Enterprises strictly select and employ people.

Criteria and characteristics of talent selection in enterprises (7 general remarks)

Selecting talents is the only way for enterprises to inject new strength and revitalize. Different enterprises have different talent selection criteria because of their own nature and leaders' different employment concepts. Strictly speaking, there is no universally applicable talent selection standard. How to choose the talent selection standard suitable for your own enterprise is the most important. The following are the standards and characteristics of enterprise talent selection that I have compiled.

Criteria and characteristics of enterprise talent selection 1 In the process of talent selection, the selection criteria are also divided according to different perspectives. There are four pairs of common talent selection criteria: low standard and high standard, wide standard and strict standard, hard standard and soft standard, general standard and personal standard.

1. Low standard and high standard

If there is a shortage of talents in a certain position, the recruiting unit may slightly lower the standard, that is, the low standard; If there are many talents of the same type, the unit may raise the standard of selecting talents, that is, high standards. With the change of supply and demand structure in the human resources market, the standards of employers have been adjusted accordingly.

2. Strict standards and wide standards

"lenient entry and strict exit" is an old saying in selecting candidates. "lenient" is to facilitate further screening and recruit as many talents as possible; "YEATION" is to carefully screen and choose talents who really meet the needs as much as possible. Therefore, we can define the criteria broadly from the beginning and conduct strict screening in the actual selection process, but strict criteria and broad criteria are not absolutely opposite and can be adopted at the same time.

3. Hard standards and soft standards

Hard standards refer to the specific standards that must be met in recruitment requirements; For example, you must have a master's degree or above, or require more than five years of work experience; Soft standards refer to abstract and flexible standards; For example, leadership, analytical skills, coordination skills and so on are all needed. Hard standards are easy to distinguish and judge, while soft standards are relatively vague and difficult to distinguish.

In the actual process, the use of hard standards and soft standards should have certain principles. Generally speaking, hard standards are widely used and are usually used to delimit the scope of choice. Soft standards are mainly used for "person-post matching", that is, selecting the person who is most suitable for the post and enterprise needs within a specified range.

4. General standards and special standards

General standards refer to the general requirements for specific positions. For example, different enterprises recruit human resource managers, although the requirements for workers' ability and quality are similar, which is the general standard; But in fact, there are some differences in the job requirements of various enterprises, that is, special standards.

General standards mostly come from the factors of the post itself, and special standards mostly come from the requirements of enterprise employment and personalization. For more mature enterprises, the incumbent is required to balance work and life; For enterprises in the development stage, employees are required to work overtime frequently and pay more attention to professionalism and work efficiency.

Standards and characteristics of talent selection in enterprises Chapter II At present, the starting point and standards of talent selection in enterprises are mainly based on two angles.

From the perspective of the post, that is, the qualification management from the post is the quality and ability that a person needs to successfully complete his duties, that is, the so-called qualification system, which is the basic condition for completing the work of this post.

From the perspective of employing people, that is, the selection criteria for selecting "excellent candidates". Two incumbents in the same position, who perform better, will become the benchmark and standard of employment. This standard focuses on the higher requirements for the quality of on-the-job personnel, not just the basic requirements.

The difference between these two angles is that the former only requires basic qualifications, while the latter requires high performance.

1. Selection criteria for qualified candidates

The criteria for selecting qualified candidates are based on the qualifications of the position. In terms of qualification, KSAO model is a high generalization of qualification, K (knowledge) and knowledge. S (skills), technology; A (ability) ability; O (other), other factors. With the continuous enrichment of enterprise management practice, KSAO model is constantly supplemented with new contents.

In practice, enterprises often pay attention to five aspects when selecting candidates according to their qualifications, that is, when selecting "qualified candidates":

The knowledge that post workers need mainly includes two types, one is professional knowledge, and the other is industry knowledge. Enterprises want to recruit management positions, the incumbent needs both professional knowledge and industry knowledge. For example, in the real estate industry, human resource managers need to know the whole process of real estate development, operation and management, which belongs to industry knowledge; Because this position itself is a manager, it is also necessary to have the corresponding professional knowledge of human resource management.

