How to recruit enterprises

There are several important factors for enterprises to ensure good recruitment, and it will be more objective and reasonable to reconsider the evaluation.

1, close the talent entrance.

When recruiting, enterprises can allow candidates to moderately exaggerate their experiences and achievements, which is usually called packaging. Some enterprises think that they are disloyal when they find something empty, and immediately decide not to use it. It's a little too bookish. For example, some people work in a company for 15 months, but in order to show that they have not been unemployed for two months, they may write an extra month, saying 16 months. But we must pay attention to a question of degree and principle, and we must not exaggerate it too much. The higher the position, the stricter the examination of applicants should be.

2. Strictly review the authenticity of all kinds of certificates.

With the development of society and the liberalization of education system, fake diplomas and adult continuing education diplomas have emerged in large numbers. An important part of talent management is to focus on the authenticity of various certificates of candidates. If we simply look at the gold content of diplomas, we should first consider public full-time higher education diplomas, followed by self-taught diplomas, and third consider private, RTVU, adult and correspondence diplomas. This will help to ensure the comprehensive quality of employees.

3. Four criteria for successful recruitment.

Recruitment is an important part of the whole enterprise early warning system, and successful job fairs have greatly reduced the brain drain rate of enterprises. Whether a recruitment is successful or not should be measured according to four criteria.

(1) effectiveness

The examination content must be correct and reasonable, the examination questions must be formulated around the post requirements, and the content must be consistent with the nature of the work.

(2) Objectivity

It means that the recruiter is not influenced by subjective factors, such as prejudice, preference, values, personality, thoughts and feelings. On the other hand, the applicant's identity, race, religion, party, gender, place of origin and appearance will be different. To be objective in recruitment, we must get rid of the above two subjective obstacles and be fair in grading.

(3) Reliability

It means that the evaluation results can reflect the actual situation of the candidates, and the examination results can show the talents and knowledge of the candidates in the subject. For example, if the candidate's test score in marketing is 90, then it should be said that his attainments in this field are indeed 90.

(4) universality

It means that the content of the exam must be broad enough to measure every ability of the job, and the questions of each exam subject should be broad, not narrow. If recruiting medical business representatives, the subjects to be tested should not be limited to medical professional knowledge subjects, but also include social skills, English, sales skills and other subjects.

When the recruitment work meets the above four standards of effectiveness, objectivity, reliability and universality, the people recruited in this way will certainly be able to shoulder the heavy responsibility.

4. Recruitment procedures and processes.

Recruitment is not a random thing, it is directly related to the survival and development of enterprises. A formal and serious recruitment should strictly follow certain procedures.

(1) Clarify posts and post standards.

Including: age, education, experience, gender, work experience and so on.

(2) Select the recruitment location:

First, a formal talent exchange center;

B, you can recruit college graduates from April to June every year, which can not only ensure the talent level, but also save money;

C, can adopt the recommendation of friends and relatives. The talents recruited in this way should pay attention to the problems of degree and quantity, and disperse the objects and sources of employees so as not to bring trouble to future work.

(3) Handling formalities, including submitting and preparing employee registration forms, resumes, financial guarantees, ID cards, academic qualifications, copies of degree certificates, files, receipts and other materials.

(4) Sign a formal probation contract with employees. This program shows the formality of the enterprise. The more formal the enterprise is, the more sense of belonging employees have, which leads to the enhancement of loyalty.

5. Recruitment skills and details.

Often many enterprises attach great importance to recruitment in the early stage, but do not pay attention to recruitment skills, which not only leads to cost loss, but also increases the proportion of mediocre employees recruited and shuts out real talents. The person in charge of a recruitment department must have certain qualities and master the following recruitment skills.

(1) Two-way communication

Conversation is the communication of psychological activities between people. Two-way communication can not only get more and more correct information, but more importantly, it lies in the equality of personality between examiners and candidates in recruitment. In the initial stage, the ratio of dialogue between examiners and subjects should be 8: 2 or 9: 1, and the ratio should be reversed in the middle and late stages. The content mainly includes the following aspects:

First, the main testers briefly introduce the basic situation of the company;

B, the examiner asked the subject what he wanted to know;

C, subjects put forward their own questions.

(2) Start with your resume.

Starting with the resume, the interview can enrich the people who are not sketched in the resume, and further investigate those unclear questions and information that are not reflected, including family background, study experience, career history, self-evaluation and life goals. It is easy to ask open-ended questions, that is, questions that can let candidates play freely and promote thinking, and avoid asking yes/no questions, such as:

What do you think of challenging work?

B. how to choose the marketing major?

C.what do you think are your boss's strengths and weaknesses?

D. how did you overcome the difficulties in your work?

E. your colleagues have achieved better results than you. What would you do?

By analyzing each other's answers, we can get more information from each other and roughly grasp the applicant's interests, personality and values.

