When recruiting for the first time, it's worth checking whether you're just choosing people who are good at talking, or whether they can clearly explain things they can't do. Turning easily overlooked information into specific questions is crucial to understanding whether both parties understand the same job.
When opening a vacancy: clearly describe the actual task.
This job involves dealing with rejections, follow-ups, and clearly explaining limitations. Don't just list vague conditions like job title or "requires cooperation"; specify the work arrangements, the tasks you will be involved in, who can assist you, and the learning methods after you start the job.
When reviewing resumes: Avoid treating preferences as necessary conditions.
Based on transaction habits, follow-up, and honesty in explaining limitations, gather evidence to differentiate between those who dare to speak up, those who can follow up, and those who truthfully explain product restrictions, which need to be confirmed before starting work. If information is insufficient, ask for supplementary information first; do not infer ability or willingness to cooperate from personal information unrelated to work.
In the initial test: ask the hypothetical question in a specific context.
You can ask, "What should you do next after being rejected?" Then ask the candidate to explain what information needs to be confirmed and when to report back to the supervisor. If the answer differs from job expectations, first check if the question was clear before labeling the candidate.
During the interview: Add an observable example.
Provide a hypothetical customer need and product limitations. Please write down three questions for the next follow-up. When reviewing, pay attention to clarifying the needs and decision-making conditions, recording the next steps, and truthfully explaining any unmet requirements. Explain that this is a simulation exercise and let the candidate know how to conduct a review; using real customer data to complete company business is not required.
Before making a decision: Write down anything that is not yet confirmed.
Verify the tasks, time, location, compensation, and onboarding arrangements, and designate a handover point. A smooth interview cannot replace these confirmations. Record the reasons for selection and any questions raised by the candidates so that adjustments can be made based on the specific circumstances when opening vacancies in the future.
The next step can refer to the first recruitment SOP: from receiving resumes to receiving offer notices .
Explore the interview system plan for SMEs
The MIND Interview plan for SMEs costs NT$3,000 for six months and includes 50 resume analyses and 15 AI interviews in total over six months. It helps you screen resumes, conduct first-round interviews online and organize reports. Your company reviews the results and makes the hiring decision.
Once you have prepared the job openings, the expected number of resumes, and the number of interviewees, you can confirm with the team whether the plan is suitable and how to start using it.
Frequently Asked Questions
Key questions often raised by business leaders and HR teams:
When recruiting business for the first time, what should you check first?
First, check if there is any "only choosing talkative people without considering whether they can explain what they can't do clearly" error. Then, write the conditions clearly and confirm them through supplementary questions and work examples.
After the initial job interview, how can I supplement my work ability with evidence?
Provide fictitious customer needs and product limitations, and write down three follow-up questions. The key is to clarify the needs and decision-making conditions, record the next steps, and truthfully explain any requirements that cannot be met. The initial interview summary will be arranged and reviewed by the company and will not be considered the final hiring decision.