Should companies look for outstanding candidates or suitable candidates for recruitment?

Introduction: Many times, when selecting talents, organizations blindly pursue the excellence and perfection of interviewees and forget to measure whether the company really needs such employees.

How to screen out the talents that the company really needs through interviews? Now that we have the talent, how to cultivate it?

丨What kind of talents do educational institutions need?

First of all, the following two points need to be considered.

The first point is that they have the same values. Like-minded people are more likely to attract each other and form a strong team. For example, the talents needed in Qinhan Hutong are mainly concentrated in sales positions. Due to the characteristics of Qin and Han hutongs in spreading Chinese culture, the sales will be required to have the temperament of "poetry and calligraphy". When facing talents with outstanding personal abilities but different values, you must also learn to politely refuse.

The second point is to meet the staged needs of enterprises. Enterprises need different talents at different stages, and the positioning of talents must also be changed. In the early stage, you must have outstanding development talents to conquer the world; when you have a certain market share in the region, you will need operations and management talents; once you find that your performance has declined, you must consider tapping outstanding talents who are bold and enterprising. .

丨How to cultivate talents?

Assign challenging tasks. Challenging tasks are not limited to a certain project. Elevating your position to a higher level is also equivalent to a challenging task. When employees face new positions and work content, they will move forward through exploration. From stumbling to finding a firm footing, it is a kind of growth. For people with a strong achievement orientation, the effect of this approach will be obvious.

Environmental impact. As the saying goes, those who are close to vermillion are red and those who are close to ink are black. The environment has a great influence on a person. The mentoring system, superior and subordinate performance, teacher coaching, team salon, etc. commonly used in human resource development will all promote the growth of team members.

Mr. Wang gave such a small example: When he trains employees, he often asks them to use three words to describe themselves. Most employees will say, "Since I was a child, this is how others describe me. My boss and colleagues at work also said the same thing.” Obviously, external feedback largely determines a person's self-perception. Therefore, it is also crucial to establish a good feedback mechanism. First, provide comprehensive feedback and evaluation based on employee characteristics; then provide appropriate challenging work and use challenging tasks to stimulate employees' potential; at the same time, employees should also be given a positive working environment and respond to difficulties encountered in practice. Then provide targeted training and guidance.

Leaders lead by example. Before leaders ask employees, they must set an example and use their own examples to educate subordinates. If an organization wants to ensure good operating conditions, it is often inseparable from the leadership's responsibility.

Make good use of "mediocrity". Every organization will have some such employees, who may not have excessive skills. This requires leaders to learn to use people's strengths and tolerate their weaknesses.

"There was an employee who was said to be useless, but when he was transferred to another branch, his performance was very good." Mr. Wang believes that this has a lot to do with managers, and everyone does not It may be perfect, but how to discover and stimulate the strengths and potential of employees is a question that managers need to think about. The "long barrel theory" prevails in Qinhan Hutong. A branch library is a team. There are various talents in the team, and everyone cooperates with each other to maximize the operational efficiency of the branch library.

丨How to motivate talents?

There are two types of incentives: material incentives and spiritual incentives.

Mr. Wang took himself as an example. He entered Qinhan Hutong in July 2013 and became the curator in four months. In the past year, he became the regional sales manager. In one and a half years, he Achieved the position of HR Director.

This is linked to the talent incentive mechanism within Qinhan Hutong. A large number of talents and managers are rising rapidly, and the role of material incentives is very obvious.

This is exactly what Qinhan Hutong does - the curators of Qinhan Hutong are all trained from front-line sales talents. The curators go from CCM to the competition to hire the curator, and then officially become the curator. There will be superiors who will lead him, which are the so-called old curators and new curators. When the old director cultivates outstanding talents and becomes the official director, he still has management rights over the previous branch library to help the new director operate it stably and healthily.

At this time, the old curator's salary will also be based on the previous salary, and he will receive a percentage of the profit or a certain share. Therefore, more and more curators are willing to share the work of bringing up newcomers and cultivate batches of outstanding successors for Qinhan Hutong.