Why are most airborne troops of domestic private enterprises difficult to succeed?

There are many reasons why the recruitment success rate of middle and senior managers in domestic enterprises is so low. Part of the reason is that senior managers don't regard recruitment as a science, and "naively" think that they are born with the ability to identify candidates, trust their feelings and experience, and a lot of recruitment and interviews are based on feelings. Some are because the recruitment process is unreasonable, and the common problems are:

I. Lack of standards

The most common problem in the process of recruiting managers in domestic enterprises is the lack of clear and unified standards. In fact, everyone has standards in mind, but the chairman has the standards of the chairman, the general manager has the standards of the general manager, the department has the standards of the department, and the human resources department has the standards of the human resources department. These standards are usually inconsistent. The management did not sit together to discuss what the excellent middle and high-level standards of their "enterprise" as an "organization" were. When I was training an enterprise, I once asked all the executives present, what is the standard for this enterprise to judge whether a manager is excellent or not? What are the criteria for selecting managers, especially middle and senior managers? Most people can't tell, some say they have both ability and political integrity, but ask: what is virtue? I can't answer that. This situation is very common among our consulting clients, either there is no clear standard or there is a standard, but they are all abstract statements and cannot be used to identify candidates.

2. disrespect for candidates.

Generally speaking, this problem is not easy to occur in foreign recruitment, but it is very common in domestic enterprises, especially private enterprises. In some enterprises, management and recruiters lack self-cultivation. Many candidates have this experience. During the interview, the examiner assumed a condescending posture, with a tough tone and an arrogant attitude, as if someone was asking him for a gift, just like interrogating a prisoner. A well-known domestic online search company recruits managers. When the applicant first arrived at the company, the receptionist was arrogant and indifferent to others. Usually, applicants have to wait outside the door for half an hour before they can start an interview. During the interview, the examiner is extremely impatient, and usually the candidate rudely interrupts others before finishing a sentence. Therefore, many applicants have vowed not to work in this company, which has a bad reputation.

In fact, many companies may not understand the recruitment. For truly capable talents, it is now a "seller's market" rather than a "buyer's market". They are not worried about finding a job. If enterprises show disrespect to candidates, real talents can climb higher branches.

Step 3: seek perfection and blame

Some enterprises have very high requirements for talents when recruiting talents. For example, a well-known computer manufacturer in the south asks for a human resources director: 10 years working experience; Graduated from a prestigious university; Major in human resource management; At least 5 years working experience as human resources director in well-known enterprises; Have the depth of a thinker; Executions by doers; Have the eloquence of an orator and so on. But the salary is not high. Let's think about it. I'm afraid there are very few people in the country who meet this requirement. If there are such people, they may not be interested in your company. As a result of this unrealistic requirement, there are very few talents to choose from and some of the best candidates may be missed.

There are also some enterprises that have a great responsibility for their own organization and job design, and no one in the market is qualified for this position. One of my clients once told me that they were recruiting a president to be the office director, and they used various methods, including hiring a headhunting company, but they didn't recruit for a year, and the boss was very unhappy. The author is very puzzled. I was shocked when I saw the job description. It turns out that the president's office has a powerful function, not only to do strategy, planning and budget management; At the same time, be responsible for the performance management of the branch; Responsible for internal audit and legal affairs; Responsible for process optimization; Also responsible for external relations and so on. This requirement is so high that almost no one in the market can do it. Even if some people are general managers in other companies, they may not be qualified for this position, because the functions are too wide and the requirements for internal management and business relations are very different. It is difficult to do it well if one person is in charge.

4. Trust candidates easily

Although people are suspicious in daily life, in the process of recruitment, many managers will believe the answers in the interview and the information in the resume without careful screening. Or they don't have the ability and technology to screen. They don't know that many candidates will intentionally or unintentionally distort information, or exaggerate their grades, or cover up their mistakes, or avoid talking about problems, and so on.

In fact, when applying for a position, many people simply don't want to stay in this company for too long. They just want to get rid of the current predicament, or save more money, or find a company that makes them look more dignified, in case they have the capital to jump ship in the future. In this way, they will only highlight their achievements in their resumes, and they will often adjust the "truth" to cater to the interviewer during the interview. For example, the credit manager of a bank wants to apply for a position in a high-tech company. When the interviewer asked him if he had the ability to take risks, he replied that he liked to lend money to small high-tech enterprises in the early stage. In fact, in the past two years, he has only lent money to two similar enterprises.

