How to choose the right person? I reiterate three points.
First, we must establish talent standards.
What are the requirements of enterprises and positions for talents? First of all, it should be clear that this is both a foundation and a recruiting guide to action. If there is no standard, how to choose the right person?
Second, we must learn how to choose our major.
Recruitment can't be just an interview, let alone a subjective judgment based on experience. It should be based on the post talent standard. The written test should be used and the evaluation should be used. Background investigation can't be ignored. In short, to judge whether a person is suitable or not, it is necessary to make a comprehensive judgment in various ways and make a decision whether to recruit or not.
Third, there must be an error correction mechanism.
No matter how professional the method is and how impeccable the recruitment process is, people will always make mistakes. Therefore, people must have a probation period after they arrive at their posts. Please don't hesitate to dismiss those who follow the probation conclusion. Those who should change their posts should be given opportunities; Training should be improved by the person in charge and corresponding measures. In short, once the gap between people and posts is discovered, it must be discovered in time; Second, we should be able to find out the crux of the problem; Third, there should be practical ways to correct the problems.
In any case, people will play a vital role in the development of an enterprise. Only when people are right can there be right things, and the right things can drive the survival and development of enterprises. From this point of view, how to choose the right person is not only the basic skill of an enterprise, but also one of the core elements of its development, so we must attach importance to and do this work well.
Three kinds of people must not confess.
As the saying goes, "it is easier to ask God than to send him". Once people are wrong, it is not only costly, but also a waste of time for enterprises to make relevant corrections. To ensure the right person, generally speaking, there are three kinds of people that enterprises can never recruit.
First, people whose values do not match those of enterprises.
Those who can support each other, walk a long way, roll up their sleeves and work hard are the real "noble people" of the enterprise. If an enterprise wants to have such a "noble person", the most important thing in recruitment must be to be able to judge its own values. For example, corporate values emphasize "cooperation", but the leader of a core position only pays attention to the interests of small groups. He has no overall concept and is alert, so others can't enter his "defense zone" at all. So, will the enterprise be in harmony with this person? If people are contrary to the values of the enterprise, those who are light are full of complaints, complaining about others, being passive and blaming for no reason; The most serious person left, and the company was at odds. The enterprise has spent several years cultivating and investing, but it has created an "enemy". The conflict between people and enterprise values has a great negative impact on enterprises, which needs to be highly valued by enterprises.
Second, people whose professional interests do not match their positions.
I remember a philosopher said: "Interest is the source and starting point of one's greatest efforts". Whether starting a business, working in an enterprise, or doing anything else, you must invest to be effective, and you must ensure that you work harder than others. However, this level of investment cannot be sustained day after day and year after year under the compulsion of self-discipline. Only interest is the basis for maintaining long-term investment and enjoying it. Therefore, in order to ensure the full investment of job holders, in addition to the necessary external incentive mechanism, we must also find people's professional interests and match people to suitable jobs accordingly. Only when a person's professional interests match his position can his enthusiasm for work be stimulated. Otherwise, no matter how hard the enterprise tries, it can't use this person well, and of course it can't keep him in the end.
Third, people whose personal characteristics do not match those of their superiors.
The so-called people who talk about the same desire can win. Whether it is an enterprise or a department, if the superior and subordinate have their own worries, or even blow their beards and stare, can the enterprise or department maximize their interests? The premise of ensuring the harmony between superiors and subordinates is the all-round matching of both sides' personalities, abilities and ways of doing things. This should first be reflected in "complementarity" and "same frequency". What is "complementarity"? For example, if the superior is "strong", then the subordinate should pay attention to matching a relatively "moderate" person; What is "same frequency"? For example, the style of superiors is "in a hurry", so subordinates should try to avoid people who are used to procrastinating. Only by achieving interpersonal harmony between superiors and subordinates can everything go smoothly.
I think, if we can eliminate these three types of people in the recruitment, then choosing the right person will have a foundation for success. As long as the recruiter's "values", "professional interests" and "superiority" can be achieved, even if there are temporary deficiencies in other aspects, it can be improved and changed through training after arriving at the post, and there is no big problem.
Expanding knowledge: What does hr value most?
1, practical experience
This not only refers to the experience of clubs and students' union during school. Most college students have had these experiences, and you can imagine how much water there is. It can only reflect the organizational management ability of job seekers to a certain extent, but it is not an absolute reference.
The amount of work-related internship experience is what HR really values. The internship experience in a famous enterprise can add a lot to the interview. After all, the recruitment of interns by famous enterprises is often more strict and tense. This internship experience is a great recognition of your ability. If you worked as an intern in BAT company in college, you can basically choose domestic first-tier Internet companies when you graduate.
2. School performance
It is said that grades are not the most important thing in college, but for freshmen who lack the same work experience when they graduate, grades are often the best indicator to quickly see a person's ability. Generally speaking, students with good grades and high GPA have strong self-control and learning ability. In the relatively relaxed and free environment of the university, it can still maintain academic Excellence. In HR's eyes, this is often a manifestation of a sense of responsibility and a guarantee for completing the work as required in the future.
I once saw a netizen named "Lonely Deep Sea" on the post bar. He is a veritable "strength faction". He is a monitor and has done various part-time jobs. In other people's words, he only got better grades. But they went to the interview together, and finally HR left his roommate instead of him.
In addition, the interviewer's interview performance is directly proportional to the school performance. The first step for many large companies to screen resumes online is to take grades as the most direct dividing point.
3. Professional certificate
In school, teachers copy the teaching mode of book theory, which often makes college students lack interest in class. There are not a few cases where there is too much theoretical knowledge, and you can get high marks by rote before the exam. Facing the discounted "school grades" and professional certificates to a certain extent, it often becomes the most direct way for HR to assess professional ability.
For accounting students, if you don't even have an accounting qualification certificate when you graduate, why can HR believe that you are really qualified for the financial work of mastering the economic lifeline of the enterprise? Moreover, compared with pure theory teaching in schools, the assessment of many certificates is often more focused on application. Take accounting as an example. Known as the "four passports", this top certificate in the financial field consists of 14 subjects, involving auditing, taxation, law and many other aspects. Many ACCA students who signed up for classes in Gao Dun said: Compared with the pure theoretical teaching in the school, ACCA classes are much more vivid and close to reality. One of the students passed all the subjects in the university ACCA. When he graduated, he successfully received an olive branch from Ernst & Young because of this additional item.
Besides, it is also a good choice to enrich your college life with textual research.
4. Personal soft power
In addition to hard power such as professional certificate and off-campus experience, soft power such as personal quality is also a focus of HR assessment. After all, this is directly related to your future development and direction.
Specifically, it refers to your communication and expression ability, teamwork ability, independent thinking ability, pressure resistance and so on. And many of them can be well considered in the interview process. I once heard a friend who worked as an HR told me about his experience. Their company's finance post recruited accountants and got a resume of fresh graduates, which was very satisfactory in all aspects. He passed a lot of certificates and got good grades, but it was obvious that his communication skills were average and he was arrogant during the interview. In the end, they still didn't recognize this so-called "high flyers". No matter how strong the hardware strength is and how weak the soft power is, it still can't play its real value.
The workplace is different from campus life, and it needs to have enough team consciousness and pressure resistance to ensure the orderly work.