How do enterprises evaluate talents?

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The examination aspect of talent evaluation

First, professional ethics, professional ethics, first of all, honesty, persistence in work, and then responsibility, personal value orientation. Second, the comprehensive quality includes work attitude, style, people's mind, tolerance, education and so on. Third, psychological quality. Now managers are under increasing pressure. Without good psychological quality, it is impossible to adapt as soon as possible. Fourth, various abilities include creativity, adaptability, judgment and decision-making, analysis and induction, expression and so on. And the requirements are different according to different positions. Fifth, the performance of past growth, from the past comprehensive trajectory, we can see how high the success rate of this person is. After reading it, you will know what position he is suitable for, so it is not that past experience is not important. We can infer from the growth trajectory, and look at it together with past experiences, and we can also see his past experiences.

Four characteristics of talent evaluation

Talent evaluation is a psychological measurement, not a physical measurement.

Talent evaluation mainly measures individual psychological phenomena, including ability, interest, personality, temperament, values and so on. Height and weight are sometimes included in the measurement, but they are not the main aspects. Talent evaluation is mainly psychological measurement, which is determined by the key role of psychological quality in the process of individual development success.

Talent evaluation is a sampling measurement, not a specific measurement.

The object of talent evaluation is quality and performance, but quality and performance do not exist abstractly in an isolated space-time, but are expressed or permeated in all space-time of individual activities.

Talent evaluation is a relative measure, not an absolute measure.

On the one hand, the design of evaluation scheme and the implementation of evaluation activities are based on the personal experience of testers, but different testers' understanding of evaluation objectives, the use of evaluation tools and the interpretation of evaluation results are necessarily personal and cannot be completely consistent. On the other hand, as an evaluation object, its nature is abstract and vague, its composition is extremely complicated, and its evaluation tools also have certain limitations, as Su Dongpo said: "People are hard to know." Rivers and seas are not deep enough to describe, valleys are not enough to match, and clouds are not enough to change. "It can be seen that talent evaluation has both an accurate side and a vague side. In the practice of talent evaluation, we should emphasize the accuracy and scientificity of evaluation, but the complexity of talent evaluation is to pursue accuracy unilaterally when the evaluation technology is not very developed. On the contrary, it violates the uncertainty principle in physics put forward by the talented German physicist Heisenberg. There is still an uncertain relationship in talent evaluation activities, that is, the evaluation of talents is also in a certain uncertain state, that is, the identification and evaluation of the subject may not fully conform to the actual situation of the subject, and the evaluation results not only reflect the basic state of the subject's quality, but also deviate from the real quality of the subject to some extent.

Talent evaluation is an indirect measurement, not a direct measurement.

This feature is determined by the characteristics of human quality, the object of talent evaluation. People's quality is the basic condition and potential ability of individuals to implement social behavior (Xiao's explanation). An outstanding feature of quality is abstraction.

Main procedures of talent evaluation implementation

1, job analysis

Job analysis is to decompose a job into various activities that are vital to job performance, so as to determine the areas that should be predicted in talent evaluation.

2. Choose a professional talent assessment.

A good talent evaluation should accurately and consistently measure the knowledge, skills, abilities and attitudes that are crucial to the success of work. Talent evaluation experts should choose the evaluation scheme that can predict the target behavior most effectively. Through the analysis of its scientificity and legitimacy, it is ensured that the selected evaluation is professional, effective, fair and non-discriminatory, and only involves issues permitted by law.

3. Analyze all relevant studies.

The most important factors in selecting the appropriate talent evaluation are: supporting the effectiveness of the evaluation system and proving the effectiveness of the evaluation scores related to the work performance standards; The results show that all evaluation questions measure similar work content, and the evaluation scores of evaluation participants are consistent reliability research; Research to prove that the evaluation is not discriminatory. The above research is included in the evaluation manual or information guide provided by famous evaluation publishers.

4. Conduct an independent evaluation.

Determine whether the assessment is based on an independent source, such as the Psychometric Yearbook. You can also consult a local practical psychologist or consult relevant magazines to get an evaluation of talent evaluation.

5, determine the successful evaluation and use of enterprises.

Ask the evaluation publisher for the list of several companies that successfully implemented the evaluation, and then ask the typical companies whether they have conducted corresponding effectiveness research and negative impact research. Understand whether there have been any legal problems in the evaluation. If so, what is the final result?

6. Manage the evaluation correctly.

Talent evaluation only provides some information of candidates or employees, and should not replace other evaluation procedures such as application form, interview, certification and verification or work experience. The human resources department of an enterprise should formulate relevant policies on how to integrate the results of talent evaluation into the whole evaluation process. In the process of implementing, scoring and explaining the evaluation, the evaluation manager must follow the principles listed in the corresponding evaluation manual or implementation guide.

