It is conceivable that the success rate of such an interview is very low. Even if you interview many people repeatedly, your interview skills will not improve.
Each of us keeps saying that recruitment is important, but why not optimize our interview process?
It is not difficult to improve your interview level and the hit rate of candidates, as long as you do one little thing well:
We can write down the questions around 10 first (ThoughtWorks takes the competency model as the interview framework, and all questions are designed around the competency model. For details, please refer to my insightful article "How do we do recruitment in ThoughtWorks"). As we interview more and more people, we can constantly modify this list of questions to make it more and more suitable for our needs. Another advantage is that as long as you ask more questions, it will be easy for candidates to compare ta's answers horizontally, and there will be many trends in the follow-up questions of each question. The more interviews we have, the more skilled we will be. We can also share this list of questions with the team so that we can fully exchange views on the same candidate.
The theory of "deliberate practice" holds that if you want to improve a skill, you need four dimensions:
Principle 1: Recruit people slowly
Principle 2: open people quickly?
These two principles can constitute one of the most famous recruitment slogans in Silicon Valley: slow recruitment and quick speculation.
When many friends talk about whether they have any regrets in the recruitment process, they usually mention two situations: first, they regret that they have recruited someone casually to fill a position, or recruited someone who is not completely satisfied because they have been looking for it for a long time; Second, I regret not firing the team earlier, because I am soft-hearted. ?
Recruiting the wrong person is more harmful to the team than doing nothing. Birds of a feather flock together, negative energy will ferment, and unsuitable people will stay for a long time, which will do great harm to the team.
If recruitment is compared to marriage, finding a good partner is very good, but if you haven't met it yet, finding the wrong partner is much more painful than being single.
Principle 3: A good interview is more like a chat than a question and answer?
Rule number four: trust your instincts?
The third principle seems simple, with only one sentence, but we can gradually understand it. The fourth principle looks a bit "Buddhist". Trust your intuition, or we can say, if you just feel that there is something wrong with this person in the interview, but it is hard to say why you want to reject TA, then reject TA. Because it is very likely that the problems we perceive will gradually emerge in the future.
Performance = attitude? Ability. In other words, both are indispensable. However, it is difficult for us to take both sides into consideration when choosing candidates. When we can only choose one, do we choose attitude or ability?
Changing attitude is much more difficult than changing ability.