How to tap people's skills

How to tap people's skills is now very competitive in the workplace. The recruiter of a company needs to know some skills of digging people, so as to dig excellent employees. Let me give you some information on how to tap people's skills. Let's have a look.

How to tap people's skills 1 1 to understand the demand?

As an HR, understanding the requirements is the first and most important step in recruitment. Understanding requirements is divided into two aspects. The first aspect is to understand the company's needs, that is, the company's employment requirements, as well as the company's culture and development direction, so as to be more accurate and efficient in recruitment.

The second aspect is to understand the needs of candidates. This is the homework that HR must do before digging people, that is, to have a detailed understanding of the suitable candidates, including the salary and status of the candidates in the current company, the personality and working style of the candidates, and most importantly, the career planning and working style of the candidates. Through these understandings, we can compare the needs of the candidate and the company and analyze whether the candidate really meets the position of the company.

This is the first step in selecting candidates. As long as we do this step well, we can accurately select the talents needed by the company in terms of candidates, which will make the next recruitment more convenient, reduce the recruitment cost and greatly improve the work efficiency.

Step 2 be absorbed

There are many executives who are very resistant to the HR of other companies, don't like to get in touch with them, and don't want to expose their idea of job-hopping. Why? In fact, it's not that executives are picky, but that HR people are exposed too much, because many HR people will explain their ideas after seeing the talents they need, how their companies have developed, and they don't listen to what other executives say at all, and they don't know what they really need.

So, you don't even know what people need. Why should others follow you to work in your company? Therefore, when HR wants to dig a person at this time, it is necessary to think from the other party's standpoint, why he wants to quit, and what he really needs. After understanding this, he can seize the topic of interest of the other party and talk to him, so as to gain his trust, let him show his mind, and then it will be much easier to talk about cooperation with him.

3. Integrate resources

For HR, recruitment should be a continuous process, so it needs the accumulation of contacts. In the process of recruitment, HR should pay more attention to this issue. If the talent you meet is not suitable for your current position, you must not give up this talent like this. You can put her in your talent pool, so that the number and types of talents on hand will be more and more, and it will be easier to recruit in the future.

Therefore, HR is also skilled in digging people. Only by learning some skills can we be more handy when recruiting and find high-end talents more suitable for the company's development.

How to tap people's skills.

Headhunters are not looking for jobs for others, but for "those who never worry about finding jobs, the most valuable talents with opportunities to realize greater value, and those who do not lack opportunities with better' opportunities'". At different stages of the career ladder, these people have different characteristics and performances. Looking for these rare resources, headhunters naturally have a pair of wise eyes and an extraordinary mind.

Generally speaking, for a specific position, headhunters mainly look for suitable candidates in similar occupations in related industries besides looking in the talent pool. As many people know, many excellent talents are excavated by headhunters. But few people know that to find a suitable person, it may take hundreds of phone calls, and then they have to select dozens of people from so many people, and then through interviews, select 3-4 people and recommend them to customers. Finally, they can find the most suitable person. In order to get in touch with these target groups, headhunters often call the target enterprises, and sometimes it is common to encounter cold rejection from the receptionist. Then, the headhunter must find a way to skillfully bypass the receptionist. Some may be classmates, some may be employees of the industrial and commercial bureau or the tax bureau, some may be partners or friends of the other party, and so on. Headhunters who can communicate sometimes get to know the receptionist if they are lucky, and learn the names of outstanding personnel in relevant positions from her.

One in a hundred, such a high elimination rate, it is not difficult to mean that headhunters must establish a huge talent pool, and constantly maintain, constantly maintain communication with talents, track the whereabouts of talents in the pool, update in time, and maintain the freshness of the talent pool. Otherwise, no matter how big the library is, it will be "wasted" if it is not updated for half a year.

Interview permission

Although telephone communication is fast and convenient, some headhunters say that they seldom use the original way when they first meet talents. One reason is that most of the talents they are looking for are senior presidents, with busy business, prominent status, poor telephone contact and impoliteness; Another reason is that headhunting companies usually "dig" on-the-job talents at the "general" level, so under normal circumstances, they will be very hesitant when they receive a call from headhunters, and they may be worried about whether the company is testing them. In an inspection company, many senior inspectors received a call from a headhunter. Later, after communicating with each other, I learned that almost everyone received a call from a so-called headhunter. Only then did I know that it might be a "fake headhunter" arranged by the boss. And such things make some senior talents more vigilant.

In fact, quite a few senior managers are reluctant to show their close relationship with headhunters on the phone. The main reason is that the boss may pretend to be a headhunter to test them. For in-service senior talents, the effect of telephone communication is very limited. Therefore, some headhunting companies and senior talents prefer to be introduced by influential part-time consultants or friends in the industry, and some will deliberately arrange interviews in a relatively confidential and elegant environment.

As for the content of the interview, sometimes words like "your job yesterday", "what unhappy things happened in your recent job" and "your work achievements that you are very proud of so far" may become the opening remarks for headhunters to ask. Headhunters often make their own judgments through the answers of candidates, and then by observing some small gestures and body language of candidates. There was once a headhunter who happened to pass by the candidate's lover while talking to the candidate. The headhunter saw that the other party was too strong in communication and had a very bad impression on the candidate. In the end, the candidate was unanimously rejected by the employer and the headhunter.

Attack the heart

Many headhunters feel that sometimes some candidates may be very suitable for the new company, but they are content with the status quo and don't want to change jobs or meet greater challenges, or they stay in the company out of loyalty and gratitude to their bosses, or they are unwilling to change jobs rashly because of occupational safety considerations. At this time, headhunters should exert and use extremely high public relations skills. Headhunters may find a breakthrough through their family, friends, business partners or customers. We should know that senior talents have the characteristics of "high education, high position and high income", while senior talents will pay more attention to high-level needs such as socialization, respect and self-realization, and the highest level of "self-realization needs" is "a stage without ceiling".