How managers choose talents

For those enterprise groups that grow from small companies to industry giants step by step, the most important thing is how to effectively select talents besides how to effectively manage enterprise affairs and avoid waste of resources. Next, I will sort out how managers select talents. I hope you like it!

First, clear talent standards:

Find key employment indicators for each position.

When choosing a person with clear employment standards, the first thing that comes to mind is the quality model. Establish a unified and effective talent standard. Only unity can be called a standard, and at the same time, unified standards can be used for communication. Validity is the basis of standards, and ineffective standards are better than no standards to avoid useless communication. Quality model mainly refers to the integration of knowledge, skills, experience, ability, attitude, values, personality and internal drive that employees need to be competent for a certain position.

Second, "reading and seeing mountains and rivers" is to obtain

Chatting during recruitment can be mutual acquisition.

A few years ago, Lu Yu visited Patty Hou. After the interview, Patty Hou said that he was very happy, and they both got a good interview opportunity. Similarly, a colleague who specializes in recruitment, I once envied her employee attendance rate-anyone who basically talks about the offer at her place will definitely be employed. Later, she said, there is no skill, but this industry has been infiltrated for six years. I have seen too many people coming and going, the general career trajectory and possible development path are there, and the commonness and particularity of everyone's experience are there. After taking the professional planner's certificate out of interest, her interview is not a pure' interview', but a chat with people, industries, posts and development. From unilateral structural and behavioral interview confirmation to all-round chat, the candidate perceives her major, and she gains more than just a successful candidate.

Third, standardize the recruitment and interview process to ensure the stability of selection accuracy.

1. Resume screening: The Human Resources Department will screen resumes initially, and the initial screening personnel will fill in the application form as required.

2. Initial test: the person in charge or above is the interviewer for the initial test; The initial test is a partial survey, and the elements of the survey are four aspects of the overall quality model; The initial test can be conducted by 1-2 people for about 30 minutes; The initial test mainly gives the conclusion of whether to re-test.

3. Personality test/written test, etc. : Those who pass the initial test can arrange a personality test; And conduct a written test according to the professional situation; Personality test and written test results are used as reference for re-examination examiners, but not independently as the basis for interview decision-making.

4. Re-examination: Re-examination shall be conducted by 2-4 people above the department manager; Re-examination is a comprehensive investigation, the elements are comprehensive quality+functional quality, professional experience and skill level should also be considered; The second interview should decide whether to hire or not.

5. Background investigation: The Human Resources Department will organize background investigation for personnel in important positions and those who have questions about relevant information during the interview. At present, more than 50% of the interviewees have false resumes, so the necessary background investigation of the interviewees will greatly improve the accuracy of the candidates and reduce the risk of employing people. )

6. Employment: determine the position and salary level to be employed; Send employment notices to recruiters, including information such as position, salary, welfare and career development, so as to strengthen recruiters' confidence in the company.

In short, if an enterprise lacks scientific and systematic evaluation methods and standards, and an interviewer who has not received professional training and mastered unified methods, it is easy to cause unqualified employees to flow into the enterprise like defective products that have not passed quality inspection, and then quickly lose a lot, bringing more direct and indirect economic losses. Therefore, it is necessary to use clear criteria to select people, rely on people with the ability to select people, and use scientific interview processes to ensure that people can be selected. Only when all aspects are considered comprehensively can you accurately select the talents you want.