How should enterprises interview people?

As a newcomer to HR, recruitment seems simple, but it still takes some thought to do it well. Recruitment is to recruit suitable talents for enterprises. Companies and enterprises are a collection of people, the culture of enterprises depends on employees, the market depends on employees to develop, products depend on employees to develop ... everything depends on employees to do, so the competition of enterprises is essentially the competition of talents. First-class enterprises have first-class talents, and first-class talents make first-class enterprises, so recruitment is very important for the development of enterprises, and the first job of recruitment is to know the recruiter.

First, know the recruiter.

At present, the popular criteria for finding a job are "more money, less work and less responsibility", which of course does not represent the criteria of all job seekers, but it reflects the job aspirations of a large number of people: high salary, proximity to home, power and less responsibility. Job seekers choose this company for many reasons. In addition to the above, there are mainly 1 employment security. Will the welfare of this enterprise be frequently laid off? 2 development prospects. Enterprise assessment standards, incentive mechanism, job rotation and promotion system, etc. 3 corporate culture. Internal information sharing mode, long-term strategy, enterprise concept, etc. 4 interview method. Many companies don't pay much attention to this and don't realize it. In fact, many candidates didn't get enough respect in the interview process, and candidates may not consider this company again in the future. 5. The personality and particularity of the applicant. For example, his girlfriend is in the enterprise.

In addition to the above-mentioned common reasons, there are many other reasons, but even if the applicant enters the enterprise, his direct leadership is extremely critical to realize the above expectations. Therefore, many applicants want to know what his future department manager will be like, whether he is easy to communicate, whether he is strict with his subordinates, and whether he will have the patience to teach them a lesson when subordinates do something wrong or fail to achieve the expected goal, or whether he blames them more than lessons.

Second, identify job vacancies and adopt corresponding strategies.

Before the proposed recruitment plan is signed by the general manager and managers of relevant departments and sent to recruiters, ask yourself whether you can solve the vacancy caused by business expansion or employee dismissal in the following ways. 1 job redesign. People in this department don't work overtime and have some leisure, so we should consider whether the tasks caused by vacancies can be compensated by making corresponding adjustments to the work of other employees. 2 overtime. Of course, it can only be appropriate overtime. When the above two methods are difficult to solve, then it is really necessary to recruit new employees. At this time, we should consider whether the vacancy is long-term or short-term. If the position is vacant for only 3 months, 6 months or at most 1 year, it should be considered as short-term and emergency. At this time, we can recruit temporary workers, hire employees from other related enterprises or completely outsource them to related enterprises, because the cost of hiring an employee and then firing him is quite high. According to statistics, at least the employee's salary plus 34% of his salary can reduce the cost of the enterprise. If it is a long-term job, that is, an indispensable position for an enterprise, it must be recruited through internal promotion and external recruitment. Both have certain advantages and disadvantages. Through internal promotion, employees can get to know the company and adapt to the post quickly. At the same time, the company is familiar with and trusts employees, which saves costs compared with external recruitment. However, if they are all promoted internally, the enterprise will be "single in variety". External recruitment can make corporate culture diversified, thinking diversified and divergent, which is conducive to corporate innovation. It is best to combine this. We should not only consider the promotion of employees in this enterprise to motivate employees to make progress, but also consider making the enterprise full of vitality and innovation through external recruitment, so as to make the enterprise develop stably for a long time. External recruitment usually includes campus recruitment, online recruitment and headhunting recruitment. The first two kinds of students are enough, and this method can be used for some basic positions. But for some key and core positions, it is often difficult to find the right person in a short time, which is time-consuming and labor-intensive, and the effect is not good. At this time, it is necessary to recruit the needed talents through headhunting companies. The agency fee charged by headhunting companies is generally 1/3 of the annual salary of the recruited employees, with a minimum of 1/4. The cost is quite high, but the effect is obvious and rapid, such as deputy general manager and technical director.

At present, few large companies employ this method of employee recommendation to recruit employees. I think this method is popular not only in small enterprises and small companies, but also in large companies. Through employee introduction, it is at least safer than a complete stranger, and employees will feel happy, because helping friends find jobs and working with familiar people will make them feel much happier. Enterprises can encourage employees to be intermediaries by giving certain material rewards to referees.