Four dimensions to help you screen candidates.

Four dimensions to help you screen candidates.

Four dimensions help you screen candidates. For a company, how to recruit the most suitable employees is a very important thing, and the people who are mainly responsible for this aspect are a headache. How can we choose the right talents? Let's share some tips to help you screen candidates in four dimensions.

Four dimensions help you screen candidates. 1 How to build a candidate model?

The screening of candidates is divided into four aspects:

1, demographic characteristics and education;

2. Cognitive ability of mathematics, logic and language;

3. Personality and personality traits;

4. Professional ability.

The purpose of our recruitment is nothing more than to make up the turnover gap or business gap.

When you understand these four dimensions, you can draw a model of this person's age, education, personality and ability in advance, no matter what the purpose of recruitment is.

If, as a person in charge of recruitment, you are given a recruitment demand, but you don't have a portrait of this person in your mind, it means that you are not familiar with at least one aspect of business and recruitment system.

1, demographic characteristics and qualifications

Judging whether it conforms to the position from the basic information.

Demographic characteristics and education are actually the basic information of candidates, such as age, gender, household registration, marriage and childbearing, education, work experience and so on.

This information can be divided into interval matching, and not whoever is better will be satisfied. If you want to recruit a part-time cleaner, and there are graduate students from Tsinghua submitting their resumes at this time, will you interview?

As the first step of the screening system, there is no high correlation between demographic characteristics and educational background and employees' performance after employment, that is to say, people with high educational background, tall stature and graduates from prestigious schools may not have good performance.

Its biggest function is to reduce the number of candidates who enter the written test or interview, that is, to try to screen out unsuitable people.

We know that reducing the chances of recruiting unsuitable people will increase our chances of missing suitable people. For example, we need to recruit a good image in order to promote the company's sales, but we missed Ma Yun. ...

Therefore, the number of screening requirements should be streamlined. The screening requirement here does not mean eliminating most people, but trying to eliminate unsuitable people.

Whether this is strict or loose depends on the balance between the influence of employers in the market and the cost of recruiting labor. After all, HR babies should not be exhausted because they are afraid of choosing the wrong person.

2. Cognitive ability

Recruit people by IQ

Cognitive ability is what we often call intelligence or IQ.

Under other conditions, cognitive ability is strongly correlated with performance. This has been confirmed in the quality model effect verification of many companies.

In other words, when other factors are uncertain or there is no obvious difference, you can obviously bring higher performance than people with low intelligence.

But generally we don't assign too high a value to this when recruiting. Generally speaking, we will give a minimum acceptable lower limit, that is, after crossing this line, he will not be screened out because of his intellectual factors.

Generally speaking, digital and language intelligence tests will be conducted through business reasoning or socio-economic examples. Another raven's test is those small squares, quadrangles and hexagons, so you can guess which similar questions are missing.

Generally speaking, the intelligence test will be conducted by online answering or offline written test, but the offline test must pay attention to the time limit, because most people basically just finished before the time point, and the time will not be abundant.

3. Personality and personality traits

Personality determines whether it conforms to the company's atmosphere.

Finally, the most important point is reached.

It can be said that any one of us who has had recruitment experience will observe the personality of the candidate through several points during the interview, but God knows if the observation is right. Anyway, you have your own set of standards and I have my own set of ideas.

Our biggest goal here is to combine everyone's tools and communicate in one language. And what I want to recommend is the five major evaluations.

Unlike those Jianghu psychology, such as color personality, such as disc review, the five-level evaluation is catchy and easy to spread. Therefore, although it has existed for many years and enjoys the status of being worshipped in academic circles, it is not so hot in the evaluation market.

Big Five personality includes five dimensions, including extroversion, conscientiousness, openness, agreeableness and neuroticism. Why does this name sound so ungrounded?

It is actually quite interesting that a person's personality can be clearly expressed in the palm of his hand. After 1980, the five-factor model of personality structure (FFM) has been widely recognized.

