part 1: #Dialog with the #Kandidaten lead
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