How HR selects talents in the workplace

1. Establish a correct concept of selection

(1) High education ≠ high ability, high ability ≠ most suitable

Diploma does not equal level, and professional title does not Equal to competence, academic qualifications do not equal ability; academic qualifications can only represent what a person has learned in the past, but cannot indicate his future development prospects!

Marcus Buckingham and Curt Coffman co-authored "First, Break All Conventions" put forward a radical point of view: people will not change, and selecting people is not based on academic qualifications , instead of choosing experience, let alone attitude, hobbies and will, choose "talent". With the right talents, knowledge, skills, and experience can be learned, and attitude and hobbies are not a problem. If you choose the wrong talents, no matter how excellent his past record is, it will be the beginning of bad news. Jim Collins goes further in his new book "Good to Great". He says that most excellent companies don't know what they are going to do in the future at the beginning, or they don't care about this issue. What they care about is finding a group of "right people." "People", this group of right people will naturally lead the company to a brilliant future.

What they say is simple yet profound: People are not a company’s wealth, the right employees are. "The right people" are not trained, but "selected". That means either you were right from the beginning, or you were wrong from the beginning.

(2) Employ people on the basis of merit and have both ability and political integrity

Everyone often thinks of a word: "have both ability and political integrity". So why? As small as a unit or as large as a country, employing people is crucial. It is related to the rise and fall of the organization and its survival. Here is a little story that may give us some inspiration:

Once upon a time there was a scorpion who wanted to cross a river, but it couldn't swim. When it was worried, a frog jumped next to it, so it said to the frog: "Frog, frog, can you carry me across the river?" The frog replied: "Of course, but I can't, because you may be in my way." "Sting me when I carry you across the river." "But why should I do it?" The scorpion asked, "It won't do me any good. If you die, I will die in the belly of the fish." "Although the frog knows how vicious the scorpion is." , but after thinking about it, what it said made sense, so he swam into the water with the scorpion on his back.

At this moment, the scorpion suddenly bent its tail and stung the frog. The frog in pain shouted loudly: "Why did you sting me? It will not do you any good. If I die, you will sink too." The scorpion said as he sank, "But you must not forget me." It’s a scorpion. As long as I am a scorpion, I will definitely sting you. This is my nature.”

This is a very traditional and ancient wisdom story. But we have to admit that it is still very useful in today's society. Some people may say that although human nature is hard to change, I can still improve it through education and training, or that the key to selecting talents is to look at talents and personal abilities. Of course I don’t deny these two points, but I believe that while paying attention to these two points, we should pay more attention to the person’s nature and character. Of course, later training will change a person, such as behavior habits and behavioral motivations. Maybe you can give many examples to prove your point, but the time and energy required to change a person is usually a burden for some of our small and medium-sized enterprises. Can't get up. Excellent companies usually prioritize the selection of qualified talents rather than cultivating talents, especially when considering corporate operating capital and strategic business timing.

So select talents first and train them later, rather than cultivating them generally and focusing on selection. This is not only time-consuming and labor-intensive, but also causes unnecessary turnover of some personnel due to frustration.

The method of selecting talents is: if you cannot find a saint or a gentleman and appoint him, it is better to get a fool than a villain. Why? Because a gentleman has his talents and uses them for good; while a villain has his talents and uses them for evil. If you have the talent to do good deeds, you can do good everywhere; if you rely on the talent to do evil, you can do all kinds of evil. Even if a fool wants to do evil, he will not be able to do it because of his lack of wisdom and strength. He is like a puppy that attacks people, but people can subdue it.

The villain has enough intrigues and tricks to be evil, and he has enough power to show off his violence. Just like an evil tiger taking wings, isn't it very harmful?

A virtuous person is respected, and a talented person is loved; it is easy to favor and trust those you like, and to alienate those you respect, so those who select talents are often deceived by their talents. And forgot to examine his character. Since ancient times, there have been too many rebellious ministers and sycophants in units and countries, and prodigal sons in families, who have been talented but not moral enough, and have led to the downfall of the country! Therefore, if those who manage enterprises, families, and countries can examine the two different standards of morality and talent, and know the order of selection, they will not have to worry about losing talents!

(3) Use a scientific recruitment process system

Step 1: Analyze the job

First, write a job description and job description, and determine the key points of the position Indicators (KPIs). This defines the personal qualities and skills necessary to be competent at the job. Clarify the qualifications required for the position.

Step 2: Choose a recruitment plan

Choose appropriate testing methods to measure the qualifications of people for different positions, such as enterprising, extroversion and digital abilities, etc., which require different methods and tools. Each different selection method has different sensitivity to different indicators and has different effectiveness. We often combine multiple tools to measure different indicators, and finally form a complete selection plan.

Step 3: Implement the selection plan

The person and venue hosting the selection are very important. Generally speaking, all candidates should be tested under the same circumstances and by the same group of selecting officers. And specially trained testers can significantly improve the effectiveness of selection because training encourages interviewers to follow optimized procedures, thereby minimizing the possibility of bias and error.