For managers and HR, recruiting talents and forming teams is the top priority of the company. Recruitment is the first and most crucial step in the selection and retention of talents.
People are right, business is smooth; and business has problems, generally can be rooted in people.
In Rui Teng's view, there are generally six major pain points in the recruitment of talents: they are unclear, can't be found, can't be seen, can't get in, can't be used, and can't stay.
These six groups of words, I believe that every manager and HR will be deeply touched, and everyone must have experienced many painful recruitment stories.
To solve and eliminate these pain points, we need to start with the whole process of talent management:
In-depth understanding of job requirements, use of effective recruitment channels, strengthen talent attraction, design scientific interview methods, focus on trial period integration, and provide continuous incentives and development.
Many companies, although establishing a complete recruitment process, are not detailed in each of the above, so the recruitment team seems to be very busy, the employer department seems to be very active, but the results are often unsatisfactory.
First, combing recruitment needs
There are many reasons for the failure of enterprise users, but the most important and the most important point that is easily overlooked is to sort out the recruitment requirements.
In fact, Rui Teng believes that the most important point in distinguishing between good hiring managers and general hiring managers is the ability to control job requirements:
You can work with the business unit PK to help the business unit sort out the organizational structure, develop job responsibilities, and develop clear and reasonable talent goals. Then you are a HR who understands the business, integrates and helps the business.
When Rui Teng is in the recruitment class, he often spends a lot of energy on how to sort out the job requirements. Many people don’t understand it because most people only ask for the requirements of the mechanical execution department. They don’t think about the story behind the demand. I dare not do in-depth discussions with the business department.
This is easy to cause HR to understand the demand is not sufficient, can not be effectively transmitted to the headhunting and candidates, making the recruitment progress slow; or the interview process is not clear, the person who is not sure, is difficult to make decisions; or recruited People, but found that the structure and responsibilities do not match, the talents are very awkward, and quickly leave.
Therefore, like peeling onions, according to 5W1H, figure out: Why do you want to recruit? Who is suitable for recruiting? Where is this person? In what way? How are you going to use it?
This is a professional, responsible hiring manager or HRBP should be fully explored with the employer department.
Second, the channels and methods of acquiring talents
Recruitment channels are generally unfamiliar to HR. Conventional networks are nothing more than networks, internal pushes, and headhunters. But often everyone knows which channels, but the effects of different HR operations will be very different.
Taking internal recommendations as an example, many companies feel that it is difficult to do internal push, and it is not very effective. It seems that only super-famous companies such as Tencent and Ali can push the internal push.
But in fact, Rui Teng once looked at a medium-sized housing company. In three years, the internal push ratio increased from 20% to 50%. The use of headhunting dropped sharply, and employee recognition and talent reputation continued to increase.
In essence, the HR team's professional ability is rapidly improved, and it has a stronger influence on the business. It can mobilize business leaders to take the lead in recommending talents, and even develop recommendations for subordinate teams. At the same time, HR sets up a singing show, publishes posters every month, selects the introverted star, and cooperates with corporate culture and employee care activities to let employees from suspicion, passiveness, to taste the sweetness, to believe and be proactive.
The same is true for the headhunting channel. How to manage the headhunting scientifically? How to effectively transfer company information to headhunting? How to deal with headhunting relations fairly and fairly? Every item is art. A professional HR can attract a group of headhunters to recruit them seriously, and the unreliable HR can avoid even the rich headhunters.
Third, influence & attract candidates
Many companies, through a large number of heads of contact with external talents, but in the end often can not talk about it, there are reasons for employer brands, but more importantly, often do not find ways and points to attract talent.
To attract outstanding talents, we must first understand the appeal of human nature, and demand theory and two-factor theory are the most important classic models.
For the individual, the friendly office environment, work safety and market-based salary and benefits are the most basic professional demands. If not, the staff will definitely go.
This is why the employees of state-owned enterprises are stable because they have the above conditions, and private enterprises often have frequent organizational structures and personnel changes, and internal communication relationships are complicated. Therefore, even if the wages are high, they cannot keep people, and good people do not dare to go.
From the attraction of high-end candidates, they are more concerned about challenges, growth, responsibilities and social identity, so they can sum up the five entry points for persuading high-end candidates: depicting the future, rendering feelings, creating value, comprehensive management, and full authorization. .
Fourth, interview & evaluation
An interview can be said to be the core competence of a company.
I have seen many companies. Because the upper-level leaders are not comfortable with the interviewing ability of middle-level cadres, a large number of positions require the upper-level leaders to personally interview, which consumes a lot of costs and reduces efficiency.
Longhu, Xuhui and other excellent enterprises will regard the "capability model + behavior interview method" as an important training program, requiring all middle-level participants to participate in the interviewer certification, and gradually assign the interview method to all managers.
The evaluator must first understand the big dimension. In a broad sense, the quality of a person can be divided into three major items: experience, ability, and value. The evaluation of experience is relatively easy, while the examination of ability and values requires the interviewer to have certain Skill.
To assess the ability, first of all, it is necessary to clarify the core qualities required for the position. The same position of different companies and the requirements for competence and quality may vary greatly. Therefore, the quality model must be customized according to the company's situation.
Take real estate designers as an example. In a high-quality housing company, designers need to have excellent aesthetics, good market acumen, and coordination of internal and external management and control capabilities. Each ability can correspond to relevant interview questions and positive and negative behaviors.
Through the ability and quality model, we can establish a relatively consistent approach to the unified talent standard from top to bottom, so as to try to solidify the boss's employment requirements to the front line.
The interview process is a complex art. Rui Teng sums up a set of “four-step interview method”, which defines the core concerns from interviews, questions, answers, and evaluations.
For the most important "question" and "listening", Rui Teng summed up a set of "Ear principles" that are easy to remember, namely: Under what circumstances, what did you do and what kind of results were achieved?
After the interview, more important is the background investigation. According to RuiTeng's experience, there are problems with up to 15%-20% of the resumes in the market. I have personally encountered people who have experienced serious fraud and even judicial problems.
Therefore, whether there is a strict back-adjustment process is an important condition for evaluating whether a company's recruitment system is sound. Companies that do not make a back-adjustment are likely to attract black sheep.
With a comprehensive competency model, a scientific interview method, and a rigorous back-adjustment process, the interview can be transformed into organizational skills and the quality of the company's selection can be greatly improved, thus promoting business upgrades and changes.
As Jobs said in the interview: the gap between excellent talents and ordinary talents may be more than 15 times, or even 100 times, and my success is due to the discovery of many talented and unconscionable talents.
For all levels of managers and HR in the organization, the good job of recruiting interviews is actually the lifeblood of corporate development.