| We all forget how hard interviews can be. Applicants walk into a strange room and face what can be a long line of unknown people who fire a lot of tricky questions at them. It's not surprising that their minds go a complete blank. If you're the interviewer and you make an effort to put the interviewees at their ease, then they're more likely to express their opinions coherently and give you a chance to assess them properly. Interviews are often too theoretical. You get the applicant's views on, for example, the principles of marketing and then throw in some tough questions to see if they're up to speed on the latest developments. But introducing a hands-on activity can be more telling, because then you can assess how they approach everyday activities. I know some people argue that at senior level it's a waste of time and you should be checking how they deal with clients and colleagues, but I'm not convinced. You have perhaps 30 minutes to assess an applicant. I think considerable work needs to be done beforehand with the CVs - checking if they have appropriate qualifications and so on. What you can't get from the application, though – except from references, and I don't find those very reliable - is an idea of how people act in the workplace. I focus on that, by asking questions which should reveal how they'd react in different circumstances and with a variety of colleagues. Interviewing isn't something I'm good at, I'm afraid. I don't trust my own judgement for such important decisions. That's why I usually have about five other people with me, not necessarily from the particular department, though. I realise this prevents me from making the interview seem like an informal chat, but I'm not sure of the overall benefit of that - perhaps it provides an insight into how the applicant thinks and behaves outside work, but that's not crucial. One's trying to assess so many different aspects of potential employees. Time's limited, and you can get bogged down in asking challenging questions relevant to particular duties in the job description. It's easy to forget to allow time for applicants to find out things that are relevant to them. It's sometimes seen just as a courtesy or a way of making them feel comfortable, but it can give you real insight into how they think and react to the post. | |
| 我们都忘记了面试有多艰难。面试者走进一个陌生的房间面对一大排不认识的人问你一大堆棘手的问题。不要对他们大脑空白感到吃惊。如果你是面试官你要努力让面试者感到放松，这样他们才能有条不紊地表达表达自己的观点，与此同时，你也能有机会对他们做出正确的评估。 面试通常都太理论化了。比如，你获悉面试者关于市场营销学的看法后就抛出一些刁钻的问题来了解他们是否跟上最新的发展。但这远不如让他们讲一个他们的亲身经历，因为通过了解他们如何处理日常事务来判断才能说明问题。我知道有些人认为这对于高层来说就是浪费时间，他们觉得你应该测试他们如何处理与客户以及同事的关系，对此，我并不赞同。 |
| We all forget how hard interviews can be. Applicants walk into a strange room and face what can be a long line of unknown people who fire a lot of tricky questions at them. It' s not surprising that their minds go a complete blank. If you' re the interviewer and you make an effort to put the interviewees at their ease, then they' re more likely to express their opinions coherently and give you a chance to assess them properly. Interviews are often too theoretical. You get the applicant' s views on, for example, the principles of marketing and then throw in some tough questions to see if they' re up to speed on the latest developments. But introducing a handson activity can be more telling, because then you can assess how they approach everyday activities. I know some people argue that at senior level it' s a waste of time and you should be checking how they deal with clients and colleagues, but I' m not convinced. You have perhaps 30 minutes to assess an applicant. I think considerable work needs to be done beforehand with the CVs checking if they have appropriate qualifications and so on. What you can' t get from the application, though except from references, and I don' t find those very reliable is an idea of how people act in the workplace. I focus on that, by asking questions which should reveal how they' d react in different circumstances and with a variety of colleagues. Interviewing isn' t something I' m good at, I' m afraid. I don' t trust my own judgement for such important decisions. That' s why I usually have about five other people with me, not necessarily from the particular department, though. I realise this prevents me from making the interview seem like an informal chat, but I' m not sure of the overall benefit of that perhaps it provides an insight into how the applicant thinks and behaves outside work, but that' s not crucial. One' s trying to assess so many different aspects of potential employees. Time' s limited, and you can get bogged down in asking challenging questions relevant to particular duties in the job description. It' s easy to forget to allow time for applicants to find out things that are relevant to them. It' s sometimes seen just as a courtesy or a way of making them feel comfortable, but it can give you real insight into how they think and react to the post. | |
