How can companies break through misunderstandings in talent selection?

In the recent blog post "A Brief Analysis of Misunderstandings in Talent Selection by Small and Medium-sized Enterprises", the author listed seven major misunderstandings in talent selection by small and medium-sized enterprises: Misunderstanding 1: Overemphasis on academic qualifications. Misunderstanding 2: Experience is the most important thing. Misunderstanding 3: Recruiting "Superman" complex. Misunderstanding 4: Ignoring the examination of candidates’ emotional intelligence and adversity intelligence. Misunderstanding 5: Ignoring the candidate’s motivation match. Misunderstanding 6: Deliberately exaggerating the company. Myth 7: The matryoshka doll phenomenon. However, what are the main causes of the above seven misunderstandings in enterprise talent selection? The author believes that it is mainly caused by the following factors. 1. Enterprises lack clear and clear standards for talent selection. Because small and medium-sized enterprises have not established a complete employee competency model, they lack clear and clear standards when recruiting and selecting talents. Only academic qualifications and experience are the only requirements for talent selection. 2. There is a deviation in the concept of employment. The kind of talent selection that blindly looks for "supermen" deviates from the corporate talent selection concept of "using available people." 3. The recruiter’s lack of professionalism. This deficiency not only refers to a lack of recruitment technology, but also reflects a lack of understanding and grasp of human nature. If the recruiter is not professional enough, it is inevitable that he will deliberately exaggerate the company, ignore the candidate's emotional intelligence and adversity intelligence, or even ignore their motivation matching. 4. The lack of talent training and incentive mechanisms in enterprises will inevitably lead to "selfishness" among managers when recruiting and selecting talents. It is not difficult to understand the phenomenon of "Russian matryoshka dolls". So, how can small and medium-sized enterprises break through the misunderstandings in talent selection? First, establish and improve the competency quality model of corporate employees, and extract the core criteria for corporate talent selection from it. The supporting effect of competency quality on corporate human resource management is well known. Then again, for small and medium-sized enterprises, when the problems of survival and development have not been well solved, it is really difficult for HR to convince the boss to invest a lot of "real money" in hiring a consulting company to make an "enterprise employee competency quality model" . If HR does it himself, it seems that there are constraints in terms of professional skills or corporate environment. what to do? In fact, for small and medium-sized enterprises to quickly, easily and clearly establish the standards for recruitment and selection - to establish the competency and quality of corporate employees, the author believes that they only need to follow the following steps. Step one: Do a simple job analysis of the proposed position - what will he do after he gets to work? Step 2: Refining the key events in the employee's tasks - what is the most difficult part of the work to be done? Step 3: Determine job competency qualities—What qualities are needed to overcome the most difficult things? Secondly, small and medium-sized enterprises should establish a correct employment concept. Different companies have different recruitment and employment philosophies, but there is one universal philosophy that is "use usable people, not perfect people." To put it more vividly, "employ people with hidden dragons in the field, not flying dragons." In the future, it is worth learning from small and medium-sized enterprises. The so-called "available people" or "hidden dragons in the field" actually mean that the candidate's quality and ability match, or even slightly lower than, the key event of the recruitment position - the ability and quality required for the most difficult thing in the job to be done. , a person who can be fully competent as long as time of experience or correct and appropriate training is provided. If the employment philosophy of small and medium-sized enterprises is biased toward "employing perfect people" or "flying dragons in the sky", can they not feel that it is difficult to recruit "talents"? Thirdly, companies should try to improve the professionalism of recruiters as much as possible. In fact, it is not easy to do this. First of all, it seems that recruitment technology is easy to handle, and small and medium-sized enterprises only need to provide some corresponding training. However, when it comes to recruiting officers’ understanding and grasp of human nature, HR seems to be “helpless”. To achieve a deep understanding and grasp of human nature, recruiters not only require considerable depth and breadth of knowledge, but also need to be rich in knowledge. social experience. However, in terms of recruitment experience alone, small and medium-sized enterprises try to provide managers (recruiters) with more opportunities to learn about people. Finally, improve the enterprise's talent training and incentive mechanism construction. It is not easy for small and medium-sized enterprises to establish a relatively complete internal talent training and incentive mechanism.

However, the author believes that the boss of a small and medium-sized enterprise can send out such a talent training policy message to your management and implement it to the letter: Anyone who wants to get further promotion within the company must first train one or more people. Only subordinates who can replace oneself can be used; if a manager cannot train qualified subordinates to replace oneself within a certain period of time (this period depends on the specific situation), he will face being demoted, transferred, or "OUT" from the company. ending. Presumably, those managers who want to protect their own "black yarn" will greatly reduce the chance of recruiting "Russian dolls" for the company out of selfish motives.