Why can’t foreign trade companies recruit suitable people?

Many people know the importance of talents to the development of enterprises, but they often ignore the key link of "selecting talents".

Some bosses complained that as a foreign trade company in the startup stage, recruiting people is inherently difficult and there is no room for choice, so they generally do not spend too much time selecting talents. But the result is not optimistic. For two or three years, the company is still stuck in the same place, with new people coming and going, and there is no replacement.

Then the question is, is the selection of talents important?

1. Is the selection of talents important?

The answer is of course yes. Because trial and error again and again will only waste the cost of the company, keep the company spinning in circles, and become exhausted.

One thing that everyone has a deep understanding of is that companies have a very good chat with interviewees during recruitment, but when they actually get to the job, they find that this is not the case at all. Ability may still be developed, but some employees are too negative or pessimistic in personality, which will affect other team members to a great extent.

If you fire this type of employee at this time, not only will your investment in him be in vain, but more importantly, it will also affect the stability of the team; but if you do not fire him, you will need to invest more. And it may not necessarily have a positive effect.

To avoid these problems, we need to face one thing: when foreign trade companies recruit, they must first select good talents.

That is to say, make sure this person is what you want when recruiting. You need to focus more on talent selection and set a set of selection criteria.

At the same time, companies should regard recruitment as a long-term strategy and cannot just improvise. As long as the company is running, recruitment must be carried out. Because most of the time, employees are suddenly lost without any sign, or we have reached the end of our tolerance for a certain employee and must get rid of him. Emergency recruitment to fill the hole will definitely cause problems.

In terms of staffing, try not to be a carrot and a pit. It is optimal to maintain N+1 or N+2 status all year round. The order negotiation and service aspects of foreign trade are inseparable from people. Most companies are reluctant to invest in human recruitment. This is a big mistake, because recruiting an unsuitable person is a waste of money and money. The time and cost are higher.

2. What kind of talents should companies choose?

Some people think that being so strict in selecting talents requires strong abilities?

Of course not. The recruitment standards need to be based on the development of your own company and select people who are suitable for the development temperament of your own company.

Generally speaking, standards can be divided into hard conditions and soft conditions.

Hard conditions refer to conditions that have quantitative indicators and must be met. For example, academic qualifications, English level, work experience, age, etc., use these rigid indicators to keep out unsuitable job seekers and facilitate screening.

For example, some companies’ standard is to recruit fresh graduates. These companies generally have clear business development ideas, and they believe that a "blank sheet" of fresh graduates is more conducive to training.

Some companies require that they must have CET-4 or CET-6 English proficiency. Because those employees who are not good at English need to work harder than others and bear greater pressure and frustration. They have to learn business and language at the same time, which to some extent increases their burden. The difficulty of growing up.

Soft conditions are comprehensive qualities, character, character, potential, etc. For example, have a correct attitude, be honest, be enterprising, and have team awareness, etc.

For example, some companies state in their recruitment standards that they hope that the employees they recruit will have the ability to think independently, have a certain desire to make money, have strong teamwork skills, be optimistic and cheerful, etc. In fact, for foreign trade companies, Xiao Manjun believes that the three most important soft conditions are "optimism and positivity", "gregariousness" and "kindness".

No one is perfect. The criteria for evaluation need to be based on the core values ??of the company and should not be too harsh. The focus should be on cultivability and character. If even you yourself cannot achieve the standards, then Perfect, it means there is something wrong with your standards.

3. How to recruit suitable talents?

The process of corporate recruitment is nothing more than resume screening, written examination, and interviews. The previous ones are relatively simple and mainly focus on the inspection of hard conditions.

The most difficult part is the interview. You need to determine whether this person is the person you need through a short interview. Therefore, before the interview, you need to set questions based on soft criteria.

If you want to recruit motivated employees, you need to think about what kind of performance of the interviewer is considered to be motivated, and then set relevant questions. You can ask him what was his most failed experience? How did he face it? Judge his qualities by how he performs in the face of adversity.

If you want to test the interviewer's problem-solving ability, you can use the problems encountered in your business process as interview questions for him to answer, and see how he behaves when he encounters the problem, and actively solve it? Or ask a colleague for help?

The culture and characteristics of each company are different, and the standards will be different, but the idea is similar: consider clearly how people with certain qualities will perform, and then set up a scenario to examine the interviewers.

What needs to be noted here is that the atmosphere of the interview should be appropriately relaxed, preferably in the form of small talk, so that the interviewer can relax and show his true side more easily.

In addition, regarding the recruitment brochure, a very important point is: don’t just write what you want, but also write clearly what the interviewee wants, such as:

Whether the company is perfect The training system can help them get started as soon as possible and reduce confusion;

Whether the company has complete incentive measures, such as commissions and bonuses, you don’t need to write so specific, but you can write down that the person with the highest income may have How much is it?

Whether there is annual leave, travel, various activities, etc.

This will allow you to receive more resumes, which will help you select more suitable and outstanding employees.

In addition, I would like to remind everyone of a few points: some people seem to have good performance, but sometimes it does not mean that they are really capable. It may also be that the platform of the previous company is great or they have caught up. Foreign trade bonus period; even if the other party is really great, it still depends on whether it can cooperate with you and is consistent with the company culture and values.

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