The "Deep Aspiration" Model Helps Enterprises Recruit People.

At present, the mobility of the call center staff has become a headache for many companies involved in call center business.

The operation center of a travel company served by the author is composed of a large number of seats. The high mobility of personnel not only wastes a lot of cost that the company has invested in the recruitment and training process, but also seriously affects the development of the business.

To reduce

It can be seen that "deep aspiration" is to retain.

The first step is to interview with managers in various departments of an enterprise.

Combined with the concept of art sculpture: retaining talents, the concept of how to reduce the wastage of talents is discussed.

At the same time, through in-depth understanding of the position, it is clear that what kind of "deep aspiration" matches the work of call center customer service personnel.

After understanding, we found that this type of customer service personnel's work characteristics are more obvious: work rules and procedures are strong, do not need too much innovation, require a strong sense of responsibility and patience, have the spirit of proactive service, can work in a repetitive environment for a long time under pressure.

If the character is not suitable for such work personnel are recruited to the post, it is easy to cause instability.

By summarizing the content of the interview, we first identified the most matched character traits and the most mismatched personality traits in such jobs, such as organizational compliance, procedural tendency and love help, which are matched personality traits, while dominating and controlling others, pursuing new changes and being too strong in their own opinions are the unfavorable characters for the customer service work of the call center.

As emphasized in the work sculpture art: the art of retaining talents, call center customer service work has a unique "deep interest" type that other occupations do not possess.

The second step is to use psychometric expertise to design personality tests that are most suitable for use in personnel selection situations, so as to measure the personality characteristics of applicants.

Now some personality tests are often easy to be seen by the applicant, and those who are not suitable for character choose the unreal answer to get the job.

We use the forced quiz test scale, which requires applicants to choose between "I like to finish important work" and "I like helping others". Different options represent different "deep interests" and there are no good or bad points.

The options either seem to be favorable, or they appear to be less favorable, so that the candidates will not answer questions in the process of their evaluation in order to improve their accuracy.

The assessment tool can evaluate each applicant's personal preferences in 15 aspects: achievement desire, autonomy tendency, compliance tendency, disposition tendency, thinking tendency, procedure tendency and change tendency. After the evaluation, we can understand each person's most outstanding "deep interest" and the most outstanding "deep interest".

The third step is to evaluate the current 24 employees of the company after the evaluation tool is designed, and communicate the results with the supervisors of the tested persons to confirm the accuracy of the evaluation tools.

Among the 24 tested people, the results of the other subjects were satisfied with the results of the evaluation except for 4 of the supervisors.

This result proves that the evaluation tool is effective in the on-the-job evaluation experiment.

The fourth step is to establish a job matching model based on prediction data, that is, the score standard of the matching character trait and the mismatched character trait of the tested person. The difference between the two is used as the post matching index.

This index is divided into 5 levels: very match, match, match, mismatch and very mismatch.

In this way, the evaluation can provide a quantitative result for personnel decision-makers to facilitate decision-making.

The fifth step is to communicate with managers at all levels, guide them how to read and evaluate the reports, and how to apply them to subsequent interviews.

At the time of interview, managers can ask questions according to the assessment reports of each of the evaluators, so as to further verify the results provided by the personality assessment tools, and ensure that they are recruited to those who have character characteristics that match their posts.

In the follow-up personnel management, we should pay more attention to the employees' deep interest, instead of just focusing on their ability development as before.

To this end, the Ministry of human resources of the tourism company has set up a career planning system for employees. After the entry of new employees, through training and job rotation, employees can develop in their most suitable career passages.

Some employees who like persuasion influence others are gradually turning to positions with sales functions; some like to help others and are good at consulting and consulting staff to develop in the sequence of customer service sequence.

In 2008, the turnover rate of new employees was reduced from 30% to nearly 10%.

With the recruitment system, the career development system has made obvious progress. It has been approved by the personnel department. The basic quality of the new staff has been greatly improved by the first-line managers.

On the basis of the management innovation practice of the company, it summarizes a set of general processes that can be adapted to more enterprises, and applies them to the positions such as bank front desk teller, bank risk manager, customer manager, national patent examination and approval, etc., further validating the validity and practicability of the "deep aspiration" model, and also improving the quality and efficiency of the work itself.