How does HR identify the really suitable talents?

Many HR in charge of recruitment will face the following confusion: how to deal with candidates who carefully package their experiences? How to test candidates' familiarity with interview questions and the true level of quick answers? Some people speak better than they do, and pass the interview smoothly, but they soon prove that the actual work is not good. How to identify the really suitable talents with "critical eyes" is a challenge to HR.

On April 17, at the 82nd HR Elite Salon of this newspaper, Michael, the recruitment director who now works for a Fortune 500 company, gave advice to senior executives and recruitment directors, and showed the efficient recruitment system and unique recruitment skills of Fortune 500 companies with his vivid cases in many Fortune 500 companies such as Siemens, Dell, Motorola and Hewlett-Packard.

The two HR also simulated the interview on the spot. After a "cross-examination" of the interviewer's ability and the reason for leaving, the simulated HR said, you did a good job, but the quality of our clothing industry employees is generally low. Can you accept it? Please comment after the interview. An HR pointed out that the interviewer's biggest flaw lies in: first, you should not point out whether the candidate is doing well during the interview; Second, don't use discriminatory language, such as the poor quality of employees in the clothing industry; Everyone here is very encouraged.

Michael's comment: Interview should focus on four qualities: knowledge and skills, motivation, intelligence and personality. Interviewers should avoid some common misunderstandings: for example, the first impression determines the interview result; Failure to understand the job requirements well and decide the interview results according to the order of candidates; Decide the interview result by personal character, gender or race. These subjective biases will affect the fairness of the interview results. The determination of candidates should be decided by the collective. Key positions need background investigation, and special positions need psychological test.

"What kind of interview method is better? Should I choose a structured interview or stress interview? Choose a group interview or a separate interview? " The enterprise HR present raised questions.

Michael pointed out that different positions should take different ways. Structured interview is fair, which can protect the candidates who are not experienced in the interview, but the disadvantage is that it is difficult to judge the true level of the candidates. Stress interview is a test of the self-adjustment ability of candidates in the face of pressure, which needs to be handled with caution. This method is only used in necessary positions. Group interviews are mainly aimed at a large number of college students or ordinary staff, and it is best for middle and senior staff to interview one-on-one. He recommended two common interview methods, HR structured situational interview and behavior-based interview (EAR method), which can effectively reduce the subjectivity of the interview and apply to any position.

Structured situational interview: there are five basic steps: job analysis-listing the specific job content of the position-organizing interview questions-preparing reference answers to related questions-selecting interview team members and conducting interviews.

Behavior-based interview: This is a way to predict future behavior through past behavior. The representative interview topics are as follows: 1. What do you think attracts you in your current job? What don't you like? 2. What measures do you take in your daily work to help you achieve your goals?