????高管培訓(xùn)師特里?R?培根曾經(jīng)歷過讓人痛苦的面試過程,。但有時(shí),，表現(xiàn)一塌糊涂的反倒是面試官，而不是求職者,。

????其中,，有一位工程師兼項(xiàng)目經(jīng)理，我們暫且叫他吉姆,。他加入了公司的招聘委員會(huì),，平生第一次面試未來的員工。他忐忑不安,，不知道該說什么,，本應(yīng)該由他問的問題,，他也跟不上,。最后,，委員會(huì)對(duì)吉姆認(rèn)為適合該職位的第一和第二人選都視而不見,，而是選擇了另外一個(gè)人，而這個(gè)人也確實(shí)勝任這份工作,。

????培根認(rèn)為：“吉姆失去了其他委員會(huì)成員的信任,。像他這樣的新晉面試官，通常只能在較淺的層面對(duì)應(yīng)聘人員進(jìn)行了解,，而不能進(jìn)行深入的考察,，因此無法掌握求職者在價(jià)值觀、技能,、選擇或?qū)W習(xí)能力等方面的信息,。”培根是光輝學(xué)院（Korn/Ferry Institute）的駐校學(xué)者,，并著有《影像力要素》（Elements of Influence）一書,。

????隨著就業(yè)市場(chǎng)日漸轉(zhuǎn)好，招聘經(jīng)理們又準(zhǔn)備拿出他們那套老掉牙的面試技巧登臺(tái)亮相了,。但對(duì)于剛剛成為面試官的人來說,，他們沒有太多經(jīng)驗(yàn)，專家建議,，在衡量求職者時(shí),，抓住重點(diǎn)即可。

????喬治?布萊特是《新官上任百日行動(dòng)計(jì)劃》（The New Leader's 100 Day Action Plan）一書的作者,。他建議：“每次面試的時(shí)候,，只需要問三個(gè)問題：你能勝任這份工作嗎？你會(huì)喜歡這份工作嗎,？你能讓我們接納你,，與你共事嗎？”

????換種說法,，也就是：你有我們需要的技能嗎？你有足夠的動(dòng)力嗎,？你是否適合這個(gè)崗位,？不論是招賢納士的面試官，還是努力推銷自己的求職者,，都應(yīng)在面試中將這三方面視為最關(guān)鍵的部分,。

你有我們需要的技能嗎？

????關(guān)于技能或能力,，求職者的簡(jiǎn)歷肯定講得非常清楚,。但在面試過程中，面試官可以讓求職者用自己以往的經(jīng)歷來證明自己能夠達(dá)到面試官的要求。

????培根稱：“面試官想要知道的關(guān)鍵是求職者過去所取得的成功,。最理想的情況是,，應(yīng)聘者的條件恰好與公司所要求的條件完全吻合?！边@通常很難,，而且對(duì)應(yīng)聘者來說，可能有些不公正,。

????假如一位求職者曾是一名經(jīng)理,，但他是在不同的行業(yè)或規(guī)模更小的公司擔(dān)任過這樣的職務(wù)。這時(shí),，面試官可能想知道這個(gè)人的學(xué)習(xí)能力如何——他或她之前是否有過“在逆境中被迫拓展”并取得了成功的經(jīng)歷,，。

????而作為求職者,，則需要仔細(xì)傾聽,，確認(rèn)雇主所期望的能力——除了要展示出招聘廣告中所需要的能力之外，還要對(duì)應(yīng)聘的職位進(jìn)行調(diào)查,。

????高管職業(yè)教練,、《絕處逢生——找到理想的工作》（Get the Job You Want, Even When No One's Hiring）一書的作者福特?R?邁爾斯表示：“如果求職者詢問雇主的需求、問題和挑戰(zhàn),，他們通常都會(huì)如實(shí)相告,。這時(shí)就要豎起耳朵仔細(xì)聽：抓住那些描述能力的字眼?！?/p>