(3) Pay attention to listening

Listening is a skill of listening to the other party, that is, grasping the meaning of the speaker's information, understanding the speaker's feelings and correctly understanding the speaker's dialogue. Words that are inadvertently revealed may be the truth.

(4) eliminating halo effect

Halo effect refers to the overall impression and evaluation of the perceived object based on incomplete information, that is, the first impression.

People's judgments made on the basis of first impressions are often biased and often contain the psychological tendency of "one is good, one is bad, and the other is bad". Therefore, to avoid the guidance brought by the first impression, recruiters must not jump to conclusions.

(5) Subject-centered.

Examiners should avoid saying long or evaluative words. Generally speaking, the proportion of time spent by examiners is about 10, and subjects account for 90%, with subjects as the main body.

(6) Treat candidates equally

Recruiters should know the candidates and treat every candidate equally, so they must know the psychological state of the candidates.

(7) Take the form of "two to one" or "many to one"

In recruitment, an applicant can use two or more recruiters. One recruiter said, others listened carefully and asked some questions that the main questioner ignored. In the dialogue, several examiners can exchange roles, but don't ask several questions at the same time. The tape recorder recorded the conversation for later analysis. The purpose of this is to eliminate the subjective prejudice of recruiters and strive for fairness.

(8)*** evaluation.

The basis of evaluation is to draw up the post standards in advance, and several examiners analyze the conversation according to these standards, reach an agreement as far as possible, and make an exact evaluation of the candidates.

(9) Some details of the interview

A. If you have questions about people, you should use different wording and ask questions at different times for the same purpose.

B, five ways to eliminate candidates' nervousness.

Soft eyes

with a smiling face

Shake hands with the candidate.

Chatted for a while.

Nod to encourage candidates.

(10) recruitment core

The core of recruitment: having both ability and political integrity. In the recruitment process, candidates often exaggerate their actual abilities and hide their shortcomings. If they are not sure about the candidate's "ability", they will recruit some people who can't meet the needs of the company. Any employee's resignation is a loss that can't be ignored, and its loss cost = historical cost, opportunity cost and dedication cost, so the most ideal talent should have both "morality" and "ability". If you have to choose between the two, you should put "virtue" in the first place and "ability" in the second place.

6. 96 key questions in the recruitment interview:

(1) Please tell me your greatest advantage. What is the greatest wealth you will bring to our company?

(2) What is your greatest weakness?

(3) What is your favorite job? What role did your boss play to make this job so different?

(4) What is your least favorite job? What role did your boss play in your work at that time?

Where will you be in five years?

(6) What stand out about you?

(7) In your recent work, what did you do to increase the business income of the enterprise?

(8) What have you done to reduce the operating cost of your department or save time?

(9) What is your most creative work achievement?

(10) What do your current bosses think you are most valuable to them?

(1 1) What are the responsibilities of a post?

(12) What aspects of your work do you think are important?

(13) How many hours do you think you need to work every week to finish the work?

(14) What is the relationship between your position and the overall goal of your department or company?

(15) What skills do you need to improve next year?

(16) How many employees were fired at the same time?

How many people have not been fired?

(18) How many times did you avoid the risk of being fired before being fired?

(19) What does development mean to you?

(20) If you didn't get the job, how would you behave differently in your current company?

(2 1) Please describe your promotion and how you got this position in your current company?

(22) How do you make your work more valuable?

(23) In order to meet the changing needs of the company, how do you innovate or redefine your work, and what safeguards must you take to increase your post output?

(24) Please distinguish between vertical promotion and horizontal expansion of responsibilities in your current company?

(25) What is the logical change of your promotion in your current company?

(26) What kind of coaching style training do you have? Do you naturally delegate responsibilities to others, or do you expect your direct subordinates to take the initiative to take on more responsibilities?

(27) What were the shortcomings of your last company? How tolerant are you of defects and inconsistencies in a company?

(28) What kind of organization, guidance and feedback do you need to complete the work well?

(29) In terms of managers, do you "expect" more than "check", or vice versa?

(30) How do you look at work from the perspective of reconciling career and personal life?

(3 1) If we hire you, please describe the corporate culture you will create. Will you take a more centralized and paternalistic approach to the use of power in the hands of a few people, or will you delegate power frequently?

Why did you choose this school (major)?

How is your degree? A, are you ready to find a job in [a certain industry], or b, are you ready to be an excellent employee in [a certain position]?

(34) Apart from academic aspects, what qualifications do you have that will enable you to successfully realize the transformation from theory to business?

Do you think your achievements show your ability to succeed in business?

(36) Which companies and positions are you still considering applying for?

(37) How do you evaluate your ability to forecast demand? In other words, how do you evaluate your intuition, ability to deal with problems in time and proactive business style?

Do you think your technical ability belongs to the primary, intermediate or advanced level? What projects have you completed with various software programs?

