Talking About "Big" And "Small" In Recruitment

Where does the talent come from?

For most enterprises, it mainly depends on external recruitment.

Moreover, when an enterprise is just starting, it is the founder (boss) who takes the lead personally, lobbies everywhere, chooses carefully, looks for the person who shares the same with himself, then vigorously encourages, draws the beautiful prospect and the blueprint, attracts him to join own enterprise.

At that time, the bosses knew very well that without suitable talents, they could not make a career. Therefore, the most important work of early employers was recruitment.

But when a company develops to a certain scale, bosses tend to focus more on product research and development, production, quality management, and even marketing.

In short, recruitment is done by the human resources department, unless the high-level recruitment, it is generally difficult to see the boss again.

They seem to have forgotten that it was precisely those years of meticulously selecting and acting for themselves that enabled them to build a strong entrepreneurial team, which led to the rapid development and growth of the early stage.

I have met many business owners. Their scale of enterprises is not large, but they also learn to "regularized" management.

The various functional departments are quite complete. Recruitment is naturally a matter of the Ministry of human resources.

Once, I asked one of my bosses, "why not interview new employees in person?"

He said, "I am only responsible for the final interview of the executives. I think the general employees are not very important, so they are not directly responsible for this."

I asked again, "how many people can we enter in a year?"

He said, "about one hundred people.

But the turnover rate is very high and the quality is not very good, resulting in poor quality of work and difficult management.

He asked me what I should do.

I would advise him that in addition to routine practices such as improving the working environment and treatment, every new employee should be interviewed personally by the boss in the future.

In this way, it can not use the boss much energy, but the effect will be much better.

Because, although ordinary employees, if the boss personally interviewed, so that employees will have a sense of being respected and respected, so he will have a favorable impression on the enterprise, which will have a positive impact on his future work attitude and recognition of the enterprise.

After a year, the boss told me pleasantly, the effect is obvious, the turnover rate of staff has been reduced a lot, and the quality of products has improved. It seems that all kinds of work have been carried out well.

The position of recruitment

Recruitment big

The degree of importance an enterprise attaches to recruitment reflects the importance attached to the work of human resources.

However, the importance of the boss to the recruitment of talents is determined by the talent system of the enterprise.

Many excellent enterprises abroad have provided us with a good example in this respect.

Almost all the executives of outstanding companies are personally involved in the job interview. They combine interviews and other selection methods (psychological tests, career interests, ability tests, etc.) to form a scientific and effective assessment process to ensure that the best candidates are found.

You know, Mr. Welch, the former CEO of GE, personally interviewed and interviewed thousands of management staff of General Company.

As the general manager of TOYOTA motor manufacturing company said, "you may be surprised that our selection and employment process is not to fill the job quickly, but a painstaking effort to find the right person for the job.

What kind of people are we looking for?

First, these people must be able to think independently and become a solution to the problem; two, he can work in a team.

"To put it simply, we need brains with smart brains, not just physical strength."

Work hard in detail

Let me talk about the specific operation.

The first is recruitment based on corporate culture.

Ignoring this often leads to serious consequences.

Professionals and managers may be more prominent in this regard.

Every enterprise has its own culture and values, some emphasize discipline, some focus on team spirit, others encourage personal struggle and so on.

People also have their own personality and values. If they conflict, it will be difficult to reconcile.

It is conceivable that a manager who has worked in a very relaxed and relaxed environment for a long time will suddenly be put into a competitive and team oriented enterprise.

Therefore, we should judge the applicant's personality characteristics, especially whether his values can be consistent with the culture of the company, and not only the competency of the job.

The two is the interview skills.

Interview is the most important part of recruitment. Just looking at a person's resume is unable to understand its internal personality characteristics.

Many people's abilities are not fully reflected in one or two diplomas.

How to evaluate a person's ability is a worldwide problem.

Here we quote the term "talent" proposed by Gallup company.

Gallup's definition of "talent" is like this: it is a mode of thinking, feeling and behavior that runs through and produces benefits.

In fact, this definition is also consistent with reality.

A person's character is relatively stable in adulthood (usually 29 years old), and it will not change unless a major event happens.

In the book "breaking all the rules first" (author Markus Buckingham, Curt Coffman), the book has a detailed description of this.

Their theory is: first of all, everyone has his own unique talent.

Secondly, every job should be done by talented people, because talented people can work much better than ordinary people, even if they do ordinary jobs.

Therefore, recruiters must master the unique "talent" characteristics of recruitment positions, and not just stay on some superficial things, such as education, work experience, technical titles and so on.

These may only meet the basic requirements of the job, but they do not ensure that the candidate has the ability to finish the work with high quality.

When you know what kind of talent you are looking for, how to find and identify them effectively is still the key to the success of the recruitment process.

There are two problems worth paying attention to: first, many people do not understand their talents very well; two, under the pressure of employment, applicants will try their best to beautify themselves, which adds many difficulties to the recruitment of recruiters.

Therefore, first of all, you have to make the applicant understand: the only purpose of the interview is to understand his talents.

The applicant should try to show his true personality and ability.

Secondly, some of the interview questions must be designed to be open-ended so that the candidates can freely display themselves.

Finally, we should be good at finding talent clues in the details.

Three points should be paid attention to. First, the usual habitual behavior of the applicant is reliable; two, if the applicant learns a particular thing very fast and can bring greater satisfaction to him, he should regard this learning ability as the talent of the candidate; three, in order to better understand the candidate's ability to reach the standard of excellent staff on some issues, it is best to ask questions that have been obtained from the excellent employees.

To sum up our point of view: recruitment is an important activity of an enterprise. Its success is directly related to the future fate of an enterprise.

The most important thing in recruitment is the correct cognition and recognition of the ability of candidates, which is the basis of suitable posts.

Only by putting the right and talented people in the right position can we give full play to the talents of candidates and create value for enterprises.