Interview with Management Dissertation: Should we investigate the background of employees when recruiting?

"This topic online communication, the following is an interview record. Chen: "Management lecture hall", easy to talk about management. Good morning, friends of Tencent! I'm Chen. "Management Dissertation Hall" is a live online program jointly planned by Global Chinese Enterprise Consulting Center and Tencent Financial Channel. The topic we are going to discuss today is whether employees should investigate the background when applying for a job. This topic seems to be a topic that practitioners in some fields will care about, but it is a problem that all employees will care about. Will the background check stop me from doing this job when I am recruiting? Today's two guests are Li Hongwei, Director of Human Resources Department of Xiaotong Network Technology Co., Ltd., who has over 10 years of experience in human resources. Li Yongrui is the deputy dean of the School of Management of Beijing Normal University, an expert in psychology, and has also served as a human resources consultant in many large companies. I want to ask two people this question. First of all, I would like to ask Director Li Hongwei, what do you think of the background investigation of employees? Li Hongwei: The background check of employees is actually a very important aspect in the recruitment process. In other words, in the whole recruitment process, a person's situation can't be determined by background investigation, but it is actually only an integral part. Because it will have many aspects, including some psychological tests, interviews and some personal information files. So it can only be said that it is one of the important aspects. On the other hand, primary schools and even kindergartens in China used to have this tradition in China. Teachers will come to visit. Why? Because before this, I know this person's inner and family situation, and have a certain understanding of this person, so as to give full play to this person's potential and expertise. This may be beside the point. This topic is frequently used, no matter from my years of experience, or from the company I used to work for or now, because I think it is very important. Some netizens also raised some questions. If he has academic qualifications and exam qualifications, why do you want to do a background check? First of all, we believe what it provides is true, but in the application process, we will be biased according to your company's situation, personal positioning or personal achievements, and we will pay attention to introducing some of our own strengths and advantages. In my long-term work in human resources, this is a nod, and often we will recognize this kind of employee more because he has a clear goal. Chen: Can you present his best side? Li Hongwei: Yes, I think that when an enterprise recruits employees, all employees may not know the needs of the enterprise. We may need to know more about the employee's potential in this respect and his future development after joining the company. On the other hand, we don't rule out that he has some malicious and false information. In this respect, we can have a more comprehensive and in-depth understanding of this employee through further background investigation and some tests. Even if we do all these things well, we may not be able to 100% successfully recruit a successful person. There are still many problems in the relationship between corporate culture and front-line managers. But I think it's very important to do background checks. Chen: If a person works in a company with a high level, do you still need a background check at this time? Later, please ask Dr. Li to talk about how to do background checks for executives. First of all, would you please talk about this problem? Li Hongwei: Now we have expanded this scope to the top or middle and high level, and we have all the middle and high level managers. For example, the annual "360-degree survey" will not be so broad now. In fact, the background of this survey is part of it, and it has become wider. Not only do we know the development of my former company, our senior technician may have an ordinary education or some work experience at the beginning, but he may be in an intermediate or senior management position. We need to know his previous management characteristics, personality characteristics and whether he has this potential. At the same time, we may ask him to be technically wider and taller. At this time, it may involve further investigation of his technical background. Maybe there are requirements for academic qualifications and majors. Maybe he has seen something else outside for so many years. In addition to the company's normal training, he may also take some self-study exams for MBA or English majors. We must investigate these aspects. At the same time, it is necessary to conduct an investigation within the company. In fact, this has something to do with the scale of the enterprise, including his characteristics in the management of large areas or other branches, and whether he is qualified for this new position. On the knowledge level, has his knowledge been reserved? At the same time, our evaluation techniques are different. For junior employees who just joined the company, there may only be simple tests on gender and interpersonal relationships, but for middle and senior employees, we need new and intensive tests, including his personality characteristics, including his management and team, including his detailed investigation on the achievement of future goals, so this professional background investigation is very important. And I think it has something to do with the company, including the handling of the competitive relationship between our manufacturers and the upstream. So the scope is wider and closer to the company's business and interpersonal relationships.