(39) What aspects of your work do you usually lack patience with?

(40) How do you evaluate your communication skills with superior managers, customers and colleagues?

(4 1) What's your usual pace of work?

(42) In terms of performance competitiveness, where do you rank among other salespeople?

(43) What are the two most common reverse sales situations you face? What would you do with it?

If you like, please do a role exercise with me. Suppose you are a salesman of a headhunting company, and you introduce yourself to me by phone. Then you tried to convince me that the products you sold were worth my time to listen to.

(45) How do you define your trading mode?

All salespeople need to keep a balance between high quality and high quantity of products. Which sales concept has a greater influence on your sales style?

Tell me about the last time you failed to reach the sales target? How many times did this happen last year? What action did you take to get back on track?

(48) If you like, please grade this interview hosted by me, and don't flatter too much; According to the question I asked you, what do you think of my sales promotion and management style

How important is the basic salary to you?

Please talk about your promotion quality ratio. How many potential customers do you usually meet before closing a deal?

(5 1) How big is the sales gap between people in your office?

Please give an example of your ability to promote innovation in your company.

Please tell me about the last time you took over a problematic unit with low labor productivity or low morale. How big is this unit and what effect does it have on your direct subordinates?

(54) Do you authorize the creation of a corporate culture in which information is shared and employees are more responsible, or do you pay more attention to setting restrictions on them and controlling the whole decision-making process?

(55) How do you usually keep track of and monitor employees' performance?

(56) When the result of your work is unacceptable to you, how do you usually treat your subordinates?

Please tell me about your last performance evaluation. What are you most disappointed in?

In hindsight, how did you improve your performance in your last job?

(59) In what ways can't you agree with your boss? Last time he was wrong and you were right, how did you handle this situation?

How does your boss evaluate your ability to calm down?

(6 1) Why do you want to work here?

How much do you know about our company?

Please tell me how you understand the job you are applying for.

What can you do for us if we hire you? When can we see concrete results?

65. What kind of environment do you think this person needs to give full play to his greatest potential?

(66) Is this person just strictly loyal to his work, or will he take on some responsibilities beyond the scope of his work?

Please comment on this person's ability to accept constructive criticism.

How much influence does external factors have on his work table?

Do you think this is more task-oriented or project-oriented?

(70) How does he deal with emergencies and rapidly changing situations that violate daily practices?

(7 1) How do you evaluate his persistence in completing the project?

(72) How do you evaluate the applicant's ability to analyze, think and solve problems?

Does this person need strict supervision to perform well, or does he prefer to work independently?

Does he have an all-round perspective? Do you think he will eventually change from a technical and operational career to a strategic decision-making career for top management?

How do you evaluate the candidate's listening ability?

(76) Can the applicant effectively convey bad news? Does he usually take responsibility for what he did wrong?

Please rate this person's initiative. Will he fall into the deadlock of "analysis paralysis"?

(78) Does the candidate's management style tend to be arbitrary and paternalistic, or is it more inclined to involve employees to realize * * * knowledge?

As far as this person's energy is concerned, how do you evaluate his ability to work quickly?

(80) What does this person think of taking action without prior consent?

(8 1) Does this person naturally like to report to others for approval, or can he work better with autonomy?

(82) After working in the enterprise for so many years, does this applicant still maintain his enthusiasm for work?

(83) Can this person effectively direct and coordinate the cooperation between different functional departments within the enterprise?

Please evaluate the applicant's ability to cope with the great pressure faced by senior management.

(85) When it is inevitable to punish or dismiss employees, will this person hesitate to delay?

Does this person tend to maintain a harmonious and friendly relationship at all costs, or does he tend to fly into a rage when he meets with opposition?

(87) Does the candidate listen to opinions from all sides before making a decision, or will he personally get involved in the conflict of different opinions?

Please tell me again why you think the position you applied for can meet your professional needs, or why it is important for you to work in our company?

(89) On the scale from 1 to 10 (10 means you are very excited about accepting our employment decision, 1 means you are not interested), where do you think you are?

90. What changes do you need to make in your current working environment to keep you working there?

(9 1) Please tell me, once you resign, how will they invite you to stay? If you resign from your boss now, what will he say to keep you?

What new changes have taken place since we last talked?

If you have to choose between three factors-(1) the company, (2) the position you are applying for, or (3) the people you work with-which factor do you think plays the most important role in your decision to accept our employment invitation?

If we want to invite you for employment, please tell me the ideal time for you to go to work, and how long do you need to inform your current employer in advance?

Please tell me, what questions can I finally answer for you to help you make an informed employment decision?

Are you willing to accept our employment? At what salary level would you refuse to hire?

To sum up, only by strengthening the training and education of employees on the basis of good recruitment can enterprises integrate human resources more effectively and develop sustainably.