????例如,，邁爾斯建議，如果面試官希望招聘一位做事井井有條或者長(zhǎng)于分析的人,，求職者就可以描述自己的經(jīng)歷,，證明自己在這方面的能力。求職者應(yīng)該提前寫出這些事例,，反復(fù)練習(xí),，以簡(jiǎn)潔的方式闡明自己的觀點(diǎn)。

????他說道：“這就像是在作畫一樣,。講故事確實(shí)很有市場(chǎng),。只要你的故事合乎邏輯，而且是真實(shí)的,，就不會(huì)讓人覺得是在吹噓自己,。”

你是否充滿成功的動(dòng)力,？

????或許,，你曾經(jīng)有過這樣的同事,，他的能力做某些工作綽綽有余，卻缺乏追求卓越的動(dòng)力,，甚至在幾個(gè)月之后就辭職了,。對(duì)于任何招聘經(jīng)理來說，這就是一場(chǎng)噩夢(mèng),，不論面試官是新手還是老手,，都會(huì)盡量避免這樣的情況發(fā)生。

????在評(píng)估求職者的積極性時(shí),，面試官應(yīng)該仔細(xì)分析求職者對(duì)職位和公司的理解,，以及他或她提前做了哪些功課，效果如何,。

????培根稱：“他們是否對(duì)我們做了充分的調(diào)查,？他們是否對(duì)我們感興趣？如果你問他們是否對(duì)這份工作充滿了激情,，他們必然會(huì)做出肯定回答,。”針對(duì)他們?cè)趹?yīng)聘崗位上可能面臨的挑戰(zhàn),，對(duì)他們提出一些問題,。從他們的回答中，可以觀察到他們是臨時(shí)做出的倉(cāng)促回答,，還是提前已經(jīng)做到了深思熟慮,。

????而對(duì)于求職者而言，要想展示自己的激情,，必須提前準(zhǔn)備,，做好功課。求職者還需要說明應(yīng)聘的職位與自己的職業(yè)規(guī)劃的契合程度,，以及喜歡這家公司的原因,。

????培根建議：“對(duì)于自己當(dāng)前的位置和未來希望達(dá)到的高度，要深思熟慮,?！迸喔€建議在恰當(dāng)?shù)臅r(shí)候可以提及關(guān)于公司的媒體報(bào)道或新聞?！耙C明自己確實(shí)真心投入,。在我看來，與其他方面相比,，這一點(diǎn)更能為求職者加分?！?/p>

????邁爾斯建議,，求職者應(yīng)該問一些關(guān)于上司,、公司、企業(yè)文化和價(jià)值觀等更加深入的,、明智的問題,，而不是問“我什么時(shí)候可以上班？”或者“能給我多少工資,？”

你是最適合的人選嗎,？

????在這三個(gè)問題中，是否“適合”最難確定,。這在一定程度上是因?yàn)?，一千個(gè)老板就會(huì)有一千種標(biāo)準(zhǔn)。

????培根稱：“這絕對(duì)是一門藝術(shù),。你心目中的那個(gè)人是否具備公司的核心價(jià)值觀,。他們的職業(yè)道德和工作作風(fēng)能否融入公司？他們對(duì)于如何開展業(yè)務(wù)及如何與他人合作的看法,，是否與你一致,？”

????如果可能的話，可以將求職者介紹給公司當(dāng)前的員工,，觀察他們?nèi)绾位?dòng),，并且可以在事后聽取員工的反饋。他認(rèn)為：“這就像是化學(xué)反應(yīng)一樣,?！?/p>

????求職者一定要慎重選擇推薦材料，確保資料能充分說明自己就是公司最合適的人選,。戴爾?卡耐基公司（Dale Carnegie & Associates）董事長(zhǎng)兼CEO彼得?韓鐸表示：“推薦材料無法表明我充滿激情和動(dòng)力,，但它們至少可以說明我的個(gè)性和我的團(tuán)隊(duì)精神?！?/p>

????翻譯:劉進(jìn)龍/汪皓

????Executive coach Terry R. Bacon has seen his share of painful job interviews. But sometimes the wince-inducing performance comes from the interviewer, not the candidate.

