Think back to how hr sitting opposite you usually asks questions during job interviews.
Is this scene familiar? Really familiar. Because most hr interview employees are like this.
From the perspective of job seekers, these questions are familiar to me before. Just answer them directly, it's not difficult. Think from the perspective of hr, will such an interview get the talents the company needs? The answer is no, even if there is, it is just an accident.
Rose is a recruitment specialist in the company, but she is not a professional in human resources. Rose didn't find it difficult to recruit people at first. Just ask about the basic situation, work experience and look at her eyes. In an interview, when Rose threw out these wheel questions, the other party directly replied that these questions were all on her resume and didn't need to be repeated, which embarrassed Rose. And after a long time, the boss began to be dissatisfied with Rose, saying that she had never been able to recruit the right candidate.
Recruitment seems simple, but it is actually very important. The human resources specialist in charge of recruitment is like a bridge. It is a good thing for the right job seekers and companies to succeed together on this bridge. How to quickly master the recruitment skills and find the right candidate for the boss? The expert team of Derry Consulting Co., Ltd. jointly published a book "Portrait of Talents"-the recruitment accuracy doubled.
Derui Consulting is a management consulting enterprise that focuses on the field of human resource management and provides management consulting training and talent evaluation services. Provide systematic management consulting services for more than 500 high-growth enterprises. The main author of this book is Li Zubin, the founder and chairman of the company, the leading expert of the expert committee of Human Resources magazine, and the part-time postgraduate tutor of Nanjing University.
The book Portrait of Talents can help companies solve three major recruitment problems: What if there are no candidates? What if the candidate is not allowed? How to identify the iceberg, that is, how to see the hidden values, quality, potential and motivation of job seekers through interviews.
In the above case, the problem of the recruiter Rose is mainly in two aspects. First, the standards for the required talents are vague; Second, the questions are inaccurate, and it is impossible to judge whether the job seeker has relevant abilities, whether it conforms to the company culture and whether it can contribute to the company's development.
Regarding the talent standard, McLelland, a famous American psychologist, put forward the model of expressive ability-iceberg model in 1973. The quality above sea level is knowledge and skills, and it is also some hard conditions put forward by the company when recruiting, such as education, age, work experience, image temperament and so on. The comprehensive ability, values and motivation below sea level are the key elements of the company. There is a real case, a female job seeker completely meets the requirements of the company when applying for a job, that is, the knowledge and professional skills on the iceberg are completely up to standard, and she applied for the job soon, but she became pregnant not long after joining the company and began to rest until she resigned after taking maternity leave, which is equivalent to the company paying a salary to an employee who hardly works. Obviously, there is something wrong with this employee's job-hunting motivation, but because there is no perfect job-hunting standard and no recognition of her demand motivation, the employer can only eat Rhizoma Coptidis and swallow it himself.
Establish an accurate portrait of talents that meets the needs of the post. The book mentions the eight-step method of jointly creating and weaving portraits of talents.
In the first step, the hr team of the company or the immediate superior will convene an expert group of 6-8 people, and the expert group will hold a seminar on post talents.
Step two, the superior of this position explains the post background, including rank, responsibilities and requirements. Then think about the first draft of talent portrait from two dimensions with the team of experts. Two dimensions are the quality of outstanding employees in this position at present; What qualities and abilities do you need to follow the company's development pace in the future?
In the third step, participants began to brainstorm and list all the qualities and ability requirements they thought of.
The fourth step is to vote.
The fifth step is positive and negative verification. After the first four steps are completed, the first draft of the talent portrait of the post has been completed, and the next step is verification. The practicality of the first draft of the portrait is verified by the existing excellent employees and employees with average performance.
The sixth step is final confirmation.
The seventh step is to give this seminar a sense of ceremony. The host will ask questions three times in a row: Any other comments? If you don't confirm it three times, you will applaud.
The last step is to iteratively improve the optimization in the application.
Compared with Rose's recruitment work, there is obviously no talent portrait step, and perhaps the boss can't accurately describe what qualities this person needs to help him finish his job better. In fact, many bosses of small and medium-sized companies do not have this awareness.
If you think it is too difficult to make sure that a work portrait must do this, then the cost of time and energy is very high. Chapter 4 of Portrait of Talents gives some portrait cards of talents in key positions, such as financial manager, marketing manager, sales manager and so on. HR can directly use these talent portrait cards for recruitment.
As can be seen from the talent portrait card above, the knowledge and skills on the iceberg of job seekers are easy to identify, which is also a question repeatedly asked by Rose in the interview. These questions can be seen at a glance through the resume. The key is how to dig out the quality under the iceberg through a short interview.
Questioning is a necessary skill in hr interview, but how to identify the quality of job seekers under the iceberg by asking questions? "Portrait of Talents" says:
Every gift card given in the book is followed by accurate questions. Questioning based on quality projects generally adopts structured behavior questioning method. Many large companies will use structured interviews when doing internal competition. For example, a state-owned enterprise needs a production team leader position, and the unit has made a clear portrait of the talents in this position. Then through screening some conditions on the iceberg, bachelor degree or above, three years of grassroots work and so on. Qualified talents are like entering a funnel, and those who can get out of the funnel will attend a structured interview. Interviewers ask questions to explore and compare the qualities of interviewers under the iceberg.
Structured interview looks simple on the surface, the same question is asked to different interviewers, and finally different scores are given. In fact, if the questions in the structured interview are not scientifically designed, the interview is almost invalid. Competition within the bank, selecting suitable talents through structured interviews. The interview lasted all morning, and both the interviewer and the contestants were very tired. However, after the final result came out, the bank leaders were not satisfied, because the scoring results were far from the usual work performance of some people. Bank leaders think that the interview is unscientific and fails to interview the comprehensive quality and growth motivation of competitors well.
Regarding structured interview, Portrait of Talents gives an OBER rule. O stands for openness, asking more open questions and less closed questions; B is behavior, behavior, asking more behavior cases and less hypothetical questions; E means easy, and the questions should be concise and easy to understand; R stands for relevance, relevance, and the question should be related to the quality item. Let's focus on behavior B.
The common sentence pattern of behavior problems is "Please give an example to reflect …" and "You have successfully handled … (work situation), please give a concrete example." When answering such questions, candidates need to answer with a real case that happened in the past. A person's behavior pattern is relatively stable and will not change in a short time, especially when encountering similar situations, people's behavior response often repeats the past way. Interviewers can accurately judge candidates' future behaviors and reactions by observing their descriptions of the past.
If you ask a question in a hypothetical sentence: "If you ...? "You can only get a vague answer. You can examine the applicant's cognition and thoughts, but you can't see what the applicant really did. For example, there is an interview question: the leader tells you that a job was originally planned to be completed in five days, and now it is suddenly required to be completed three days in advance. What should you do? This is a hypothetical question, and many candidates answered it well, covering everything from work attitude to planning and communication. Judging from this answer alone, it is likely that the people selected are giants in words and dwarfs in action.
Going back to the previous structured interview cases of internal competition in banks, judging from the scoring results, the scores of employees who usually talk big and only thunder and no rain are higher than those who work hard. The reason is that these questions are designed as hypothetical questions, not behavioral questions. No wonder the bank leaders are not satisfied.
On the question of behavior, the portrait of talents gives ten scene dimensions, and the way of asking questions is for the interviewer's reference.
Enterprises choose talents, just as farmers choose high-quality seeds for farming. Only by choosing the right talents can they help the development of the company. Do a good job of talent portrait, ask questions accurately and find the right talent. The book Portrait of Talents is a necessary reference book for HR.