These five factors include:

■ Extroversion: showing enthusiasm, sociability, decisiveness, activity, adventure and optimism;

■ Conscientiousness: including the characteristics of competence, fairness, order, due diligence, achievement, self-discipline, caution and restraint;

■ Openness: characterized by imagination, aesthetics, rich emotions, seeking differences, creativity and wisdom;

■ agreeableness: including trust, altruism, frankness, modesty, empathy and other qualities;

■ Neuroticism: including anxiety, hostility, depression, self-awareness, impulsiveness and fragility.

How to use a big five with such a good personality? Sorry, it may not take thousands of words to finish, and there is no particularly easy-to-understand and accurate reading material in China at present.

But there is no problem even if there is no Big Five personality, such as MBTI, Dierske, 16PF, Hogan, Berbin and so on. On the market, what can be used. Sometimes, although the reliability and validity of the evaluation are not good, it is easy to get started.

The focus of psychological evaluation is to learn to model. Generally, every evaluation will give dimensions above 10, so what do I need to see? What can be classified into one category?

Generally speaking, in addition to the evaluation tools recognized by the academic circles and mentioned above, many psychological evaluations will combine the quality theory, but the results are similar to the quality dimension.

If their dimensions are classified in many ways, you can divide psychological characteristics into three categories:

■ Motivation and emotion: such as achievement motivation, flexibility, action orientation, etc.

■ Tasks and objectives: conceptual thinking, logical thinking, innovative thinking, etc.

■ Interpersonal relationship: relationship establishment, communication influence, unity and cooperation, etc.

Then, according to the relevant evaluation results of these three categories, judge whether the interviewer fits with the position and company.

4. Professional ability

You have to weigh a few pounds and two ounces.

Because there are many positions in the company, the working environment, task types and work objectives of different positions are very different, so there is no unified method in professional ability.

But in fact, this is not a big problem.

From the perspective of professional ability, we should look at it layer by layer. If we recruit a grass-roots HR, we don't need him to have too high professional ability, as long as he matches the current needs and has certain development potential.

For general positions, you can get a general understanding of their abilities through star interviews, callbacks, or direct questions and drills by superiors.

And if we need to recruit a senior it architecture engineer, you don't have to worry as an HR, because as long as there are candidates, almost all of them are recommended by others. And his past resume can also prove his strength. Anyway, you still have CTO and IT manager. It is said that any experts will know.

That is to say, let professionals evaluate the professionalism of the interviewer, rather than HR guessing by the interviewer's dictation.

As for the high-end crowd, there are methods such as briefcase and scenario simulation, which are enough to deal with. In addition, the activity and influence of some forums or professional circles, as well as the articles published and the questions answered, are not all evidence?

Mastering and understanding these four dimensions does not mean that you can become an old driver overnight.

But at least when the recruitment plan has no clue, there is a set of rules for you to follow. When the leader asks you why you chose this person, you can logically say some key points besides "feeling".

Four dimensions help you screen candidates. Recruitment is the easiest job of the human resources department, which is nothing more than screening resumes for interviews. Inform everyone to come to work. An expert who has been working in human resources for ten years believes that it is the most difficult to recruit or select talents, and recruitment is like an adventure and gambling. An informal recruitment, such as meeting and talking to determine the candidate, has low credibility, plus psychological evaluation and evidence collection, which means that I can pass the exam only after doing my job well.

The process of selecting talents is like fighting a war, just learning more skills. Only by making this battle more professional can we recruit more suitable candidates. What kind of company can win, not by product characteristics, nor by cost leadership. In this changing business environment driven by high technology, finding and retaining talents will become the focus of competition. Just as sports organizations actively recruit the best players, future companies and future commercial organizations will also compete fiercely for the best talents. Successful enterprises will be those that are good at attracting.

What problems should we pay attention to when recruiting? Questions that must be asked in the interview are. This is actually adding luster to your company. The department manager and line manager are responsible for selecting and employing people and hiring decision. I hope more department managers will strengthen their study in this field. We must know what the candidate needs. What they demand and care about is job security, high-paying stock options, participation in authorized training and skills development opportunities, fair treatment information, incentive mechanism, long-term job rotation strategy and so on.

