What are the common mistakes in enterprise recruitment?

When the financial tsunami that swept the United States and other western countries just landed in China last year, the boss of a private enterprise was quite pleased and said, "Great, it won't be so difficult for us to recruit people." Half a year passed, and when I saw my boss again, I couldn't help asking about her recruitment. "ah! It is said that people are good now, and it is still so difficult! " Indeed, on the one hand, the unemployment army is getting bigger and bigger, on the other hand, it is hard to sigh. Some people say that the main reason for this seemingly contradictory phenomenon is the structural shortage of talents. Indeed, in terms of the total amount, the supply of talents in China is definitely in excess of demand, but in terms of structure, there is a serious shortage of technical talents, sales talents and management talents that enterprises need in large quantities. This structural talent shortage is one of the reasons why enterprises can't recruit talents, but it is not the whole reason. Common mistakes in the recruitment process are an important reason why it is difficult for enterprises to recruit talents suitable for their own enterprises. 1. Blind self-confidence that no matter how big or small the enterprise is, no matter how good or bad it is, its bosses can run a business from scratch, from small to large, and there must be something extraordinary. At least at this stage of starting a business, they are successful. Self-confidence is the nature of most business owners. There is nothing wrong with confidence, but there is a limit to everything, and confidence is no exception. Bosses often take advantage of this confidence in the selection process. Because of their past success, they are extremely confident in the selection process: "I have been the boss for so many years and managed the enterprise for so many years. No one has seen or experienced anything. I can see clearly whether a person is capable. " Not only the boss, but also many sales elites and technical elites have similar confidence. But what is the truth? How many talents selected by battle-hardened bosses, sales, technology and other elites have been proved to be talents after entering the enterprise? Second, the failure of blind and naive enterprises in selecting candidates and the wrong selection principles are extremely important reasons. They often think that a person can do it well as long as he knows how to do it; As long as one person can do it, he can do it in practical work. Therefore, enterprises will focus on whether candidates know how to do one thing and whether they have done the same or similar things before. In fact, these are the assumptions of the enterprise itself. A large number of practices in reality have proved that this assumption is wrong in most cases, and it can even be said to be naive wishful thinking. Third, after rounds of interviews and comparisons among many applicants, a decision is finally made. At this time, it is another link that enterprises are prone to make mistakes. "Zhang San has strong communication skills and should choose him", "Li Si is creative and should choose him", "Wang Wu is good at dealing with interpersonal relationships and should choose him", and so on. I believe that many enterprises have made employment decisions to varying degrees. Perhaps, their judgments on Zhang San and Li Si are objective and accurate, but they can't decide whether to hire, let alone whether their respective advantages are necessary for the position. Even if they are, they can't judge whether he is competent by just one point. However, in reality, quite a few enterprises do. This is a typical "halo effect", which completely focuses on one or two outstanding quality requirements. Practice has proved that the basis of this choice is wrong in most cases. Corresponding to the above halo effect is a phenomenon called "horn effect". When comparing different applicants, don't look at their respective advantages, but compare their shortcomings, such as "Zhang San has poor communication skills and shouldn't choose him", "Li Si has poor creativity and shouldn't choose him" and "Wang Wu is not good at dealing with interpersonal relationships and shouldn't choose him". Similar to the halo effect, a person cannot be judged incompetent just because he has one or two shortcomings. "There is no shortage of gold, and no one is perfect." Everyone has advantages and disadvantages, and it is difficult to find a person who has only advantages and no disadvantages. There are many mistakes that enterprises often make in the process of selection, but if they can't completely correct the above mistakes, it will be difficult to ensure that enterprises make correct selection decisions. To solve the above problems, it is far from enough to establish management systems and processes. It is also necessary to clarify the selection criteria for various positions in the company, which is precisely the core of the recruitment and selection system and the most technical and difficult part to achieve.