Notes and reflections on "Who to Hire"

1. The number one problem

1. Invest the maximum resources to do the most valuable things. Finding the right person is more important than doing the right thing. In today's business world, finding the right talent is the only thing that matters. Set high standards to find A-level players, and never flood your team with B- and C-level players unless you don't want to do well.

2. Common mistakes in recruitment methods

1) Intuitive judgment method. (Personally, I feel that if many departments have not done a good job in interviewer training, many interviewers do not know where to start the interview, and they are eager to recruit talents to reduce the work burden, so it is easy to recruit based on impressions) 0

2) Sponge Suction type. There are no criteria for consideration, and the questions are divergent. The questions may not be related to recruitment (it is easy to waste time and fail to grasp the key points)

3) Interrogation style. Try to find logical errors in the candidate by asking questions, but the questions are not necessarily related to the abilities required for the required position

4) Petition style. Try to persuade candidates to choose this position, focusing on impressing them rather than examining their abilities. (In my interview experience, this is easy to happen in positions that are difficult to find, or when you encounter someone with a background in a large factory or a very brilliant background in your resume, but you feel that the company is not attractive enough)

5) Tricks. Use tricks to examine the candidate's behavior, such as whether to pick up paper on the ground, etc. (Hahaha, I think of the various jokes circulated on the Internet a long time ago. I personally think the key point is to examine whether the candidate is suitable for the position. These behaviors are the icing on the cake, unless Observed certain behaviors that are very disrespectful or contrary to the company's values)

6) Pet judgment style. (I have seen some leaders ask candidates to evaluate which animal they belong to, which zodiac sign, and zodiac sign to determine whether to recruit...)

7) Useless small talk. (Many interviewers tend to fail to stop and deviate from the topic when chatting with candidates about a certain ***’s hobbies, fellow countrymen, etc.)

8) Personality psychology, ability tests, etc. (various tests It can indeed help to judge candidates, but it cannot play an absolute role. People cannot be defined through a few simple tests)

9) Predictive formula. Ask candidates to give various plans for their work in the next few years, etc. What do you do, how will you do it, can you do it? (It is not absolutely useless. In many cases, after the candidate has initially met the job requirements, it will be judged whether the candidate has higher potential and what kind of challenges he is expected to encounter in the work that are beyond his ability. What is the thinking model and methodology?)

3. How to identify A-level talents

1. Fill in the scorecard (job mission, required results, work ability, impact on the company and the enterprise) Cultural adaptability)

Benefits: 1) Determine the vision for new employees? 2) Supervise employees’ gradual progress 3) Quantitative annual evaluation system 4) Inspect the team’s level while evaluating talents

Specific content:

1) Mission: The essence of the work and the necessity of the position. Don’t hire generalists, hire specialists. Describe the mission, such as: show the leader's vision, analyze the market, formulate new strategies, provide new products and services, and help the bank successfully gain market share

(When recruiting, there will indeed be many departments that are interested in compounding. There is a huge demand for talents, and as HR, we need to help sort out their key needs and priority needs, rather than going into the market to find generalists)

2) Results: The mission must be achieved. Describe what this position must do and rank the outputs in order of importance. Be as objective and quantitative as possible.

3) Ability: Ensure competence: 1. Possess the skills required for the position and take corresponding actions 2. Meet the overall requirements of the corporate culture.

2. Sourcing

1) Seek recommendations from professional and interpersonal circles. The leadership should establish this awareness of finding talents and incorporate it into their work arrangements

2) Employee recommendations

3) Appoint recruitment representatives? Offer rewards in the industry and communicate with them regularly These related excellent talent communication resources

4) Hire external headhunters

5) Hire research agency personnel and cooperate with research agencies to understand the talent market

6) Systematize management, establish a talent pool, regularly update and contact

3. Selection: Full of curiosity: what, how, please give me examples and tell me more

1) Screening interview: Elimination If you are unqualified, we will do it over the phone to save time for both parties.

? Ask candidates according to the scorecard requirements: what professional expertise they have, give examples; what they are not good at, what they are not interested in; how many points your superior will give you, etc.

2) Upgrade interview: Understand the candidate’s entire career in sequence

Strategy: 1) Learn to interrupt the candidate, especially when the topic is far away?

2) Use the 3p rule: follow up Previous (previous), with plans (plan), with colleagues (peer)

3) Describe the scene and ask for details

4) Pay attention to body language

4) Special interview

5) Evaluate the contestants:

Compare the prepared scorecard to select skills (things you are good at doing) and willingness (what you want to do, the culture you like) )

6) Background check, contact references: Don’t take the references provided by the candidate for granted; listen for the undertones

Be careful during recruitment:

Four , Persuasion

Persuasion needs to run through multiple time periods