Effective recruitment and the competitive advantage of the company Effective recruitment can first reduce the cost, and recruiting the right person can reduce the cost of the company. You don't need to train him after you come in. It can attract qualified candidates. Your recruitment is very professional and will naturally attract qualified candidates. The loss rate can be reduced. Tell the truth in the recruitment process and reduce the turnover rate through realistic job announcements. Although effective recruitment can bring competitive advantages to the company, please don't neglect helping the company build a more multicultural team.

Four dimensions help you screen candidates 3 1 and over-advertise the company and its future development.

As an interviewer, even if you meet outstanding talents in the interview, in order to attract the other party to join the company, you will throw an olive branch to the other party and draw a beautiful blueprint for the company, which is what we often say, "drawing cakes" for the candidates. This is unprofessional and irrational.

First of all, don't say that you may interview someone more suitable than him in the future. Secondly, it is best not to give the applicant such uncertain promises. If he later joins the company, he finds that it is inconsistent with what the interviewer said during the interview, which will not only reduce the company credit of the entrant, but also lead to his resignation.

I remember when I applied for a company, one of the interviewers promised that if the interview passed and the fare was reimbursed, the foreign company would vigorously train you, and as long as you entered the company, there would be very good development in the future.

As a result, the fare was not reimbursed after joining the company. The company also asked us to practice in the first half of the year, with a salary of more than 1000 and no accommodation insurance allowance. All these make people feel that the company's recruitment is deceptive from the beginning. I remember that there were about 27 employees at that time, and only 10 was left after one year. This is the brain drain caused by excessive attraction in the interview.

2. Easily promise wages

Usually, the interview is divided into the initial test and the second test, which are conducted by the business department and the human resources department respectively, while the salary and benefits are usually recommended by the comprehensive business department after the HR interview, and the salary is finally determined. Therefore, in the interview process, it is best for the interviewer not to easily promise the salary to the candidate, but to consider the company cost and respect the ideas of other interviewers, and finally make the best judgment.

3. like people with similar personalities

"Like-sex repulsion, opposite sex attraction", people with the same personality will naturally have more * * * the same language when they communicate together, but the interviewer can't just select people according to his own personality standards. A team needs people with different personalities to play a real role. If a team's ability and personality are not diversified enough, then the team is not perfect, and it is precisely because we are too similar that the exposed shortcomings are more prominent.

4, the qualifications are too high, not the most suitable candidate.

A colleague shared a short story before, saying that a small and medium-sized enterprise tried its best to hire a P6 technician from Ali to be the CTO of the company, but the good times didn't last long, and finally the company closed down. The reason is that company recruitment violates the most basic recruitment principles. Recruiting talents is not for Excellence, but for the company that suits you best. Most of the backbones from Ali have strong ability in a certain subdivision project, because large companies have a clear and detailed division of labor, but they lack experience in other projects, which is useless to small and medium-sized companies. Therefore, when selecting candidates, interviewers should not blindly employ over-qualified candidates, but hire the talents that are most suitable for their own company.

5. Those who jump to conclusions on the spot

No matter what I said earlier to attract employees to say something irrelevant or promise something unpredictable, it implies that the interviewer should be cautious when recruiting people, and don't draw conclusions on the spot, even if you think he meets the requirements of the company. Actually, the interview is just a reference. Many people who are not good at interviewing but are very capable suffer under such conditions, and as an interviewer, they should be more cautious and objective.

6. I have been reluctant to hire people who are better than myself.

General business department heads will become interviewers, but there will also be some companies. In order to keep their jobs, managers deliberately refuse to hire people who are better than themselves, which is harmful to themselves and the development of the company.

I also shared how to lead subordinates who are better than myself, including four mentors in The Journey to the West. Without highly skilled employees like the Monkey King, Tang Sanzang would not have been able to get Buddhist scriptures. Therefore, excellent talents are very important for a team. As an interviewer, you need to abandon prejudice and employ such talents for your own use.