What questions should a startup ask when recruiting people?

The industry, stage and post of this startup company are highly relevant. Generally speaking, employees of startup companies need to have the following characteristics in order to better serve the company and avoid the risks of employing people:

First of all, thank Wukong for inviting me:)

Lao Jin's point of view in the circle of professional friends: First, we need to solve this problem, and then design relevant interview questions to guide the candidates' real thoughts from the questions. Below I will provide personal suggestions on the design and key issues of the recruitment process.

Many people think that I am a startup company, pay attention to flat management, and there are not so many rules. What process design do you need to do in advance to recruit individuals? No trouble.

Actually, it's no trouble at all, for the following reasons:

1. It is normal for entrepreneurial companies to have frequent staff turnover, so it is impossible to sit back and relax when recruiting people.

2. Without a standard and unified recruitment process, the founders of the company will spend a lot of time on recruitment.

In view of the above two points, entrepreneurs need to design a standard recruitment process in advance, with the aim of saving time and effort.

Many entrepreneurial bosses are used to looking at the recruitment problem with the recruitment thinking of big companies when recruiting. In fact, this kind of thinking needs to be avoided when starting a business.

For example:

Mr. Wang will always be the boss of a 20-person startup. The company hopes to set up a self-media department. Usually, large companies will analyze which positions are needed according to the company's self-media operation plan. Teacher Wang believes that since the media is more than just a job, it is more perfect to recruit someone who can write articles, plan activities and best design art works.

So Mr. Wang listed the needs of all positions in a department in one position. As a result, it is difficult for the interviewer to meet Mr. Wang's requirements.

The above case is the way of thinking of many startup bosses. Some bosses think it's a big deal for me to charge a high price, such as monthly salary 10000. But in fact, even if someone really holds this position, it rarely really meets the boss's expectations in actual operation.

The reason is simple: at the same time, the workload and value generated by a person and a team are completely incomparable.

Therefore, for an entrepreneurial company, designing a standardized recruitment process needs to meet the following two points:

1. Design work requirements according to current business operation requirements.

What does this mean? Simply put, job requirements are designed according to short-term goals.

For example:

In the above case, Mr. Wang wants to set up a media department, but what he really needs now is an editor who can operate on the official WeChat account. Then for the self-media posts of Wang head office, it is ok to follow the formal self-media editing requirements.

2. The salary of the recruitment position should conform to the actual market situation.

What does this mean? Simply put, it is in line with the actual situation of the current market share of enterprises in their own industries.

For example:

Mr. Zhang has always been the boss of a communication equipment company. Recently, he felt that the domestic market was too difficult and wanted to hire an industry tycoon with high salary. This person should be familiar with the overseas communication equipment market.

After thinking about it, I decided to dig people from Huawei, and the salary is expected to be 654.38+00,000.

Many people will be moved when they see a million-year salary, but in fact, the real Huawei is in charge of overseas markets. Regardless of salary, Huawei's time cost and manpower and material cost in overseas markets are far beyond Mr. Wang's imagination.

According to the above two requirements, we have the following framework ideas when designing the standardized recruitment process:

1. Analyze the current business objectives.

This part is relatively simple, and it is formulated according to our company's operation plan.

For example, what kind of goals do you want to achieve in one year and what kind of goals do you want to achieve in half a year?

Move the required post level backwards according to the goal.

For example: self-media editor, senior self-media Commissioner, etc.

2. Make clear the position of this position in the company.

This is very important. Many times, the boss of a startup company talked well with the candidates during the interview, but when the candidates joined the company, they found that their work was in a mess, just like a fireman. Although this practice can be used by one person to save costs for the company, it is not suitable in the long run.

How to define a position?

(1) Specify who the position needs to report to.

(2) stipulate the internal and external cooperation relationship of the post.

(3) Specify the requirements of job responsibilities

3. Clear the main tasks of the post

This mainly includes the following three points:

(1) Work content

(2) assessment criteria for key work

(3) Resource allocation for key tasks

For example, if Mr. Wang in the above case needs to do some network activity planning, he should prepare the corresponding promotion budget in advance.

4. Post competency model

Regarding the post competency model, we can learn from the "iceberg model"

(1) Work experience required for this position

(2) the job skills required for this position

(3) The knowledge reserve required for this position.

(4) Job-hunting motivation of job seekers.

Job-hunting motivation of candidates is the key point that needs to be deeply understood in the recruitment of entrepreneurial companies, which can be identified by designing some questions.

