I. Overview

Talent is the core of enterprise development. By recruiting suitable talents and realizing the rational allocation of human resources, it will bring objective economic benefits to enterprises.

As the main force of the parent company's overseas strategy, overseas business department has a great demand for professionals in the fields of technology, business finance, economic management, contract management and language. Sometimes, it is also faced with the requirements of "multi-functional" posts, and even needs talents with business, technology, management, contract and language skills at the same time, which has high requirements for personnel. Therefore, we should grasp the key link of talent recruitment, control the quality of recruiters from the source, and then control the whole.

At present, there are two kinds of talent recruitment in foreign economic institutions: campus recruitment and social recruitment, both of which have their own emphasis. Campus recruitment aims to inject fresh blood into enterprises and reserve reserve reserve forces for their long-term development. Fresh graduates who have just left the university campus have good plasticity and development potential because they are young and have relatively little social experience. Enterprises can often establish a stable group of young employees through the recruitment of fresh graduates, and make medium-and long-term development plans and strategic layouts on this basis. Social recruiters are mainly for the majority of on-the-job personnel to fill the gaps in key technical fields. Therefore, the investigation of graduates should focus on values and basic abilities, supplemented by professional abilities, and the investigation of social recruiters should highlight their professional and management abilities, especially the investigation of leadership in the competition for important positions.

Second, the limitations of the interview

At present, many enterprises and institutions, including foreign economic institutions, still rely on interviews to decide the employment of personnel. Although it can greatly simplify the recruitment process, save and reduce the investment and cost of recruitment, the shortcomings of this approach are also obvious. Mainly reflected in the lack of reliability and validity of the interview.

The reliability of the interview is the inconsistency of the judges' evaluation conclusions on different contents. According to relevant research, the evaluation content is the performance of the applicant's past experience, and most of the judges' conclusions are close (that is, high credibility). If the evaluation content is the applicant's personality, the matching degree between personality and work, then the conclusions between the judges will be divided (that is, the credibility is low). Mainly because each judge is also an independent individual and has his own views on the evaluation of personality.

Interview validity can be divided into two categories: judgment validity and interview process validity. The effectiveness of the judge refers to the degree to which the chief judge makes correct and sensitive judgments on the talents and characteristics of the subjects. The effectiveness of the interview process refers to the extent to which all the information about a subject noticed by the judges can effectively predict the future work performance of the subject. Information includes not only the interview content itself, but also test scores, letters of recommendation, sample projects, work records and so on.

The research shows that there are some differences in the above-mentioned abilities of judges due to factors such as age and professional experience. The greater the difference, the lower the validity and reliability, which will affect the accuracy of personnel selection. Generally speaking, experienced old employees can grasp it more accurately. Although the reliability and validity of interviews are not high, they are still widely used in practice. The main reasons are as follows: individuals tend to overestimate their ability to judge others and are difficult to detect themselves; Help other personnel management functions unrelated to personnel selection.

At present, the evaluation system has been widely used in talent recruitment. Interview and written examination are both important assessment tools, which play an irreplaceable role in personnel decision-making and are the key to recruitment, employment and promotion. From the perspective of work practice, there is still a lack of framework guidance on how to effectively combine these two tools in practice. For example, a considerable number of enterprises only rely on interviews and resumes, which inevitably cannot identify outstanding talents comprehensively and objectively, and it is difficult to select them objectively, which will inevitably bring hidden dangers to the long-term stable development of enterprises.

Therefore, it is necessary to expand the concept of interview, that is, interview is a broader concept, an organic combination of interview and written examination, and realize the complementarity of the two evaluation tools. For foreign-related economic colleges, considering the characteristics of wide professional coverage, it can be composed of professional written test, foreign language assessment and comprehensive interview.

Third, the design and organization of the assessment

Recruiters are divided into campus recruitment and social recruitment. The basic procedures of the two types of recruitment are basically the same. Considering that different personnel are limited by experience and times, such as graduates who lack professional knowledge and experience but have excellent English communication skills, and middle-aged social recruiters who have many years of work experience and mainly work in the domestic market are just the opposite, the assessment focus should also be adjusted, and the proportion of each item can be adjusted appropriately. On the premise that the full score of each item is 100%, the scores of 2- 3 judges can be combined in each item to calculate the total score of candidates and rank them. The total score can be calculated according to the following formula:

These include:

A is the ratio of professional written test scores to total scores.

B is the proportion of written foreign language scores.

C is the proportion of oral English test scores.

D is the proportion of comprehensive quality interview results.

(1) professional written test

The written test is a test corresponding to the interview, which is used to assess the specific knowledge, professional and technical level and writing ability of candidates. The written form generally includes five forms: selection, judgment, discussion and case analysis. According to the professional experience of the candidates, the relevant professional technical supervisor or person in charge prepares the test questions for the candidates to answer within the specified time. When putting forward the proposition, considering the wide professional coverage of foreign-related economic institutions, we can consider following the following principles:

1, practicality

Reduce the proportion of pure theoretical knowledge, combined with practice and engineering case analysis. Investigate the applicant's relevant experience and ability to find and solve problems on the spot.

2, comprehensive

Avoid the investigation of a single isolated knowledge point, reduce the depth of a single knowledge point, and investigate the case topics that integrate construction technology, safety, progress, contract management, site management, risk prevention and so on.

