How does HR design the background questionnaire?

Generally speaking, "background investigation" means "investigation background". What's the background? Refers to the applicant's past experience (including working hours, job title, job responsibilities, education, salary level) and other people's evaluation. Experience refers to objective facts, and evaluation refers to the subjective feelings of others. In short, it is "past tense" or an evaluation of the past. Past achievements or failures cannot represent the present and the future, but past examples enable us to predict the future performance of candidates. This is the truth that habit determines character and character determines fate, and it is also the significance of background investigation.

1. Location:

2. Subordinate:

3. Reasons for leaving:

There are many reasons for leaving your job. I think it is acceptable as long as it is reasonable and true. Even if you are dismissed by the company, it doesn't mean that this person must not be used by me. If you want to investigate the reasons for leaving, the current HR, the HR at headquarters and the direct supervisor when the candidate leaves have the most say. I used to work together, but when I leave, I will no longer be the "superior" of the superior-subordinate relationship, so we don't have to disturb others. Therefore, we should take the initiative to verify the superior identity of the witness. The question is "How long have you been working with the candidate?" ? From what time to what time? Were you still her superior when the candidate left? "

4, work ability (or performance):

This part of the problem is particularly important. I suggest you make more preparations and design more questions with verification relationship. Under normal circumstances, reference does not want to offend people, complain and take responsibility. If the most answered answer in the background survey is "fine, not bad, almost", HR should pay attention! Questions should be answered by "quantity", not "sex"; Ask "facts", not "feelings"; Use logical relations to verify the facts (well done, you will get a raise; Doing well will be taken seriously; Well done, the boss will always miss you. On the other hand, under normal circumstances, employees whose bosses never raise their wages, do not give interviews when they leave their jobs, and do not want to cooperate any more may not have really good performance.

5. Communication ability, influence, persuasiveness, interpersonal relationship and teamwork:

6. Salary:

This problem will be mentioned in many companies' memorials, but I think we can leave it alone. First, the referee may not really know the salary of the candidate, and the HR department will not easily say the specific amount; Secondly, the past salary level of the applicant is influenced by factors such as the industry, company benefits, length of service, company salary system, etc., and it is at most a reference value. The HR of the recruiting enterprise objectively evaluates the ability of the candidate, which matches the current salary system of the company and takes the salary of the existing employees at the same level as a reference. It is suggested to avoid the situation that candidates should give more and less, and equal pay for equal work is fair. But if you have to ask, you can give his immediate boss a multiple-choice question about the salary range: for example, 3000~4000, 4000~5000 or 5000~6000? , and stated in advance that it will be strictly confidential. Normally, he will choose one for you.

7. Career planning:

In the past, the immediate supervisor and HR person in charge of the company were more aware of his career planning, that is, what he was more suitable for and good at, and what platform he would give to better play. These situations are basically clear to them. When we ask, we can ask, "If he returns to your company, how do you think you will arrange his position and work?" "If he didn't leave, how did you design his career planning route in your company?"

8. Advantages and disadvantages of employees:

I think it is necessary to mention this question. Through other people's description, combined with their own reality, I think we should be able to give the parties a fair evaluation. At the same time, through the performance of the parties in the last employer, we can foster strengths and avoid weaknesses. The key is to see if the client needs it himself.

9. Key events:

HR should design different background questionnaires according to different positions and levels, and the questions in the form should focus on different aspects. Middle and senior management positions focus on the authenticity identification of management (personnel and financial management) ability, communication ability, decision-making ability and innovation ability, while low-level positions focus on understanding executive ability, learning ability, work initiative, reasons for leaving and aspects that need improvement. Before the background investigation begins, the questions should be listed in advance, and it is best to have a logical relationship and echo each other.

The general principle is: the right person asks the right questions, ask more figures and less feelings, ask more examples and less evaluations, and ask closed questions to verify when making judgments. The record should quote the witness's original words, not his own summary