5. Sources of target candidates

The CEO of many start-up companies will think that recruiting a person is more than just posting a recruitment information on the recruitment website. There is nothing wrong with this concept, but it has little effect. In reality, many CEOs of start-up companies will find that no one submits their resumes after posting their own recruitment information.

Therefore, it is necessary to plan the recruitment channels in advance.

(1) Competing companies look for candidates

(2) Ask for recommendations in your own circle of contacts.

(3) Job titles and keywords of recruitment websites are published in diversity.

Regarding the diversified release of professional title keywords, you can do this. For example, in the above case, Mr. Wang wants to recruit a self-media Commissioner. Most people's recruitment information is called "self-media Commissioner", which is not effective. You can try it.

Entrepreneurial companies are not advised to ask questions from big companies when recruiting. Usually, when we interview a candidate, we know how well the candidate matches the position we are recruiting. We suggest that the boss of an entrepreneurial company should ask the applicant according to the following logic in order to know some information beyond his normal ability.

Question 1: Can you accept the occasional "low-level labor"

Sometimes startups are understaffed and may do some chores. If it is not acceptable, there will be contradictions in the management after taking office. (Of course, occasional chores can be assigned, but you must not put the cart before the horse. )

Question 2: What do you think of working hours?

Through the answer to this question, we can analyze whether the applicant will have resistance to overtime. If you pay great attention to working hours from nine to five, it is not suitable for entrepreneurial companies.

Question 3: How much do you know about startups?

This question mainly wants to know whether the applicant has ever worked in an entrepreneurial company and whether the applicant has too high expectations for an entrepreneurial company.

Question 4: What will you do if the ongoing project is suspended or adjusted?

This question is mainly through the candidates' answers to understand the candidates' thoughts and psychological feelings about project adjustment during the operation of the startup company. After all, it is very common for startups to have project interruptions or project adjustments.

Question 5: What would you do if the company was in crisis?

This question is very realistic, but it must be asked, and it is also for the choice that candidates may make when they encounter some difficulties in their future work. On the other hand, both sides can also be psychologically prepared in advance.

Question 6: Why did you choose our company?

This question seems to be relatively low-level, but it can dig out the motivation of candidates through their answers.

Sometimes, applicants may just want to find a springboard, especially fresh graduates.

Of course, as the boss of a startup company, you don't have to expect employees to be in the same boat with the company, but you must understand the motives of the candidates in many ways.

The above six questions suggest that the bosses of entrepreneurial companies ask questions in turn during the interview.

This part suggests that the bosses of entrepreneurial companies should pay attention to recruitment activities, because it will bring great convenience to future management.

Attention 1: Try to put 100% of your energy into recruitment.

Many entrepreneurs feel that they have a lot of things to do every day and have no time to waste on recruitment. In fact, recruitment is no less than opening up business channels for entrepreneurial companies. In particular, the right people have been recruited, and they can concentrate on their main business in the future operation of the company.

Note 2: Employees should communicate as much as possible after taking office.

Many bosses of entrepreneurial companies have no communication after recruiting employees. This practice will make the incumbent think that the boss's enthusiasm for the interview is just to find a tool, and he does not regard the incumbent as a partner.

Note 3: Don't stop recruiting immediately after recruiting employees.

This is particularly important. Practically speaking, the turnover of people in startups is too normal. Don't think that you can sit back and relax just because someone is in place. Sometimes the interview feels good, but when we really cooperate, we find that they are not suitable for each other.

So, don't wait for the employees to leave, and then re-recruit. After all, the recruitment of startups is not to fill the pit, but to ensure that the position can continue to be stable and someone is in place.

The above are the relevant suggestions on "What questions are beyond the ability to ask when recruiting people for startup companies".

Bottom line: The smaller the company, the more it needs standardization. Only after standardization can we feel twice the result with half the effort in the company's operation.

I hope my answer can help you, thank you:)

Why did you join us? This motive is very important. Start-ups try to find people who are motivated and willing to cooperate.

Stable, although the iron camp is mobile, the high mobility of employees in startup companies will have a serious impact on the company's development, such as business handover, standard implementation and so on.

Whether it is an enterprise, recruiting people must first consider the mentality of personality problems. But of course, enterprises are people-oriented.

1. What do you think of overtime?

2. Are you willing to do something outside of work?

3. Do you have your own opinions or ideas and speak them out bravely?

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