Paying attention to the abilities needed by post workers is more from the perspective of job responsibilities than from the perspective of competence. For example, the sales director not only needs to formulate the marketing plan of the enterprise, but also needs to have strong analytical judgment ability and planning and organization ability.

Pay attention to how much work experience and skills workers need. For example, many times a position requires more than five years of work experience. If a very good on-the-job employee has only five years of work experience, then most enterprises will probably consider it in the selection process; If another incumbent is much better than the last one, but his work experience is much worse, the enterprise may still consider it.

The reason why recruiters pay attention to the working experience of incumbents is not the working years, but what the incumbents have mainly done in the past work and what kind of work experience and experience they have gained; Experience, performance and ability are what enterprises value more.

In the selection process, we should pay attention to the interests of the incumbent. People have different views on what is happiness and success. In fact, the happiest thing is to feel happy in the work that interests you most.

It is believed that in the selection process, to choose a suitable candidate, personal interest should be taken as a very important reference condition, and only by doing what you are interested in can you show your greatest ability.

Pay attention to what kind of personality workers need. It is generally believed that personality characteristics often need to be combined with work characteristics in order to do a good job. For example, sales positions require workers to be outgoing, lively and cheerful. Practice has proved that this is not the case, especially in the marketing of bulk products, industrial products and large equipment. The salesperson's personality should be introverted and steady. Too cheerful people often have too wide interests and insufficient attention, and in the process of interacting with others, people feel a lack of distance, which easily leaves customers with an impression of lack of responsibility and instability.

In the selection, we must pay attention to what kind of person is suitable for a position from the perspective of personality. You can't rely on your own imagination, you must go through systematic comparative analysis to draw a conclusion.

2. Selection criteria for selecting excellent candidates

When selecting excellent candidates from the perspective of competent personnel, it is necessary to establish selection criteria from the perspective of excellent on-the-job personnel. Mainly examine two aspects:

Managers must study the differences of quality indicators and find out which quality indicators are obviously different between the people who perform best in a certain position and those who perform average. Is it communication ability, coordination ability, or self-management ability, etc.

Categories of quality indicators, managers should study the categories and indicators of quality. The first is the category of quality, such as communication ability and coordination ability. Secondly, quality indicators, such as communication ability and planning ability, are difficult to evaluate these two abilities simply and effectively, so it is necessary to establish an evaluation standard-competency model and post qualification standard.

In reality, different people have different understandings and standards of the same ability. Some people think that communication ability means talking, and talking must be endless; Some people think that communication ability requires not only speaking but also listening. Communication is the process of interaction between the two parties, and information is two-way communication.

To deeply decompose indicators, it is necessary to decompose abstract indicators into concrete indicators. For example, behavior categories include many typical behaviors, and evaluation criteria are formulated based on typical behaviors.

In practice, there are many problems in the selection criteria, mainly in three aspects.

1. Missing job description.

The first problem with the selection criteria is that many enterprises have never studied the selection criteria, or even have a job description and related qualification system. Based on job description and goal-based behavior analysis model, the corresponding post quality and ability requirements can be analyzed. It is difficult to formulate effective selection criteria for enterprises that do not even have job descriptions or whose job descriptions do not conform to the actual situation of enterprises.

2. Lack of uniform standards

In the process of selection, the standards of each selector are different. Human resources have a perspective, and business departments have another perspective. Even if there are vague standards, there is no quantification. Many incumbents need communication skills, planning skills, organization skills and even coordination skills. However, what is the specific level and stage of each ability? How to measure these is an unsolved problem for many enterprises.

3. Lack of effective implementation

Although some enterprises have formulated uniform standards, they do not follow them in practice. A lot of preparatory work was done before the selection, including scoring indicators and topics, and even the post qualifications were established, and the evaluation center method was designed. But when using it, you usually can't grasp the key points and don't know how to operate it. This is true for human resources managers, especially for business department directors who have never done human resources. Therefore, effective implementation is an urgent problem.

Criteria and characteristics of selecting talents in enterprises Chapter IV Whether the selected talents can play their due role in enterprises mainly depends on the degree of matching, mainly: whether the talents are matched with the posts, whether the talents are matched with the enterprises, and whether the talents are matched with others.