Some enterprise leaders also know how to be cautious in the recruitment process, and can't trust candidates' comments. Sometimes, when recruiting people for important positions, external experts will also be hired for interviews. However, due to the limited screening ability of "external experts", they are still easily deceived. An entrepreneur I know invited a so-called external expert to interview when recruiting a deputy general manager, and invited a person who felt very good during the interview. During the interview, the candidates gushed, and Kan Kan told his past performance, which was believed by the general manager and experts. But it took half a year to find that this gentleman is a "superficial talent" with good eloquence but poor management ability.

5. Appreciate that the other person may take himself as a benchmark.

Many interviewers will speak highly of those who are similar to themselves in some ways, such as those who graduated from the same school, those from the same hometown and those with the same family background. For example, a Peking University graduate is the leader of a certain department, and he always tends to recruit people who graduated from Peking University when recruiting employees. As we all know, this position may be more suitable for people with different viewpoints or backgrounds.

A considerable number of recruitment interviewers regard themselves as a pole to measure candidates in the interview process. Generally speaking, the more experienced and successful people are, the more they like to benchmark themselves. In this way, personal likes and dislikes, values and abilities in all aspects are regarded as admission criteria. Taking oneself as a benchmark is a manifestation of irregular recruitment of enterprises. Even if some enterprises have very clear recruitment requirements and have done too much training, the interviewer still can't operate according to the company's requirements in recruitment. The fundamental reason is that the interviewer uses the recruitment criteria according to his own understanding; If the criteria are not clear and specific, or it is necessary to make subjective judgments, it is easier for the interviewer to make judgments based on himself.

Inappropriate authorization of intransitive verbs

Most managers are willing to participate in recruitment and make their own recruitment decisions, so should the correct approach. However, many executives have entrusted the key steps in recruitment to others because of their busy work. One of the typical problems is that they ask their direct subordinates or employees in the human resources department to draft the job description of the recruitment position, but they rarely participate in it themselves. Another mistake is that the first round of interviewers appointed by the supervisor are either not well prepared for the interview or have incorrect motives. For example, when a famous domestic pharmaceutical company recruited a sales director, it handed over the power to review resumes to a group of department managers under the three directors. These managers have different experiences in how to screen resumes, and they also argue about what their new boss should look like in the future. What's more, the company later put this team in charge of the initial test. For this reason, the company lost a very good candidate, because he thought it was an insult to let his future subordinates judge him.

7. The interview lacks scientific methods and processes.

Generally speaking, the current executive recruitment interviews in China enterprises are like this: Like small talk, people familiar to both the interviewer and the applicant, recent sports competitions and major events at home and abroad can all become topics of conversation. When it comes to topics, the interviewer will ask several questions that the candidate expected, and then the candidate will answer them slowly. This kind of interview has no structure, no established process, and no established investigation elements and questions. It is not so much an interview as a chat. Both parties may have a good time, but the interviewer still doesn't understand the candidate's ability. Moreover, this kind of chat interview may make excellent candidates who are not good at chatting rejected.

In recent decades, management research shows that structured interview is one of the most effective methods to predict candidates' future job performance. The so-called structured interview is to determine the list of abilities and interview questions required by the position before the interview, and then in the interview, the interviewer asks questions strictly according to the questions to judge whether the candidate meets the requirements of the position and has the abilities required by the position. This kind of interview often contains some uncomfortable questions that are difficult to answer, which need to be carefully designed and asked with heart.

Eight. Ignore emotional intelligence, or ignore deep ability and quality.

Most enterprises usually pay attention to some hard indicators (superficial indicators)-education, family background, age, IQ, past work experience, looks and so on. , but pay little attention to soft indicators (deep indicators), such as emotional intelligence, personality, motivation, analytical thinking ability, etc. (See for example 1. 1). However, recent research shows that emotional intelligence, motivation and abstract thinking ability are the key factors to predict whether a person is qualified for a position. Daniel Gorman, a famous psychologist, believes that if you want to achieve excellent work performance, EQ is twice as important as IQ and technical ability. Professor McLelland, a famous American psychologist, pointed out as early as 1970s that the best predictor of performance is not external conditions such as university education, but people's deep qualities, such as motivation.

