How to better select talents in the recruitment process?

Respect for candidates, clear and unified selection criteria, scientific and diverse recruitment methods and more training and development opportunities will help enterprises find suitable talents.

The return on investment in human resources is a hot topic at present. If I had to choose one of all human resource management activities that most affected the return on investment, I would choose "recruitment and selection". This is perhaps the weakest job that most enterprises invest the least. Many enterprises are keen to redesign the company's salary system or performance appraisal system. They think these aspects are "technical" and difficult to do. If they don't do well, they will cause complaints from employees and managers. But for recruitment, this is not the case. Some companies recruit hundreds of thousands of people at every turn. If they can't recruit people, they will be criticized, but no one cares whether the people they recruit are suitable or not. In recent years, the intensification of job competition in the talent market has greatly increased the choice of talents by enterprises, but it has not improved the effectiveness of these enterprises in talent selection.

The former CEO of Procter & Gamble once said, "I don't see anything more important than internal recruitment." Recruitment is at the front end of the value chain of human resource management, which means that if an enterprise makes a mistake in recruitment and selection, it will pay a huge price for this mistake in the later stage: salary, training fee, loss caused by poor work, communication cost, dismissal cost and opportunity cost of recruiting a more suitable employee.

There are four differences in the recruitment and selection of enterprises: first, they always show respect for candidates in the whole recruitment process; Secondly, there are clear and unified selection criteria, which will not change because of different interviewers; Third, use various methods in the recruitment and selection process, not just interviews between examiners and candidates; Fourth, after the selection, the candidate information obtained in the recruitment process will be used as a reference for the training and development of candidates after taking office.

Recruitment process: respect others everywhere

In the whole recruitment process, excellent enterprises try their best to leave a good impression on candidates and make them feel respected. In most cases, the interviewer will smile and talk to the candidate. Even if he looks serious, he deliberately creates a little pressure atmosphere to understand the candidate's reaction in this situation. After the stress test, the examiner will generally explain the reasons to the candidates.

Such enterprises are also tactful when rejecting candidates. They won't say "we can't admit you because your ability can't meet our requirements", but they will say "you left a very deep impression on us, but we found that the position you applied for is not suitable for you, and we believe you will find a more suitable opportunity". Accustomed to being dragged out, I often haven't heard that the following "talents" are so unusual. Even if you know that you have been rejected, you will have a good impression on this company.

In the recruitment process of P&G, although there are many applicants, no one will think that the company is "bullying customers". The winner and six generals after the five levels will be able to get special courtesy. The company will have a special person to inform the candidates that they are accepted, and at the same time, they will ask the candidates whether they accept the job opportunities at P&G, because the people who are accepted are often excellent, and it is normal to have several job opportunities in their hands. In contrast, it is hard to say what kind of talents can be recruited by companies whose examiners think they have the right to kill candidates and treat job opportunities as charity.