1. Person-post matching

"Job Matching" is a professional concept in human resource management. Everyone is suitable for different types of jobs, so there are no useless talents, only misplaced talents; Different positions need different types of people, and each position should find the right person.

Although the theory is classic, in practice, it cannot solve the fundamental problems and phenomena. For example, some assistants are excellent and have a good relationship with colleagues, but they finally choose to leave. Everyone thinks it's very strange, and we can only understand it through the exit interview, because the incumbent thinks that there is almost no room for development, opportunities and promotion channels in the enterprise.

For example, some people have done a very good job in their posts and have a high degree of recognition of the enterprise, but they still choose to leave. The reason is that they are too far away from home, which is obviously an excuse; If you want to learn, there are many ways to learn now. In the end, you don't have to study full-time. The real reason is to compete with the new leader in secret. Although there is no obvious contradiction, there is a gap between the two, so I decided to leave and find another job.

2. Person-enterprise matching

On the basis of inheriting the theory of "matching between people and posts", we should also emphasize "matching between people and enterprises". "Matching between people and enterprises" means that the characteristics of individuals must be organically combined and matched with those of enterprises.

The most important thing of "matching between people and enterprises" is to analyze the genetic and personalized characteristics of enterprises and what types of talents enterprises need. Professional managers who are accustomed to professional training and have worked hard in the workplace are often not suitable for working in entrepreneurial enterprises. Entrepreneurial enterprises need not necessarily people with superior ability, but "workaholics" who can devote themselves to their work. Professional managers are often used to the life of nine to five, and it is difficult to devote themselves to it. For mature enterprises, the business is developing steadily and all the work is orderly. "Workaholics" who often work overtime are also inappropriate and often excluded.

3. Everyone matches

As the saying goes, "if you are not a family, you will not enter a house." When you enter a home, you should all be the same kind of people. "As a manager, you should know what kind of people the enterprise needs, and then judge what type you belong to. Niu Gensheng and Zheng Junhuai are typical examples. When formulating employment standards, we should also consider which positions the post holder directly contacts, as well as the personality characteristics of the post holder and the immediate superior. In the process of selection, then make targeted choices.

Standards and characteristics of talent selection in enterprises Chapter V There are still many matters worthy of attention when formulating talent selection standards. Starting from post standards, business leaders need to pay attention to the knowledge, ability, skills and experience of job seekers. Starting from the enterprise standards, pay attention to the personality and values of job seekers. Starting from the standard of the object, we need to pay attention to "everyone matching" and consider whether two people can get along well and complement each other effectively.

Generally speaking, the criteria for formulating and selecting personnel include three aspects: post factors, enterprise factors and object factors.

1. Postal standard

Post standards include knowledge, ability, skills and experience; When selecting the criteria for selecting talents, we should consider the structure of external human resources, that is, whether the talents corresponding to the positions are in short supply. Choose the best. If there are enough talents and the supply exceeds the demand, the standards set by the leaders can be appropriately higher. "Choose fewer levels", if there is little supply of external talents, the set standards can be appropriately lowered.

2. Enterprise standards

Enterprise standards include personality, values and attitude; When recruiting, first define a larger range with low standards and hard standards, so that there are more objects to choose from. Many human resource managers have experienced this embarrassing reality. When 100 people are informed to interview, usually at most100 people can come, which leads to the lack of the most basic integrity of job seekers and depends entirely on the influence of the enterprise itself. According to relevant sources, even in attractive state-owned enterprises, there will still be 30% job seekers absent.

In order to solve the vacancy of job seekers, the only thing an enterprise can do is to win by quantity. Usually only 100 people can come, so 500 people will be notified, so 50 people may come, and 10 people will be selected from 50 people, and two of them will be finally decided, and one of them will usually leave without saying goodbye. This phenomenon is very common.

3. Target criteria

Object standards include personality and ability characteristics. When selecting talents, we should adopt high standards, strict standards and soft standards. Selection is a process of selection, selection, screening and selecting the best among the best.

Criteria and characteristics of enterprise talent selection 6 From the interview, we can also see the value standards of multinational companies recruiting talents.

At Renmin University of China, there was a simulated talent recruitment meeting, and a number of well-known multinational companies such as Bell Laboratories, Procter & Gamble (China) Co., Ltd. and General Electric (China) Co., Ltd. applied on the spot.