Example 1. 1: A famous group recruits the general manager of an investment company.

Job responsibilities:

1, responsible for the management and capital operation of investment companies;

2. Be responsible for the investment and financing management and decision-making of the company;

3. Be responsible for negotiation and communication with relevant departments.

Requirements:

1, under 45 years old, master degree or above, more than 6 years investment-related working experience, and more than 3 years department supervisor management experience;

2, with good industry research and analysis and judgment ability, strong industry research report text organization ability;

3. Familiar with legal and financial knowledge, engaged in investment banking business for more than 3 years, familiar with enterprise restructuring and asset restructuring business, strong comprehensive analysis ability on capital market, experience in mergers and acquisitions, IPO, venture capital, private placement and asset management, and successful cases;

4. Familiar with overseas IPO operation, able to put forward reasonable suggestions on corporate equity structure governance;

5. Proficient in English, with relevant securities qualification is preferred.

Nine. Corporate politics

A very serious problem in the recruitment interview process is that there are a lot of political behaviors, such as people like to recruit their own people. The chairman of a listed company is very autocratic. After the general manager of the company left, he offered to let college students take over. Under his coercion, the board of directors had to accept it and omit the usual recruitment procedure. As a result, in less than a year, the new general manager was dismissed for lack of strategic management ability, which led to a sharp decline in the company's performance.

Some of the recruitment has the meaning of playing politics, which is common in joint ventures. When the joint venture company discusses the appointment of senior executives, all parties to the joint venture always want their own people to take power, regardless of whether the candidates are capable or not. So they will carry out all kinds of behind-the-scenes activities and do everything possible to let their own people take power.

Another common phenomenon is the "Wu Dalang" phenomenon. Many people like to recruit people who are less capable than themselves when recruiting, so that they will not be threatened when they are promoted in the future. A well-known pharmaceutical company in Shenzhen once wanted to recruit a department head, and the human resources department found a woman with very good conditions and recommended her to the employing department for an interview. After the interview, the human resources department asked the interviewer of the employing department how his work was, and the interviewer (department manager) said that this person was not good. A few days later, the applicant actually called the chairman of the company to complain about the interviewer, saying that the interviewer told the applicant that a person with good conditions like you should not come to our company. Our company has a good external reputation, but its internal management is poor, so it's not worth your coming! Obviously, the department manager doesn't want this qualified candidate to come in, so as not to "threaten" his future. According to the author's consulting experience, such a situation is very common in private enterprises. If the enterprise does not have a very good process, this "Wu Dalang" phenomenon will easily appear.

Tenuto likes to find fault.

The recruitment interview process is a process of exploration, analysis and discovery. In this process, we should carefully explore the shortcomings of candidates. Between the interviewer and the interviewee, one party often tries to hide his own problems, while the other party tries to find them. Therefore, the interviewer must have the ability and methods to find out the shortcomings and problems, and find out the possible doubts and problems of the interviewer. However, in recruitment practice, this is not enough. Some interviewers only see the small flaws in the interview process and can't see the big shortcomings and problems. In other words, they see the big from the small and fail to see the essence through the phenomenon. For example, once a colleague of the author participated in the recruitment and found that the interviewer was very nervous. It is believed that: "This person's communication ability is acceptable, but he has a sense of tension, speaks unnaturally, and does not talk about problems in depth." During the comprehensive interview, I felt the same way with my colleagues. But the author thinks, why is he nervous, why does he speak hesitatingly, why is he sometimes not nervous and speaks naturally? Why does he always avoid me when he is nervous? As a person with long-term sales experience, this should not be. Why? These key points enable the author to make a deeper exploration. After several rounds of questions and answers, the author found that some candidates' experiences were fabricated. Of course, there are also some interviewees who tend to be picky. In the job interview, they focus on finding fault with others. We say that in the interview process, in addition to finding problems, the interviewer's most important task should be to find the advantages, advantages, characteristics and strengths of the interviewee, and to search for what they can use for the enterprise and their potential. Only by working hard in this respect can we find the talents that enterprises need. Only in this way can we see each other's shortcomings and advantages, so as to weigh the pros and cons and foster strengths and avoid weaknesses. Practice has proved that it is difficult to find a person's shortcomings, and it is often more difficult to find a person's strengths and potentials.