7. Use the right standards

A standard is a collection of scores obtained by a given test group, which is called a "standard example" or a "standard group". Through the standard, the evaluation user can compare a person's score with the score of the standard group to determine its corresponding grade. Some evaluations have their own specific industry standards. For example, if a person's percentage score in an effective word processing test is 90%, it means that he is in the corresponding standard group (100).

8. Make an accurate choice decision.

It is usually necessary to determine a qualified score that can meet the validity requirements and is not too strict. However, evaluation managers should realize that there is no perfect evaluation procedure to predict future work performance. Therefore, people with low scores should not be generalized as "incompetent people."

9. Evaluate the return on investment of talent evaluation.

Through talent evaluation, enterprises can select, arrange and promote candidates or employees who can reduce costs and improve productivity. Therefore, the evaluation company should constantly evaluate and analyze the reports brought by the evaluation plan.

The main application of talent evaluation

Talent evaluation is the basic tool of personnel decision-making, and it analyzes individual behavior and internal quality through scientific methods. Provide reliable and objective basis for personnel decision-making and provide reference suggestions for personnel decision-making. Judging from the current management practice, talent evaluation is mainly used in selection, distribution, assessment, development and promotion.

I. Choice

With the gradual refinement of social division of labor and the rapid development of economy and society, the competition between individuals and organizations has been developing in breadth and depth, and the work itself has higher and higher requirements for people's quality and psychological adaptability. Many well-paid, comfortable jobs and high social status often have many job seekers. At this time, the selection method based on personal experience can no longer scientifically and accurately evaluate people's psychological quality. In the field of human resource management, talent evaluation can be used to select talents. The application of talent evaluation can make personnel decision more scientific and accurate, and greatly improve the selection efficiency.

Second, staffing.

Different jobs have different requirements for people's quality, and everyone's quality has different characteristics, which requires choosing the best match between people and jobs. Only by letting every employee do the work that suits his own quality, and let every post have an employee who meets the post quality requirements, can work efficiency be improved. Through the evaluation of personnel quality, we can analyze personal interests, personality, ability and skills, and provide information for rational placement of talents.

Third, personnel development.

Different organizations regard developing employees' potential as an important task. As an important part of human resources development, training is becoming more and more complicated and expensive. Using talent evaluation, we can judge the quality of employees needed for work, describe the quality structure of employees, and provide a basis for making effective training plans.

Fourth, evaluation

As we all know, modern personnel assessment is not only limited to the performance assessment of work output, but also involves more and more behaviors, attitudes and abilities in work. The assessment of these contents is different from the traditional performance assessment, and it is difficult to express them by direct work production. This requires the use of psychometric techniques that specifically describe and analyze behaviors and internal qualities. Talent evaluation can provide a description of personal behavior, form a comprehensive evaluation of the subjects, and thus provide personnel evaluation.

Verb (abbreviation of verb) promotes

Promotion is an important part of human resource management and an important means to motivate employees. If there is no reasonable promotion method and promotion policy to put excellent personnel in suitable positions, and at the same time, it will inevitably increase the cost of human resource management and affect the rapid development of enterprises. With the help of talent evaluation, organizational managers can examine the promoted candidates and reduce the risk of personnel decision-making.

The popular talent evaluation method now.

1, resume analysis

Personal resume file analysis is to understand a person's growth process and work performance according to the facts recorded in the resume or file, so as to have a certain understanding of his personality background. In recent years, this method has been paid more and more attention by human resource management departments, and it has been widely used in human resource management activities such as personnel selection. The use of resume data can not only be used for the preliminary review of resume, but also can quickly eliminate obviously unqualified personnel according to the degree of correlation with job requirements. Determine the weight of each content in the resume in advance, add up the scores of the candidates to get the total score, and make a decision according to the total score. The results show that resume analysis can predict the applicant's future job, and his past can always show his future to some extent. This method has the advantages of objectivity and low cost, but there are also several problems, such as the authenticity of resume filling; The predictive validity of resume analysis will be lower and lower with the passage of time; The design of resume project score is purely empirical, and there is no logical explanation principle except statistics.

2. Paper and pencil test

Paper-and-pencil test is mainly used to measure people's basic knowledge, professional knowledge, management knowledge, related knowledge, comprehensive analysis ability, written expression ability and other quality and ability elements. It is the oldest and most basic personnel evaluation method, and it is still an important method often used by enterprises to select talents. Paper-and-pencil examination is very efficient in measuring knowledge and thinking analysis ability, can be tested on a large scale, has objective performance evaluation, and is often used as a personnel selection and employment procedure.

