How to become a qualified recruitment supervisor

In the eyes of job seekers, the hiring supervisor has the "power of life and death" to hire or not, which is above. Laymen have this kind of "prejudice", but as a recruitment supervisor, they lack sufficient understanding of recruitment work and will inevitably encounter difficulties. A qualified recruitment supervisor must have a correct and clear understanding of the recruitment work. As a window for candidates to understand the company, good manners and behaviors will often leave a deep impression on candidates, thus forming a positive or negative understanding of the company they are applying for. In fact, the applicant's knowledge and understanding of the company where the position is applied for is more obtained from individuals, such as acquaintances, recruitment directors, front-line managers and employees within the company. An applicant said to an enterprise HR on the phone: "I still have a good impression on your company and I am particularly impressed with you." In fact, he has never been to this company at all. They only met once at a job fair. If the hiring manager treats people badly, behaves inappropriately and lacks professional image, then even if the company has a great reputation and the recruitment booth is luxuriously arranged at the meeting, I am afraid it will leave a bad impression on the candidates. Calm and objective analysis and judgment. The standard for selecting a supervisor is actually very simple, that is, choosing the talents that the enterprise needs, rather than recruiting the talents that the supervisor likes. Recruitment is not about making friends, you must find someone with the same temper as yourself. On this issue, the hiring manager should not be vague at all. Otherwise, judging an applicant by making friends is tantamount to putting on a pair of invisible colored glasses. Hiring decision is naturally unfair, and the wrong hiring decision will bring huge losses to the company. In fact, the talents needed by the company should not come from a model. They come from different departments, from different positions, and need different skills, characteristics and talents. Therefore, recruiters should grasp the selection criteria according to the real needs of the position, rather than making judgments according to their own likes and dislikes. To make an objective judgment, we must overcome common mistakes such as stereotype, first cause effect, recency effect, halo effect, and deviation of the same kind of people. I often hear some colleagues say half jokingly, "I know it's someone at a glance." This sentence can be understood from two angles. We can understand that only so-and-so can recruit such high-quality talents, which is of course a compliment, but we can also understand that so-and-so recruits all the same people. If it is the latter, it is necessary to reflect on yourself. In addition to the two points mentioned above, you must also master the necessary interview skills and psychological foundation, and the shortcomings in this respect can be made up by relevant training. At present, both structured interviews and unstructured interviews have certain effects. The most common interview method is behavior description interview. Through specially designed questions, we can understand the past behavior of job seekers in specific situations, avoid the evaluation of job seekers' personality, and avoid assumptions and self-evaluation problems. Every enterprise has its own standards for measuring talents, and the hiring supervisor should recruit for this enterprise according to this standard. But unfortunately, we can't quantify this standard, otherwise, the recruitment work will be completely replaced by robots or completed by a computer program. The value of recruiting supervisors lies in their ability to comprehensively evaluate the qualities that enterprises value, such as work ability, work motivation, team consciousness, professional loyalty, pioneering and innovative spirit, learning ability and so on. By using the corresponding interview skills and psychological knowledge, make a decision on whether to hire for the enterprise. Of course, experience also plays a very important role in the recruitment process. Strong communication skills, in fact, there is an essential difference between the selection of personnel by the hiring manager and the judgment of students' learning quality by the teacher. Before making a choice, the hiring manager must have a comprehensive and detailed understanding of the position to be recruited. In order to truly understand the needs of front-line departments, hiring managers should have in-depth conversations with front-line managers to learn more about vacant positions, instead of just acting according to the limited job description written on paper, which leads to inconsistent selection criteria between human resources departments and front-line departments, leading to inconsistent personnel decisions and unnecessary disputes. The interview process is a process of communication between the two parties. The status of both the interviewer and the applicant is equal. Enterprises choose excellent candidates, and the candidates are also choosing excellent enterprises. Openness, fairness, and the courage to stick to your principles. In the recruitment process, even if you have had in-depth communication with the front-line departments, sometimes it is inevitable that you will have different opinions with the front-line departments when making recruitment decisions because of different perspectives. At this time, the hiring supervisor and the first-line manager need to reach an agreement with each other. In this case, the recruitment supervisor must dare to express and insist on his own opinions, and can't blindly accommodate the front-line managers, otherwise the failed job fair will bring huge losses to the enterprise. In a recruitment experience of the author, the front-line department recommended a backdoor candidate of an important customer and hinted that it was ready to hire, while the human resources department conducted an interview as usual and strictly insisted on not lowering the recruitment standard, and finally persuaded the front-line department to hire another qualified candidate. To do this, the key is that the hiring supervisor himself should be selfless, impartial, and not operate behind closed doors, and be able to proceed from the overall situation of the company. The recruitment of enterprises with added value should be said to be an important part of the company's human resources work and the preliminary work of the enterprise's human resources work. Recruiting good talents will lay a good foundation for the development of enterprises. The hiring manager can't think that the work is over when the employee goes to work. In order to reflect their added value, they should actively keep close contact with front-line managers, communicate with them on the specific performance of new employees, analyze the advantages and disadvantages of new employees, and make a comprehensive evaluation and explanation of employees' probation performance with them, so as to provide decision support for front-line managers to evaluate their probation performance and provide initial basis for future employee training and development plans. For the phenomenon of employees' voluntary resignation, a careful recruitment supervisor should not only be satisfied with counting the voluntary resignation rate of employees in the company, but also pay a job to the boss. More importantly, he should understand the real reason of employee turnover, provide reference for future recruitment, and provide good decision support for corporate human resources strategic decision-making. To do this, the hiring supervisor needs to communicate with employees in daily work and form a good relationship with employees. In this way, employees can tell their true feelings when they do the exit interview, and the hiring supervisor can really understand the resignation motivation of the resignee. Establish and maintain your own social network. In their daily work, recruiters should often deal with colleagues in human resources departments of companies such as talent portals, recruitment newspapers, university campuses, headhunting companies and talent agencies to get in touch with and understand these resources. Establishing a good professional relationship with these relevant personnel is very beneficial to recruitment. It's hard to imagine that a hiring supervisor stays inside the enterprise and turns a blind eye to the external recruitment environment, so he can only sit back and watch it change. For example, the hiring manager should be very clear about which type of job advertisement is suitable for the target candidate of the enterprise; Which type of recruitment website is more attractive to the target candidates; Which headhunting company knows more about its culture, structure and employment standards; Which universities offer specialized courses corresponding to their own enterprises; Who in the industry can help you understand the specific situation of job seekers? All these fully reflect the importance of social networks. Familiar with the labor market and related recruitment policies. If you are a recruitment supervisor in the human resources department of a multinational company, you should not only know the labor market and relevant recruitment policies in China, but also know the labor market and recruitment policies outside Chinese mainland (including Hong Kong and Macao). With the gradual deepening of China's opening to the outside world and its accession to the World Trade Organization, China has increasingly become the choice of foreign talents. How to implement the plan of recruiting foreign talents and returning overseas students is also a new challenge that recruitment directors of domestic enterprises must face.