The interviewer gave a question: You are sitting on a boat, carrying a baggage, which contains power, health, money and integrity. At this moment, a strong wind suddenly blew. In order to ensure your safety, you must throw away one of them. In this case, which one would you choose to throw away first?

Classmate A: Throw away power and money, give up health, and finally remain honest. He said it is worthwhile to contribute to society with his honesty. If he can do this, it is worthwhile to pay for his health.

Classmate B: She chose to throw away the money, hoping to get what she wanted with her own efforts.

Classmate C: Choose to throw away honesty. He thinks that the most important thing for an employee is to do something for the company, and the winner is king! With power and money, honesty can't bring you anything, and throwing it away is actually a modern rebellious spirit.

"Modern enterprises pay more and more attention to team spirit. If a person really gives up honesty, it means giving up the opportunity to communicate sincerely with everyone. Such people are not what companies want. " When answering a question, GM's human resources director expressed a common standard for multinational companies to select talents: enterprises often pay more and more attention to students' value orientation when recruiting college students.

Shen Xiangyang, vice president of Microsoft Research Asia, told reporters who came for an interview: "Sometimes I have to interview more than 10 people a day, and I am extremely strict with every job seeker. Many unsuccessful people are not bad, but in some way do not meet the requirements of Microsoft's cultural spirit and value standards. "

Shen Xiangyang gave an example of an interview not long ago. A is a graduate student of a first-class university in China, with excellent results in school, and a research project paper won a grand prize. Shen Xiangyang talked with him very excitedly for a long time, but in the end, this outstanding person lost the election. When asked why, Shen Xiangyang said that A's answers to several questions made him dissatisfied.

Asked how A chose that research project, A replied: My tutor helped me choose it, and I don't know why I want to study it. Let's change the project! Shen said that research needs creativity, interest and enthusiasm, so that you can have fun. I can't feel his excitement about his career from his answer.

-Ask A how to compare Microsoft with companies that have worked as interns in the past. A used to praise Microsoft and belittle that company. Shen said that he can belittle a company in this way, and he can also belittle Microsoft in the future. His attitude towards the company does not show his objectivity and loyalty.

-Asked A how to evaluate the relationship with the tutor, A spoke ill of many tutors and listed "despicable" things such as how the tutor put his name in front. Shen said that the most important thing in Microsoft culture is the spirit of tolerance and cooperation. I didn't see that he was better than others.

Like Shen Xiangyang, for "Can excellent people enter multinational companies unimpeded?" Hong Ying, the human resources manager of international paper company, gave the answer of "no"-the best and the most suitable, both of which are indispensable. Hong Ying told reporters that excellent talents can be easily judged from the aspects of specialty, work background and education, but we are more concerned about whether he is a suitable talent. What is suitable? To put it bluntly, it is whether you can adapt to the environment of international paper companies and give full play to your talents. During the interview, Hong Ying often asks candidates what their personal development plans are and what kind of working environment they like. For example, some people like large enterprises, while international paper companies are streamlined and small in scale. Those talents who like group army operations and command many people can do well, but they may be restless or even quit after a few years; For example, some people want a relaxed working environment with little pressure. However, with the rise of the mainland market, the workload of international paper companies will become larger and larger, so people with strong pressure resistance must adapt to the company environment; For example, when someone opens his mouth, he wants a high salary. But not long after entering China, the scale of international paper industry is not too large, and it may not be as good as some high-tech enterprises in terms of salary and welfare. It pays more attention to giving employees a sense of stability and professional security, so when recruiting, the company will pay attention to people who don't work for money.

Hong Ying said that he had just turned down a confident interviewer: "Returnee", who is smart, fluent in foreign languages, experienced and has an MBA certificate from a famous university.

Interviewers want to be in charge of affairs in Beijing, Shanghai and other places and travel less abroad; The salary is not lower than the supervisor of an internet company who returned to China with him, and so on. Hongying said with a smile: I explained to him why it is not suitable for our company, and he understood. Later, I advised him to join another company that was more suitable for him.

