A two-pronged approach to respond to the improper crisis of selection

Those who have talents have the world. For the leader of the enterprise, it is the top priority for the employer to do things. For the human resources management department of the enterprise, it is more necessary to adopt a two-pronged approach of recruiting and employing and managing people to avoid and resolve the crisis of improper selection.

Which people need to be used with caution

Improper selection of people is likely to bring huge losses to the company. These losses are such as: the remuneration and time cost of the recruiter, the opportunity cost of losing the opportunity for development due to the failure of the qualified person to arrive in time, the additional cost of re-recruitment, the normal operation of the business due to improper selection, team morale, The impact of employee creativity, etc., the unfair information transmitted by the wrong recruitment to the outside affects the qualified applicants to apply again.

Since there are so many hazards in improper selection, what kind of people do we need to pay attention to when we are at the entrance of talents? In general, use caution when you encounter these types of people.

1. People who don’t have team spirit: They are often not good at cooperating with others, they don’t trust their colleagues, they can only work alone.

2. People who do not agree with corporate culture: they have performance and ability, but they do not agree with your company’s corporate culture, and the values ​​do not match the company.

3. People with ethical quality problems: Without good moral cultivation and character, even if the education is high and the ability is strong, they should be used with caution. Otherwise, it is likely to bring the enterprise into the risk after entering the enterprise.

4. People with strong desires for rights: Such people often use their means to achieve their own ambitions, and they are very harmful to the organization.

5. People who are not responsible: This kind of person is not loyal to the company, has no sense of responsibility, and always says “this is not my job”. Whether it is responsible for a job or collaboration with others, it is possible because of responsibility. Missing and causing losses to the company.

6. Mentally unhealthy people: They are either psychologically dark or sensitive to people’s affairs. Unhealthy psychology will inevitably affect the work results and affect the organizational atmosphere.

7. People with insufficient ability: This kind of person either has the ability to have a job, or has poor executive ability and only dreams. These obviously cannot guarantee the smooth completion of the work.

Scientific recruitment system can effectively avoid the risk of selection

To establish a scientific and perfect talent selection system, the following points can be referred to:

1. Get out of the cognitive misunderstanding of talent selection.

First of all, we must understand what kind of talents companies need from the perspective of corporate strategy, organization, and human resources. How can we choose the “appropriate person”? How can we put the right people in the right positions?

Some concepts in practice can be used for reference, such as: strictly abide by the recruitment principles of open recruitment, fair competition, fair assessment, and merit-based recruitment; select talents according to the actual needs of the company’s current development, and recruit the most suitable enterprises, not necessarily the most Excellent; allow employees who have “disadvantages” to do their best according to the principle of using the strengths and avoiding the shortcomings.

Do a good job analysis and job needs analysis, define the criteria for selection. Determining what the content of a job is, and determining which types of people (what kind of work experience, skills, etc.) are suitable for being hired to do the job, have clear recruitment requirements, and position the job duties accurately. Prepare detailed job descriptions (clear work specifications and work responsibilities through job analysis), identify different talents with different standards, and apply the quantity. Many times, we don’t have the right people to recruit, it’s not a matter of people, but we don’t make our requirements clear and understand.

2. Reasonably set up a recruitment team.

The composition of the recruitment team is very important. Only the best recruiters can accurately identify the talents. The so-called “there is a world of Bole, and then there are thousands of horses. There are always thousands of horses, and Bole does not often have.” Moreover, because each interviewer has different experience and preferences, there are differences in the selection criteria of the corresponding recruits. Therefore, the quality of the recruiting team is particularly important. In order to reduce the risk, it can be jointly recruited by the relevant departments, that is, the recruitment team is composed of human resources professionals, employer department supervisors or corporate executives. Since only the employer department knows exactly what kind of employees you need, and the quality and ability of recruiting employees is directly related to the effectiveness of the employment department. Therefore, in the recruitment process, the employer department should be involved, especially in the professional skills assessment. The employment department can play an irreplaceable role. In this way, the close contact and cooperation between the human resources department and the employing department in the recruitment process can effectively improve the quality of recruitment.

