What are the common mistakes in corporate recruitment?

When the financial tsunami that swept through the United States and other Western countries last year just hit China, a private enterprise boss said with relief: "Now, it will no longer be so difficult for us to recruit people. "More than half a year later, when I met the boss again, I couldn't help but ask about her recruitment situation. "Hey! They say it's easy to recruit people now, but why is it still so difficult!" Indeed, on one hand, there is a growing army of unemployed people, and on the other hand, it is a lament that it is difficult to recruit people. Some people say that the main reason for this seemingly contradictory phenomenon is the structural shortage of talents. Indeed, from a total point of view, my country's talent supply is absolutely oversupplied, but from a structural point of view, there is a serious shortage of technical talents, sales talents, management talents, etc. that are in large demand by enterprises. This structural talent shortage is one reason why companies find it difficult to recruit talent, but it is not the whole reason. Common mistakes made in the recruitment process are important reasons why companies have difficulty recruiting talents suitable for their companies. First, blind confidence. No matter how big or small the company is, and no matter how good or bad the company's operating conditions are, if its boss can run a company from scratch, from small to large, to the current situation, there must be something special about it, at least in terms of entrepreneurship. At this stage, they are successful. Confidence is the essence of most business owners. There is nothing wrong with being confident, but everything has a degree, and self-confidence is no exception. Bosses often use this confidence in the selection process. Because of their past success, they are extremely confident in the selection process: "Having been a boss for so many years and managing a company for so many years, I have never seen anyone or anything. I can clearly see whether a person is capable without having experienced it. "Not only bosses, but also many sales elites and technical elites have similar confidence. But what are the facts? How many talents who have been selected by experienced bosses, sales, technology and other elites have been proven to be talents after entering the company? Second, wrong selection principles are an extremely important reason for the failure of blind and naive companies in selecting people. They often believe that as long as a person knows how to do it, he can do it well; as long as a person can do it, he can do it in actual work. Therefore, when companies select candidates, they focus on whether the candidates know how to do something and whether they have done the same or similar things before. In fact, these are the assumptions made by the enterprises themselves, and a large number of practices in reality have proved that this assumption is wrong in most cases, and can even be said to be naive wishful thinking. Third, after blindly and one-sidedly going through rounds of interviews and comparing many applicants, it is time to make the final decision. At this time, it is another link where companies are prone to making mistakes. "Zhang San has strong communication skills, you should choose him", "Li Si is very creative, you should choose him", "Wang Wu is very good at dealing with interpersonal relationships, you should choose him", and other similar comments, I believe that in many companies All occur to varying degrees when making hiring decisions. Maybe their judgments about Zhang San and Li Si are objective and accurate, but they can't decide whether to hire them, not to mention whether their respective advantages are necessary for the position. Even if they are, they can't just rely on one point. Be able to judge whether he is competent. However, in reality, there are indeed quite a few companies that make decisions in this way. This is a typical "halo effect", which completely focuses on one or two outstanding quality requirements. Practice has proved that this choice is based on Most of the time it's wrong. Corresponding to the above-mentioned halo effect is a phenomenon called the "horn effect". When comparing different candidates, we do not look at their respective advantages, but compare their shortcomings. "Zhang San's communication skills are not good, so he should not be selected." ", "Li Si's creativity is not good, he should not be chosen", "Wang Wu is not good at dealing with interpersonal relationships, he should not be chosen", and other similar comments. Similar to the halo effect, you cannot conclude that a person is not qualified for the job just because he has shortcomings in one or two aspects. "No one is perfect, and no one is perfect." Everyone has advantages and disadvantages, and it is difficult to find only advantages. And a person without flaws. There are many more mistakes that companies often make in the selection process than just the above three points. However, if the above mistakes cannot be completely corrected, it will be difficult to ensure that the company makes correct selection decisions. To solve the above problems, it is not enough to just establish management systems and processes. It is also necessary to clarify the selection criteria for each position in the company. This is precisely the core of the recruitment and selection system, and it is also the most technical and difficult part to implement.