Siemens recruitment, no written test, no psychological test, only interview. But all interviewers have undergone rigorous training and are very clear about what kind of abilities and qualities are needed for each position. Siemens has a global human resources question bank, one-hour interview, what to measure in the first five minutes, and what to measure in the next 10 minutes, which is very strict and finally comes to a conclusion.

Siemens recruits college students from three perspectives: knowledge, experience and ability. Knowledge mainly depends on three aspects: technical knowledge, business knowledge and market knowledge; There are four aspects of experience: project management experience, leadership experience, professional experience and cross-cultural experience; There is also an investigation of the ability of 17.

Education can be very important, said Ge Yongji, director of human resources operations at HP. You have a high degree and can enter the company, but what is more important is your performance when you come in. No matter how high the degree is, if it is not shown, it will not have a suitable position.

Specialty is only a relative concept.

For professional and foreign language proficiency, many multinational companies also put it in a comprehensive evaluation framework, rather than simply focusing on professional and foreign language use.

Criteria and characteristics of enterprise talent selection 7 loyalty

Faced with job-hopping, enterprises often value students' views on loyalty. In particular, some large state-owned enterprises pay more attention to employee loyalty. In a recent recruitment of Konka Group, the interviewer asked the question "Please analyze which is more important to the enterprise, professional skills or loyalty".

ability of practice

While paying attention to students' academic performance, a considerable number of enterprises attach great importance to the practical experience of candidates. For example, General Electric (China) Co., Ltd. (GE) said that what they want to recruit is not a simple "learning machine". Internship, part-time job and tutor experience during school are all good opportunities to accumulate social experience and should be valued by enterprises.

team spirit

Large-scale well-known enterprises often attach great importance to the teamwork spirit of employees. For example, the relevant person in charge of the human resources department of Lenovo Group said that the company especially welcomes candidates with teamwork spirit.

initiative spirit

For large enterprises, leaving constant innovation means losing vitality, so it is also important to examine whether candidates have innovative spirit. For example, Lenovo Group attaches great importance to the innovative spirit and ability of candidates in the interview.

Recognition of corporate culture

Enterprises often consider whether employees can identify with and adapt to corporate values and corporate culture in the recruitment process, which will determine whether employees can serve the enterprise well. Sony, for example, takes whether employees can adapt to Japanese culture, especially Sony's corporate culture, as the key assessment content in the recruitment process. In the recruitment of General Electric Co., Ltd., it is also necessary to see whether students like and agree with GE's values, that is, "adhere to integrity, pay attention to performance, and are eager to change"

Interpersonal skills and good communication skills.

For example, Sony takes interpersonal communication skills as the key assessment content, and the manager of human resources department of Bi Bo Management Consulting Co., Ltd. revealed that Bi Bo attaches great importance to students' communication skills in the recruitment process, because as a future consultant, candidates must have the ability to communicate and coordinate with customers.

Knowledge-seeking attitude and learning ability to new knowledge and new ability

A person in charge of an enterprise said that fresh graduates often don't have the ability to directly conduct business operations, and basically they have to undergo systematic training, so learning ability and curiosity should be the focus of investigation. Many enterprises adhere to this principle. General Electric's public relations director said that the company didn't care much about the gap between the fresh graduates and the company's requirements, because they were very confident in their training system. As long as you have a strong thirst for knowledge and learning ability, you will stand out through systematic training, so these two assessments are very important in the interview. In addition, UT Starcom, L 'Oreal and Ernst & Young all said that enterprises attach great importance to whether they have good learning ability and strong thirst for knowledge.

In addition to these, we should also sum up experience from our predecessors or ourselves. After all, "practice is the only criterion for testing truth"!

Legal basis: "Some Guidelines for Leading Cadres in party member of the Communist Party of China to Be Honest in Politics"

Article 9 Party committees (leading groups) at all levels shall be responsible for the implementation of this standard. The main responsible comrades should set an example, abide by this code, and at the same time do a good job in the implementation of their departments and units in the region. The party's discipline inspection organs shall assist the Party committees (leading groups) at the same level in implementing this Code, and shall be responsible for supervising and inspecting the implementation.

Tenth Party committees (party groups) at all levels should strengthen the education of leading cadres in party member, and list this Code as an important part of the education and training of leading cadres in party member.