How to build a competency model for recruitment specialists?

1. Recruitment work combined with competency model (accurately find the salesperson you want and control the recruitment) What kind of salesperson does your company need? What characteristics of a salesperson are most suitable for your company? Where do these standards come from? These are definitely not imagined by HR staff based on experience or sitting in the office. To find the most suitable personnel, we must look for templates from internal employees. Excellent salespeople within your own company will be your best template, so you have to go to the sales team (walking human resources management model) to observe their behavior in sales work, refer to their resumes and information, and understand them background and personality traits, and then go and find what models the best salespeople. For example, after research, the author found that the outstanding business personnel of our company all have the same characteristics: 1. Coming from rural areas and able to endure hardship; 2. Most of them are male; 3. Aged between 22-25 years old; 4. College degree. Fresh graduates or about one year of work experience; 5. Loud voice, passionate, etc. In the subsequent recruitment work, you will be very clear about the person you want, and then you can choose the right person at the first time. You will not be criticized by the company or business because he is not suitable for the requirements of the position and his ability is not up to standard. The loss of personnel caused by the elimination of employees themselves. According to authoritative data, the main reason for the loss of sales personnel in this way is actually not the fault of these sales personnel, but that the HR department did not find the right person at the first time. We always think that they have done sales, and we always think that they have done sales. His expressive ability is very good, and he puts people in without finding the core factors. Then these people come in casually and leave casually. Therefore, the first point is to strictly control recruitment based on the competency model. 2. Do a good job in onboarding training (research a curriculum system for new employees suitable for the company, and do a good job in brainwashing). Is it best to do the early recruitment work enough? That's certainly not enough. Recruitment is only the beginning of all work, and the next step is to do a good job in onboarding training. Through onboarding training, tell your employees what they can get in this company? Is there any other way to gain these gains, and what are others’ experiences? Can his personal goals be achieved at this company? What effort does he need to make? These are the issues that new employees are most concerned about. Has your training solved these issues for them? If not, then it is recommended that you carefully design your new employee training course. Don’t just end your new employee training by randomly setting up any corporate culture, company system, or business process. That way, as soon as the training is over, you will find Half of them chose to leave. Amway's "new employees" (mostly part-time employees) are well trained, but it's not because of how well designed its courses are. It captures the weakest weakness of human nature, which is hope. Therefore, your new employee training course should arrange the following contents: 1. Give employees hope. The hope is to tell you through countless real people that he succeeded here, how he succeeded, how rich he is now, how fulfilled he is, etc. (It is recommended that HR personnel who do training can learn from Amway’s training.) Therefore, you don’t necessarily have to tell your employees how much money you can make now, but you have to tell them what will happen to them tomorrow. In fact, it is to show the company's development potential, tell employees about the company's vision, make this vision the same goal for new employees and the company, and let employees see their future development space and platform. 2. You must be good at discovering successful cases within your own company. Make these cases into specimens and courses, and ask this successful employee in your company to share his successful experience, and let him use his own experience to tell new employees what they can get in this company. For example: In my company, there are salesmen who were promoted to sales directors after two years of employment, there are fresh graduates who bought houses in Shenzhen after two years of employment, and there are also fresh graduates who earned more than 150,000 yuan after nine months of employment. These can all be used as cases. Our HR Be good at identifying these cases and tell your employees. 3. At the same time, when sharing, tell employees in advance what difficulties they will encounter and the necessary stages they must go through to succeed. (It is recommended to develop it into courseware) Tell employees that they can succeed as long as they overcome these difficulties. 4. Mentality training, such as Li Jian's "Ten Mentalities for Success", etc., let salesmen know that success is not easy. No matter what kind of company they are in, it takes a lot of hard work and hard work, so as long as they identify a platform Do it well instead of thinking about choosing a high-paying, comfortable company all day long. This can stabilize the salesperson's mentality.