3. Readability

In addition to pure text cases, the proportion of case questions with charts should be appropriately increased to assess the applicant's ability to look at pictures and find and correct mistakes.

Foreign language test

Whether oral or written, a rolling question bank should be established to prevent candidates from preparing in advance. In practical work, it is often found that general questions such as self-introduction can no longer meet the requirements of oral English test. Some candidates do well in introducing themselves. However, in the face of some open topics, such as how to look at the world economic trend in the next five years and briefly describe the main contents and conclusions of the graduation thesis, candidates do not perform well. In addition, with the wide application of the Internet, some candidates will spontaneously organize offline discussions to exchange questions raised by the judges during the interview, so as to be prepared. Therefore, it is necessary to establish a corresponding rolling question bank according to the characteristics of candidates, and fully investigate the true level of candidates. In order to create a relaxed conversation atmosphere, the oral English test usually begins with a brief introduction of the applicant. Following the principle of from easy to deep and from easy to difficult, the judges can gradually increase the difficulty of the questions and the space for self-development.

(3) Comprehensive interview

At present, the comprehensive interview generally adopts the question-and-answer system in which the examiner asks questions and the students answer them. The method is relatively simple, and the investigation of people is not comprehensive. It can be supplemented by interviews with leaderless groups and simulated negotiations. For example, in a leaderless group discussion, candidates can be asked to discuss a topic freely without specifying a role, and judges can record the progress of the meeting and evaluate the candidates by observing their verbal and nonverbal behaviors. In the discussion environment of the same status, the ability characteristics of candidates, such as expression ability, organization and coordination ability, decision-making ability, communication ability, adaptability, etc., will be naturally displayed, while the personality characteristics that are not easily displayed, such as self-confidence, tolerance, emotional stability, extroversion and extroversion tendency of personality, etc., can be observed. For project managers and market developers, it is normal to deal with people, and many of them are full of pressure and challenges. Therefore, we can introduce the form of simulated business talks and design according to the situations they may encounter in actual work. For example, simulate the planning process of international engineering projects to evaluate communication skills, persuasion skills, public relations skills, conflict resolution skills, customer service awareness, emotional stability, reaction under pressure and so on. From the applicant's point of view, this model can provide an opportunity to fully display personal style and talents, gain more sense of participation and satisfaction, and thus achieve a win-win situation.

Under the environment of two-way employment mechanism, employers can understand the qualities and characteristics of candidates in all aspects, and judge whether they can meet the job requirements, be competent for the job, and adapt to corporate culture and values. For candidates, they can take this opportunity to know the basic situation, organizational structure, business scope and other information of the employer, and judge whether it matches their personal expectations, so as to better choose the platform for personal career development.

Four, recruitment should adhere to several principles.

(1) It is the most important thing to judge whether the candidate agrees with the corporate culture. In recent years, we can see that Industry-University-Research cooperation has continuously expanded and deepened the cooperation between the education system and employers, and its greatest benefit is to cultivate a group of talents who have grown up with the company's development and deeply understood and adhered to corporate values. In the recruitment process, although there are objective reasons such as contact time with candidates and lack of in-depth understanding, it is still the first priority to judge whether candidates agree with corporate culture. Only when talents agree with the corporate culture can they agree with the development strategy of the enterprise and put it into practice, and make continuous efforts for the deployment of various tasks of the enterprise.

(2) Adhere to the joint participation of the human resources department and the employing department.

At present, the employing departments of some enterprises will inform the human resources department of the type of employees they need, and then the human resources department will summarize the talent demand before recruiting and selecting people. The employing department will no longer participate in the follow-up assessment, and will not participate in the preparation of test papers, the construction of question banks and grading. The ultimate goal of enterprise management is to realize profits, and all work needs personnel to carry out, so the judgment of grass-roots units such as the employing department is most in line with the development reality, and they have their own standards for talents. It is very likely that the talents selected by the human resources department will not be able to meet the needs of the employing department in the actual work in the future, resulting in the overall work efficiency of the employing department being reduced. Therefore, the joint participation of the human resources department and the employing department should not only stay at the level where the employing department puts forward the demand, but also insist on the joint participation of both parties in the whole process, including various on-site work.

Verb (abbreviation of verb) conclusion

With the continuous implementation of the "Belt and Road", many enterprises will or have gone abroad to participate in international market competition, set up representative offices and joint ventures abroad, and participate in overseas investment and operation. The improvement of internationalization and increasingly fierce market competition are challenges for enterprises. If enterprises can't properly grasp the recruitment of human resources to meet the new development needs, they will fall behind because of the lack of talent advantages. Therefore, the human resource management department should actively do a good job in recruitment planning and preparation according to the needs of resource planning and job characteristics, help enterprises recruit the most suitable talents, and do a good job in talent reserve, so as to lay a solid foundation for the sustained, stable and healthy development of enterprises in the future. It should be noted that human resource recruitment is not only an important part of enterprise human resource management, but also the basic support of enterprise long-term development strategy, and should be planned and designed in a more important position.

References:

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[3] Li Pengbo, Jin Hao. A study on the effectiveness of competitive selection examination: the perspective of relevant evaluators [J]. China Human Resources Development, 20 14, (16): 55.

[4] Hong Ziqiang. Selection decision and validity verification of human resource interview: from the perspective of image theory [D]. Zhejiang University, 2002.

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