| wo men dou wang ji le mian shi you duo jian nan. mian shi zhe zou jin yi ge mo sheng de fang jian mian dui yi da pai bu ren shi de ren wen ni yi da dui ji shou de wen ti. bu yao dui ta men da nao kong bai gan dao chi jing. ru guo ni shi mian shi guan ni yao nu li rang mian shi zhe gan dao fang song, zhe yang ta men cai neng you tiao bu wen di biao da biao da zi ji de guan dian, yu ci tong shi, ni ye neng you ji hui dui ta men zuo chu zheng que de ping gu. mian shi tong chang dou tai li lun hua le. bi ru, ni huo xi mian shi zhe guan yu shi chang ying xiao xue de kan fa hou jiu pao chu yi xie diao zuan de wen ti lai liao jie ta men shi fou gen shang zui xin de fa zhan. dan zhe yuan bu ru rang ta men jiang yi ge ta men de qin shen jing li, yin wei tong guo liao jie ta men ru he chu li ri chang shi wu lai pan duan cai neng shuo ming wen ti. wo zhi dao you xie ren ren wei zhe dui yu gao ceng lai shuo jiu shi lang fei shi jian, ta men jue de ni ying gai ce shi ta men ru he chu li yu ke hu yi ji tong shi de guan xi, dui ci, wo bing bu zan tong. |
| We all forget how hard interviews can be. Applicants walk into a strange room and face what can be a long line of unknown people who fire a lot of tricky questions at them. It' s not surprising that their minds go a complete blank. If you' re the interviewer and you make an effort to put the interviewees at their ease, then they' re more likely to express their opinions coherently and give you a chance to assess them properly. Interviews are often too theoretical. You get the applicant' s views on, for example, the principles of marketing and then throw in some tough questions to see if they' re up to speed on the latest developments. But introducing a handson activity can be more telling, because then you can assess how they approach everyday activities. I know some people argue that at senior level it' s a waste of time and you should be checking how they deal with clients and colleagues, but I' m not convinced. You have perhaps 30 minutes to assess an applicant. I think considerable work needs to be done beforehand with the CVs checking if they have appropriate qualifications and so on. What you can' t get from the application, though except from references, and I don' t find those very reliable is an idea of how people act in the workplace. I focus on that, by asking questions which should reveal how they' d react in different circumstances and with a variety of colleagues. Interviewing isn' t something I' m good at, I' m afraid. I don' t trust my own judgement for such important decisions. That' s why I usually have about five other people with me, not necessarily from the particular department, though. I realise this prevents me from making the interview seem like an informal chat, but I' m not sure of the overall benefit of that perhaps it provides an insight into how the applicant thinks and behaves outside work, but that' s not crucial. One' s trying to assess so many different aspects of potential employees. Time' s limited, and you can get bogged down in asking challenging questions relevant to particular duties in the job description. It' s easy to forget to allow time for applicants to find out things that are relevant to them. It' s sometimes seen just as a courtesy or a way of making them feel comfortable, but it can give you real insight into how they think and react to the post. | |
| wǒ men dōu wàng jì le miàn shì yǒu duō jiān nán. miàn shì zhě zǒu jìn yí gè mò shēng de fáng jiān miàn duì yī dà pái bù rèn shi de rén wèn nǐ yī dà duī jí shǒu de wèn tí. bú yào duì tā men dà nǎo kòng bái gǎn dào chī jīng. rú guǒ nǐ shì miàn shì guān nǐ yào nǔ lì ràng miàn shì zhě gǎn dào fàng sōng, zhè yàng tā men cái néng yǒu tiáo bù wěn dì biǎo dá biǎo dá zì jǐ de guān diǎn, yú cǐ tóng shí, nǐ yě néng yǒu jī huì duì tā men zuò chū zhèng què de píng gū. miàn shì tōng cháng dōu tài lǐ lùn huà le. bǐ rú, nǐ huò xī miàn shì zhě guān yú shì chǎng yíng xiāo xué de kàn fǎ hòu jiù pāo chū yī xiē diāo zuān de wèn tí lái liǎo jiě tā men shì fǒu gēn shàng zuì xīn de fā zhǎn. dàn zhè yuǎn bù rú ràng tā men jiǎng yí gè tā men de qīn shēn jīng lì, yīn wèi tōng guò liǎo jiě tā men rú hé chǔ lǐ rì cháng shì wù lái pàn duàn cái néng shuō míng wèn tí. wǒ zhī dào yǒu xiē rén rèn wéi zhè duì yú gāo céng lái shuō jiù shì làng fèi shí jiān, tā men jué de nǐ yīng gāi cè shì tā men rú hé chǔ lǐ yǔ kè hù yǐ jí tóng shì de guān xì, duì cǐ, wǒ bìng bù zàn tóng. |
YouTube Results (More on YouTube)