GM interview requirements

General Motors interview requirements

?People-oriented? Open recruitment strategy

?Not to control, but to provide services? This is The functional characteristics of SGM’s human resources department are also significantly different from those of traditional personnel departments.

First of all, according to the company's development strategy and purpose, it is established to convey the concept of "people-oriented" as the guiding ideology of recruitment. In the process of recruiting employees, SGM also pays special attention to the matching of the two-way needs of applicants and the company on the premise of insisting on two-way selection. Candidates must identify with the company's purpose and five core values: customer focus, safety, teamwork, integrity, and continuous improvement and innovation. At the same time, the company also fully considers the high-level value realization needs of applicants for self-development and self-realization, and tries its best to provide good opportunities and conditions for the development of employees.

Secondly, according to the company's development plan and production and construction progress, a pull-type employee recruitment plan is formulated, starting from the company's organizational structure and the actual needs of each department's positions, and implementing recruitment in a hierarchical and step-by-step manner. From July 1997 to June 1998, the first-level recruitment plan for workshop senior managers, department managers, key engineers, administrative department managers, professional engineers, and section leaders was implemented in two steps; from the end of 1998 to October 1999 The second-level recruitment plan for team leaders, first-shift operators and maintenance workers, and engineers will be implemented in two steps every month; the recruitment of second-shift and third-shift production personnel will be carried out simultaneously with the pull-type production plan.

Thirdly, based on the company's development goal of "a first-class enterprise needs a first-class workforce", we have established an employee recruitment policy for the broad selection of talents across the country. According to the level and nature of the position, different news media are selected to publish recruitment information in a targeted manner, and a combination of self-recruitment and entrusted recruitment is adopted, mainly using the media and the talent market.

Fourth, in order to ensure the reliability and validity of the recruitment work, establish a personnel evaluation center and establish standardized, procedural and scientific personnel evaluation principles. It also invested hundreds of thousands of yuan to hire a well-known foreign consulting company to train evaluators, and drew on the American GM company and its existing "lean production" model model to design a "personnel evaluation plan" with SGM characteristics; clarifying each Qualification requirements for personnel in this category of positions.

Finally, establish a talent information database and uniformly design job description forms, application registration forms, personnel evaluation forms, employee budget plans, and goal tracking management forms.

In the past two years, the company has received more than 50,000 letters from job applicants. At most, it has received more than 700 letters in a day, and the mailroom can only use baskets to collect them. These letters came from all over the country, and some came from foreigners from countries such as Australia and Europe. In order to handle these letters accurately and timely, SGM has established a talent information system and opened a recruitment inquiry hotline. Thousands of applicants and baskets of letters from applicants are the best test of the success of SGM's recruitment strategy.

Strict and standardized evaluation and recruitment procedures

Those who attended the SGM recruitment session at the Shanghai Science Hall on February 7, 1998 all lamented: Shanghai GM has a high talent recruitment threshold! On that day , all applicants who enter the venue must undergo a preliminary screening of the minimum qualifications for the 12 evaluator positions in the lobby. Only qualified candidates can enter the interview table on the second floor. The hiring department will have an initial two-way meeting with the applicant. If they are interested, The Human Resources Department will then arrange a dedicated assessment time. Among the 2,800 people who entered the Science Hall, only a hundred people were evaluated after passing the preliminary interview, and only a few dozen people were finally formally hired.

1. Recruitment must go through evaluation

This is the most important link in SGM’s recruitment process, and it is also a major feature of SGM’s recruitment and selection of employees. In order to ensure that it can recruit and select high-quality employees who meet the needs of first-class enterprises and first-class products, the company drew on GM's experience in using personnel assessment centers to recruit employees in some factories in East Germany and the United States, and combined with China's culture and personnel policies, established The specialized personnel assessment center serves as one of the important organizational structures of the Human Resources Department.

The entire assessment center is equipped with a reception room, interview room, scenario simulation room, and information processing room. Center personnel have also received specialized training. The establishment of the assessment center ensures the objectivity and fairness of the recruitment work.

