What kind of people does HR want to recruit?

What kind of people does HR want to recruit?

What kind of people does HR want to recruit? Let me tell you!

Leo Tolstoy once It has been said: Happy people are all similar, and unfortunate people have their own misfortunes.

This sentence is also applicable to finding a job. The similarity between happy people is that they successfully find a job that they are satisfied with. Unlucky people rush from one interview to another, and finally get various reasons for rejection.

We can’t help but look up to the sky and sigh, HR, what kind of people are you trying to recruit?

The answer is actually very simple, that is? Recruit the right people!

People who have never done human resources work may be tempted to scold, isn’t this nonsense!

So what kind of person is a suitable person?

Here's another simple answer, that is, people who match the position being recruited.

The question comes again, what is a match?

Today, based on my personal experience, we put aside professional knowledge, do not talk about obscure principles, and use popular language Use the language to discuss what kind of talents are suitable for the position. As long as you meet the following aspects, 80% of the time, you are the person HR is looking for.

1. Stepping stone: Your basic conditions must be consistent with the rigid requirements of the position.

The so-called rigid requirements are basic conditions that cannot be discounted. For example, academic qualifications, gender, age, and even household registration, etc., may all become mandatory requirements, and different positions have different requirements. To put it in a simple way: some positions have gender requirements, such as toilet cleaning, which is suitable for women; some positions have requirements for academic qualifications, such as college teachers, who are basically useless without a doctorate; some positions require professional qualifications. Requirements, such as lawyers and financial staff, must first obtain the corresponding qualifications. If it does not meet the hard requirements, your resume will basically not stay in front of HR for more than 3 seconds. Therefore, if you do not want to be sentenced to death so quickly, you must first find a position where your conditions meet the hard requirements. This is the stepping stone to the interview. It is true that different positions, different companies, different regions, and different environments have very different rigid requirements.

2. Here comes the key point. The abilities you possess must match the ability and quality requirements required for the position.

No matter where you go, if you don’t have a strong family background or a strong backing that allows you to come and go as you please, then you can only rely on your own abilities to make your way. In interviews, of course, what HR values ??most is your ability! So what ability? More professional HRs have something called a competency and quality model, which contains the ability and quality required for each position. As long as you meet most of them Competency requirements, then you are the person HR is looking for. Note! This thing also varies from position to position. No competency and quality model is all-inclusive and suitable for all positions.

Another example: The following is a simplified diagram of the competency and quality model of the R&D personnel of a well-known domestic Fortune 500 company that I found on Baidu.

The ability and quality of R&D personnel of a top 500 company

I would like to say three points about the information shown in the picture:

1. As can be seen from the picture, this The company's ability requirements for an excellent R&D employee include twelve items: thinking ability, achievement orientation, teamwork, learning ability, and tenacity? Each job requires more than one or two abilities, but they are different. The job competency and quality models are different. What abilities you have must be compared with the competency and quality models one by one, so that you can find a position that suits you.

2. It can be seen from the numerical value marked after each quality that the required levels of each ability quality are also different. Comparing the first and last items, the level requirement for thinking ability is 60, while the requirement for flexibility is 8. The difference is very big. To explain, the thinking ability of R&D personnel is very important. It can be said that it is impossible for a person with chaotic logical thinking to engage in R&D. Without good logical thinking, I am afraid that the program you write will often fail to be adjusted, and an error will be reported as soon as it is run. People, you need to think about whether you are suitable for R&D. The level requirement for flexibility is 8, which means that for the ability test of R&D personnel, the requirements for flexibility are very low. You are not a salesperson, so you don’t need to be so flexible. You just need to do research and development in a down-to-earth manner. Let’s take salespeople as an example: If salespeople don’t have good communication skills and can’t speak clearly, how can they clearly demonstrate their products to customers? If they don’t have results orientation and the ability to coordinate resources, how can they achieve sales results? Who would want a salesperson who cannot achieve the most basic sales performance?

3. It can also be seen from the figure that in addition to thinking ability, the ability requirements for R&D personnel include achievement orientation, teamwork, Learning ability and tenacity are also the first few requirements that are relatively high. These are the more critical ability requirements and are the focus of HR recruitment inspections.

Knock on the blackboard!!

The ability and quality requirements for a position seem to be many, but HR will not examine everything so carefully during the recruitment process. After all, the interview time is limited, and twelve abilities are tested, so I’m afraid I’ll have to spend a whole day in it. The top items are the focus of the investigation. Five items are enough, and the others can be compromised.

So, babies, don’t be afraid. The ability and quality model is not that complicated or mysterious. You only need to have the first few core items.

3. Your personality must be integrated with the corporate culture.

Every company is a small society and a small group. Even if some immature companies do not stipulate the content of their corporate culture literally, it exists invisibly. This thing is very ethereal and vague, and can only be experienced personally. This is what is said about birds of a feather flocking together, and survival of the fittest. Suitable people stay, and unsuitable people will be eliminated naturally. Either the company eliminates you, or you eliminate the company. A cultural research company will look down on a rustic person; a down-to-earth company cannot tolerate employees who talk nonsense; an employee who feels uncomfortable in uniform cannot stand in the hotel lobby to greet guests; Vulnerable subordinates can't stand a leader who scolds them right away. What's more, in some companies, what kind of person the supervisor of the position likes directly determines what kind of person the HR department recruits, and they can veto it with one vote. This is the same as falling in love. Petty bourgeoisie and small farmers cannot enter into marriage. There is no need to worry about this. Although this is a subjective requirement, it is also good for us personally. Everyone wants to find a company where they feel comfortable. What kind of company would you like to work in? At least they can get along with you. How will you get along if you don't get along? If the company doesn't let you leave, you will leave on your own initiative. It's better not to look at each other in the first place.

Digression: Small companies, companies that do not pay attention to human resources, or HR who are not very experienced may not consider this when recruiting. Because of this corporate environment, most HR personnel are still struggling to complete recruitment tasks and will ignore such "virtual" requirements.

However, a good hiring manager will not only consider whether the person can be recruited when recruiting, but also whether he can retain the person. Obviously, those who do not fit the corporate culture or cannot adapt to the corporate culture will eventually be eliminated, and the recruitment work will have to be started all over again. Summary

1. Hard requirements are not terrible. They will change with changes in the environment. Not all hard requirements are static. If the hiring manager hasn't found anyone after two months of recruiting, he will try every means to get the hiring department to lower the hiring requirements, such as lowering educational requirements and lowering ability and quality level requirements.

2. Ability and quality are your core competitiveness. No matter how you lower the requirements, the decisive factor of job competence will not be reduced. Only by practicing martial arts can you make a career in the world. But, but, but, although there are many requirements for ability and quality, it does not require you to be an all-rounder. You only need to have the key abilities. The world is not that dangerous, so feel free to venture into it.

3. HR recruitment is not about recruiting an employee with 100 points. If you can reach 80 points, you will be satisfied, and if you reach 95 points, you will be happy. We do not put the best people into the best positions, but put the most suitable people into the most suitable positions. Perhaps the above is not all the content of job matching. Different companies have different requirements.

But if you meet the above points, you are basically the person the human resources department is looking for (you can even say that everything else is nonsense, and you can say anything if you have the ability);