In short, the purpose of new employee training is a brainwashing process. After the training, employees should feel that although we are not the best company at present, we will be a great company in the future. Such a company is full of opportunities and challenges. In this way, the enterprise can learn something, in this way the enterprise can make money, in this way the enterprise can meet its short-term and long-term goals, and in this way your training will be successful (of course it cannot be divorced from the reality of the enterprise, it cannot be exaggerated or unreliable, it must be Good at exploring the advantages within the company and showing the best to employees). 3. Do a good job of following up on new employees (hold regular employee meetings and establish an internal communication platform). Once the training is over, don’t think that your task is completed. Follow-up is also very critical. Everyone knows very well that the most likely time for new salespeople to lose is the three months before joining the company. These three months are the high-risk period for employees to leave. Therefore, during this period, targeted follow-up work must be done, mainly including: 1. Go deep into the front line of sales (walk-around human resources management model), always pay attention to understand the mental state of new employees, go to the sales department to communicate with new employees, understand their difficulties and the help they need, discover employee problems in a timely manner, communicate in a timely manner, and discover in a timely manner Employees’ psychological barriers should be removed in a timely manner. The author requires new employees to clear their psychological barriers every day. If they cannot clear their own psychological barriers, they can seek help from the Psychological Barrier Consultation Room (Human Resources Department). 2. Establish a communication platform. Led by the Human Resources Department and assisted by various sales managers, we establish a mechanism for promptly discovering new employees' mental symptoms and problems, promptly feeding them back to the Human Resources Department, and allowing the HR Specialist to communicate in a timely manner to solve the problems before nightfall and prevent employees from Mentality issues, I went home for the night. 3. Hold a good meeting with new employees. Invite new employees to eat fruits and candies in a relaxed way, and chat while eating. You can talk about any topic, it can be an evaluation of your boss, it can be a complaint, it can be a suggestion on the unreasonable aspects of the company, and make relevant records in a timely manner , provide employees with timely guidance and answers, allowing employees to release their inner grievances. This method will make employees feel that the company values ??them, and colleagues will also feel that their problems have been vented, which can better nip problems in the bud. It is best to hold meetings once every two weeks, with employees at different joining times, so that they are more targeted and can better solve specific problems. ?4. Caring for employees (from interview, entry, work, follow-up and continuous care, establishing an employee care system) employees’ needs are diverse. It is impossible for us to meet the needs of employees one by one, but we must understand the needs of employees. And register them in the register, and provide timely care and concern to employees, making them feel that this is a warm family. 1. Provide good care and concern from interview, training, onboarding, work, etc. For example, the HR manager personally poured water for employees during the interview, asked them to drink more water before going back after the interview, and told them to pay attention to vehicle safety, etc. , although such words are inconspicuous, it will give an employee a good feeling. They all look forward to a company where someone pays attention to them (although the company may not be very good yet). At the same time, we care for employees when they are sick, remember their birthdays, remind employees to keep warm when the weather is cold, send quilts to employees in need, send holiday greetings in a timely manner, etc. 2. At the same time, colleagues in the sales department are required to provide help and care to new employees, and integrate the issue of new employee turnover rate into the sales manager's performance appraisal. As long as the employee's resignation is due to the sales manager's management of employees, the sales manager must report it in the all-hands meeting. Reviews are conducted online, and the performance of the month is deducted, which allows the sales manager to treat every new employee attentively. 3. Implement a rotation system during the probationary period for new employees. Each new employee will be assigned to 4 sales departments within one month after joining, one department per week. After the one-month internship, the Human Resources Department will assign them to whichever one they want based on their wishes. Department, this forces the sales department that is short of staff to show the best aspects of the department to the employees during the one-week trial period of the new employee, so that the employees can choose their department. This effectively avoids the problem of the sales department’s Problems that lead to employees being unable to integrate and leaving the company. 5. Is there any need to strengthen training (establishing a succession plan and internal talent reserve mechanism)? Yes, and in addition to the above four points, we also need to do the following work: 1. Strengthen the follow-up training of new employees. This requires our HR to improve the entire new employee course system, and strive to have one in a month. The content of the two reintroduction trainings can be about products, skills and mentality. In short, employees should know that they can learn a lot here (although they are not making money yet).

2. Let some outstanding new employees be included in the reserve talent echelon. Although we don’t know when to promote them, let them feel that they are already reserve cadres of the company. In this way, the new employees will be more motivated to learn and stability will follow. Promotion, and this can also solve the problem of internal echelon talents. At the same time, let these new people participate in the training of management cadres, so that they can improve their abilities at a higher level, so as to influence the new employees around them. In short, our HR should treat every new employee who joins the job as a treasure, not a piece of grass. The human resources department should do a good job of division of labor. Each specialist is responsible for different modules of the stable work of new employees, doing a good job of dividing labor and assisting, and at the same time doing a good job. Do a good job in communicating with new employees who have resigned, and try your best to save them and minimize the turnover rate. God rewards hard work. Success is nothing but hard work.