????In one case, an engineer and project manager -- call him Jim -- joined a hiring committee for his first-ever experience interviewing prospective employees. He felt unsure about what to say and couldn't follow up the questions he was assigned to ask. The committee ended up bypassing Jim's first and second choices for the position and selecting a person who did succeed in the role.

????"Jim lost some credibility with other hiring committee members," says Bacon, a scholar in residence at the Korn/Ferry Institute and author of Elements of Influence. "Novice interviewers like Jim often accept the initial response without doing the kind of probing that reveals more insight about the candidate's values, skills, choices, or learning agility."

????As the job market slowly begins to pick up, hiring managers are breaking out their creaky interviewing skills. For the many people thrown into the new role of interviewer with little or no preparation, experts suggest keeping the focus narrow when weighing candidates.

????"There are only three interview questions in every job interview," says George Bradt, a consultant and author of The New Leader's 100 Day Action Plan. "Can you do the job? Will you love the job? Can we tolerate working with you?"

????In other words: Do you have the skills, motivation, and fit for this position? For both hiring managers selecting a new employee and job candidates looking to sell themselves, these are the three most important elements to demonstrate.

Do you have the skills?

????When it comes to skills or strengths, a candidate's resume will begin to tell the story. But in the interview itself, you can draw out examples of how the person's track record demonstrates the capacity to accomplish what you need in the open position.

????"The key thing you look for there is success in a past experience," says Bacon. "The ideal is when somebody has an exact match with what you're looking for." Often though, it can be a bit oblique.

????Say a candidate was a manager, but in a different industry or smaller organization. In such a case, you'll want to look for evidence that the person is an agile learner -- that he or she has been forced to stretch in the past and succeeded.

????As a job seeker, you'll need to listen carefully to identify the skills the employer wants -- in addition to lining up your strengths with those desired in the job ad and doing research on the position.

????"If you ask an employer about their needs, problems and challenges, the employer will generally tell you," says Ford R. Myers, an executive career coach and author of Get the Job You Want, Even When No One's Hiring. "Then listen carefully for the key words: strength words."

????For instance, if the interviewer wants someone very organized or highly analytical, you'll want to tell a story that demonstrates that strength. You should write out these stories in advance and practice telling them in a succinct way that makes the point clearly, Myers says.

????"You're painting a picture," he says. "Stories really sell. The stories are never bragging, they're never boasting, if they're accurate and true."

Are you motivated to succeed?

????You've probably worked with someone who had all the skills necessary for a given job but lacked motivation to excel or even quit after a few months. This is the nightmare scenario that every hiring manager, novice or pro, desperately wants to avoid.

????When evaluating a job candidate's motivation, interviewers should look at how deeply the individual understands the position and organization, and how well he or she has done homework in advance.

????"Have they done enough research on us and are they interested in us? If you ask them, are they highly motivated for this job, of course they're going to say, yes," says Bacon. Ask specific questions about the challenges the person would face in the position, and look for whether he's answering on the fly or has given some thought to the issue ahead of time.

????To demonstrate motivation a candidate must prepare in advance by doing this research. You also need to tell a compelling story of how this position fits with your career plans, and why the organization appeals to you.

????"Be thoughtful about where you are and where you're going," says Bacon, who also advises mentioning recent media coverage or news about the organization when relevant. "Show that you're really engaged. That does more for job candidates in my view than just about anything else."

????Myers advises asking deep, intelligent questions about the supervisor, company, culture, and values, not things like "When do I start?" or "What's the salary?"

Are you a good fit?

????Fit is the toughest of the three questions, in part because it's unique to each employer.

????"That requires real art in my view," Bacon says. "What you're looking for there is whether this person has the values that are really central to your organization. Do they have the kind of work ethic and work style which is going to fit? Are they compatible with your view of how business is done and how people work together?"

????If possible, introduce the candidates to existing employees and observe how they interact, as well as getting feedback from your staff afterwards. "It's about chemistry," he says.

????Job seekers should be sure to select references who will sell you as an excellent fit with the organization. "The references can't communicate that I'm motivated," says Peter Handal, chairman and CEO of Dale Carnegie & Associates, "but they certainly can communicate my personality and how I would be a team player."