3. Psychological test

Psychological measurement is a scientific means to infer and quantitatively analyze the psychological characteristics that run through people's behavior activities according to certain principles by observing their representative behaviors. Psychological test is a tool that can best describe and measure the personality characteristics needed for a job. It is widely used in personnel evaluation. (1) standardized test. Standardized psychological tests generally include predetermined test questions and answers, detailed answers, objective scoring system, interpretation system, good norm of the test, reliability, validity and item analysis data. Psychological tests commonly used in personnel assessment mainly include: intelligence test, aptitude test, personality test and other psychological quality tests. Such as interest test, values test and attitude evaluation. Standardized psychological test also has the characteristics of convenience, economy and objectivity. (2) Projection test. Projection test is mainly used to measure personality, motivation and so on. It requires subjects to describe or respond to some vague or ambiguous stimuli with unclear structure. Through the analysis of these reactions, we can infer the internal psychological characteristics of the subjects. It is based on the assumption that people's views on external things actually reflect their inner true state or characteristics. Projection technology can make it easier for subjects to express their personality characteristics, internal conflicts and attitudes, so it has a unique function in in-depth analysis of personality structure and content. However, the projection test lacks objective standards in scoring and interpretation, and the evaluation of test results has a strong subjective color.

4. Handwriting analysis method

Using the knowledge and technology of graphology, this paper measures and evaluates the psychological significance of specific handwriting phenomena, and draws conclusions about the writer's personality characteristics and inner world, such as "intuitive perception analysis of copying".

5, maze game method (e-profiling)

Collecting examiner information through maze game is a new method to evaluate people's performance and performance ability. Based on the latest scientific research achievements in psychological diagnosis and treatment, medicine and neurology, the problems caused by candidates' memory of test questions are effectively overcome. This paper makes an objective and scientific evaluation of the evaluator from the dual perspectives of psychology and neurology. The invention has the advantages of simplicity, high efficiency, high reliability, low cost, strong concealment, no tendency and high interest. In Europe and America, maze game method has been widely used in talent recruitment and selection. The maze analysis method was first introduced by Germany's e-profiling Company and G? So this method is also called e-profiling evaluation.

Step 6 interview

Interview is a personnel measurement method, which collects relevant information through face-to-face observation and conversation between the tester and the examinee, so as to understand the quality, ability characteristics and motivation of the examinee. It can be said that interview is the most widely used measurement form in the field of personnel management. Business organizations almost always use interviews in recruitment. Interviews can be divided into structured interviews and unstructured interviews according to their forms. (1) structured interview. The so-called structured interview is to first determine the evaluation elements of the interview on the basis of job analysis, prepare interview questions in each evaluation dimension in advance and formulate corresponding scoring standards to quantitatively analyze the performance of the subjects. Different testers use the same evaluation scale. Use the same topics, questioning methods, grading and evaluation criteria for different subjects applying for the same position to ensure the fairness and rationality of evaluation. (2) unstructured interviews. There is no fixed interview procedure for unstructured interviews. The content and order of the evaluator's questions depend on the interest of the tester and the answers of the on-site subjects. Different topics may answer different questions. The characteristics of interview are flexible, informative, complete and in-depth, but also subjective.

7. Scenario simulation

Scenario simulation is to set up a realistic management system or work scene, let the subjects participate in it, and complete one or a series of tasks according to the requirements put forward by the testers. In this process, testers grade the subjects according to their performance or by simulating the reports and summary materials submitted. In this way, we can predict the actual working ability and level of the subject of the position to be hired. Scenario simulation test is mainly suitable for managers and some professionals. Common scenario simulation tests are: (1) file basket operation. Letters, notes, instructions, etc. Everything that may be encountered in practical work is put in a file basket, and the subjects are required to process these files within a certain period of time. Make decisions accordingly, write letters and reports, make plans and organize work. Investigate the sensitivity, work independence, organization and planning ability, cooperation spirit, control ability, analysis ability and judgment and decision-making ability of the subjects. (2) No leading group discussion. Arrange a group of strangers (usually 6-8 people) to form a temporary task team, without specifying the person in charge of the task. And put forward group decision-making opinions. Testers observe the performance of each participant in the discussion, and examine their abilities and characteristics in self-confidence, oral expression, organization and coordination, insight, persuasiveness, responsibility, flexibility, emotional control, interpersonal relationship handling, team spirit and so on. (3) management games. Complete a task by playing games or * * *. Investigate the management ability, cooperation ability and team spirit of each participant in the team. (4) role-playing. Testers set up a series of sharp interpersonal contradictions and conflicts, requiring participants to play a certain role and simulate some activities in the actual work situation to deal with various problems and conflicts. Scenario simulation test can get more comprehensive information about the participants and better predict the future work table, but its disadvantage is the observation and evaluation of the participants.