2. Standardized and programmed evaluation model

The entire evaluation activities of SGM are completely conducted in accordance with the standardized and programmed model. Anyone who is hired must go through nine procedures and links including form filling, screening, written test, objective interview, scenario simulation, professional interview, physical examination, background investigation and approval. Each procedure and link has standardized operating specifications and scientific selection methods. The written examination mainly tests the applicant's professional knowledge, relevant knowledge, special abilities and tendencies; the target interview is conducted by evaluators who have been trained by international professional consulting organizations. Conduct face-to-face question-and-answer discussions with applicants to verify the information already in their registration forms and obtain further information. Professional interviews are completed by the hiring department; scenario simulation is based on the positions that applicants may hold, and prepares a set of information related to the positions that the applicants may hold. A series of test items that are similar to the actual job situation. The subjects are placed in a simulated and realistic working environment, and the subjects are required to deal with various problems that may arise, and use a variety of methods to test their psychological quality and potential abilities. method. For example, two groups without a leader can complete exercises to observe the leadership ability, leadership desire, organizational ability, initiative, persuasion ability, oral expression ability, self-confidence, communication ability, interpersonal skills, etc. of the candidates applying for management positions. SCM has also extended scenario simulation to the selection of skilled workers, such as through gear assembly exercises, without assessing applicants' motor dexterity, quality awareness, operational orderliness and behavioral habits. During the actual operation, observe the various behavioral abilities of the candidates and clearly note which ones are better and which are worse.

3. The trade-off between the two relationships

SGM’s personnel selection model, especially its theoretical basis and general interviews and psychological tests including IQ, ability, personality, and character In comparison, it pays more attention to the comparison and trade-off of the following two relationships:

1. The relationship between personality quality and work skills. The company believes that high-quality employees must have excellent personality qualities and good work skills. The former is the result of long-term education, environmental influence and genetic factors. It includes a person's learning ability, behavioral habits, adaptability, work initiative, etc. The latter is acquired through vocational training and experience accumulation, such as special work skills, management capabilities, communication skills, etc. The two are cause and effect of each other. But relatively speaking, work ability is easier to train, while personality quality is difficult to train. Therefore, when selecting and recruiting employees, we must not only look at their work abilities, but also pay attention to their personality qualities.

2. The relationship between past experience and future development. Countless facts have proven that how a person treats success and failure in his or her past experiences has a positive or negative impact on his or her future achievements. Therefore, analyzing the behavior shown in its past experiences can predict and judge its future development. It is based on the above two concise and practical theories, experiences and job requirements that SGM selects scientific evaluation methods, determines the main behavioral indicators of evaluation, and selects candidates. For example, in an employee recruitment process, an applicant has entered the eighth step. After a background check, it is found that he has concealed the fact that he was punished for fighting in school in the past. When he is questioned again, he still has this information. Conceal things. In this regard, the company believes that although people will inevitably make mistakes in life, concealing mistakes is a matter of personal quality. Personal quality problems will affect their future development. In the end, after everyone discussed and discussed, they unanimously decided not to hire him.

4. Adhere to the principle of "better to lack than to overwhelm"

In order to recruit a section leader, the recruiters of the Human Resources Department checked all the talent information of the Shanghai Talent Service Center and found that they met the requirements. There were only six people with preliminary qualifications required for this position, but after evaluation, unfortunately none of them were qualified. In this regard, the Chinese and foreign department managers affirmed: "We will never relax the recruitment requirements for this position. We would rather leave it vacant temporarily than let an inappropriate person occupy it."

? The evaluation center randomly surveyed 75 of the 200 employees hired between October 1997 and April 1998, and made a comparative analysis between the results of their recruitment evaluation and the results of the six-month performance evaluation. , and found that the evaluation results at that time were basically consistent with the actual assessment results, with about 84% of the two results being basically consistent, which proves that the personnel assessment center's assessment has high reliability and validity.

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