8, evaluation center technology

The evaluation center technology developed rapidly after World War II. It is the main form of modern personnel evaluation and is considered to be the most effective evaluation method for senior managers. A complete evaluation center generally takes two or three days, and the evaluation of individuals is conducted in groups. Participants form a group. A group of testers (usually the number of testers and subjects is 1: 2) conducted a series of evaluations including psychological tests, interviews and multi-scenario simulation tests. The evaluation results are obtained on the basis of systematic observation by multiple testers. Strictly speaking, the evaluation center is a procedure rather than a concrete method. Organizing and selecting managers is a personnel evaluation process, not a space or place. It is composed of multiple evaluators, aiming at specific purposes and standards, using a variety of subjective and objective personnel evaluation methods to evaluate the various abilities of the subjects, thus serving the selection, promotion, identification, development and training of individuals. The biggest feature of the evaluation center is that it pays attention to scenario simulation, and one evaluation center contains multiple scenario simulation tests. It can be said that the evaluation center originated from scenario simulation. But it is different from simple scenario simulation, and it is an organic combination of various evaluation methods. The evaluation center has high reliability and validity, and the conclusion is of high quality. However, compared with other evaluation methods, the evaluation center needs to invest a lot of manpower and material resources, and it takes a long time, is difficult to operate and has high requirements for testers.

Quality Assessment of Marketers (Example)

Quality evaluation of marketing personnel based on recruitment purpose. Establish an evaluation team to understand the necessity of implementing quality evaluation by analyzing the talent demand of enterprises and the job responsibilities of marketers. On this basis, a quality assessment team was established. Generally speaking, the quality assessment team consists of recruiting team members and inviting external assessment experts. For those who have no experience in personnel quality evaluation, training is needed. 2. Competence of mobile phone marketers Through job analysis, literature retrieval and behavioral event interviews, knowledge level, interpersonal sensitivity, interpersonal affinity, emotional control, adaptability, willpower, persuasion and communication ability, listening and feedback ability are determined as the competence elements of marketers. Third, choose evaluation methods and compile evaluation tools. Willpower is an important quality that marketers must have. Using psychological test alone can eliminate some candidates with weak willpower in advance, thus improving recruitment efficiency. The other seven evaluation factors can be evaluated through interviews. (1) willpower test People with strong willpower will try their best to overcome difficulties and do a good job; People with weak willpower will try a little. Willpower is also an important consideration in recruiting sales talents. This evaluation scale can help to measure the willpower level of the tested people. (2) interview method 1. Establish an interview evaluation system (1) to examine the relative importance of competency elements. Questionnaires can be used to organize evaluators to independently evaluate the importance of elements. After the investigation, the average score of each element is calculated by arithmetic average, and then the weight of each element is calculated. First, the average score of all elements is accumulated, and then the average score of each element is divided by the accumulated score. The number is the weight of each element. (2) Describe the competent behavior of elements, establish an evaluation system, refer to the quality dictionary, and describe the competent behavior of quality elements. Provide evaluation basis for evaluating the performance or behavior of the interviewee in the interview. 2. Draft an interview outline. 3. Draw up an interview evaluation form. 4. Implement quality assessment. This quality evaluation is mainly divided into two parts. The first part is willpower assessment, which can be implemented collectively and can eliminate people below 90 points in advance. The second part is the interview, which needs to be conducted separately. 1. Willpower assessment First, choose a suitable test center and arrange the examination room according to the number of applicants. Secondly, prepare the materials needed for the exam. Then, arrange the participants to enter the venue, announce the precautions for the exam, and read out the instructions for the exam. Finally, it takes 20 minutes. 2. Interview method First, the evaluation team interviewed the participants one by one. The interview process can be conducted by other personnel, pay attention to the responses, words and deeds of the tested personnel, and make a simple record in the Marketing Personnel Interview Evaluation Form as the basis for grading. After each interview, each assessor should score the subjects individually immediately. After grading, discuss the reasons for grading with each other. If the difference is too big, grade again to obtain evaluation data. 5. Statistically process the evaluation data and collect all evaluation forms. Calculate the single factor scores of the tested personnel by arithmetic average method or other methods, and summarize them into the list of the tested personnel's scores, from which the following two data can be calculated: the average single factor scores of all the tested personnel and the weighted total scores of the tested personnel. The results of intransitive verb analysis and evaluation show that the individual factor score of the tested personnel can reflect the average quality level of all the tested personnel. It can also reflect the gap between each tester and the average quality level, and the weighted total score of the tested personnel can reflect the comprehensive quality level of the tested personnel.