3. Choose a reasonable recruitment method and channel.

How to find the right person? Generally speaking, the way companies recruit employees is mainly divided into internal recruitment and external recruitment. The personnel recruited from the inside are familiar with the company’s situation, the recruitment cost is also low, and can adapt to the new job immediately, but the internal recruitment must pay attention to the openness and fairness of the recruitment, otherwise it will be counterproductive. Talents outside the enterprise are more likely to bring new ideas and new ideas to the company and stimulate the vitality of the existing workforce.

In addition, companies must first consider the recruitment effectiveness of different recruitment channels before starting recruitment. For example, for the middle and high-level personnel of the enterprise, the more effective methods are the headhunting, professional website, and acquaintance recommendation.

4. Structured interview based on competency.

How to identify whether the candidate has the necessary skills, the interview is the most important part of the recruitment system, which determines whether the company can successfully attract and select the right people. The intuitive impression in the interviewer’s mind is often not a true and complete judgment, so a behavior-based structured interview approach is required to refine and quantify the required capabilities from a competency perspective. Behavior-based structured interviews are widely used talent assessment tools, playing an increasingly important role in employee recruitment, selection and appointment, and their findings are relatively more accurate and reliable.

5. Proactively obtain job seeker information.

As an employer, in order to ensure the quality of talents, it is necessary to actively investigate the background of job seekers, verify their work experience, and understand the performance of their former employers. However, some job seekers provide contact information that is better than the original unit. Colleagues, the credibility of their testimony often has problems, so pay attention to the reliability and validity of the background investigation.

Generally, the verification of academic qualifications can be confirmed by the professional website. For the verification of work experience, the unit information and resume information in the social security can be checked. In addition, companies should increase the punishment of dishonest people, increase their fraud costs, and force them to deliver more real and valuable information. For example, comparing the applicant registration form with the information in the resume, speculating on the authenticity of the information filled by the individual, the fraudulent person will not be hired once found, or will be dismissed after being found to be fraudulent, or even pursue the candidate to bring to the enterprise. The loss.

Use good assessment tools to do a good job in talent assessment. Interview technology and brain drain are directly related. Judging whether a person is competent or not can not be seen from the surface alone. Xunzi said in the “non-phase” that observing people’s appearance is better than understanding people’s thoughts and understanding people’s thoughts. Human virtue. In addition to looking at a person’s explicit behavior, he also needs to evaluate his or her implicit behavior (attribution, emotion, motivation, perception, etc.) through assessment tools to match the selection of people and positions.

6. Establish a talent pool.

Due to various reasons and circumstances of candidates, even if they pass the interview, there is a situation in which they cannot get into the job smoothly or even enter the job. Therefore, multiple candidates should be prepared in the same position to ensure that job vacancies can be remedied in time; Once the recruitment is over, the outstanding candidates who have not been finalized will be included in the reserve reserve for future recruitment or from time to time.

The risk of selecting people cannot be completely avoided. What we can do is to adopt a scientific attitude and use realistic and effective measures and tools to minimize the risk of improper selection and control to an acceptable and acceptable range.

Resolve the crisis with a flexible employment mechanism

No matter how scientific the recruitment and selection system is, it is difficult to completely evade the selection of people. Therefore, it is necessary to respond flexibly to the employment mechanism, and strive to resolve the crisis of improper selection in the process of employing people. When companies are employing people, we need to be alert to the following four risks.

1. People do not match.

The mismatch between people and posts usually means that the conditions of the person do not match the qualifications required by the position, such as high position, low position and low position. Fundamentally speaking, it is because individuals do not have the requirement to complete job duties. The high position and low allocation result in low job performance, and the low position and high allocation to the enterprise bring excellent talent loss. Some talents even flow to the industry peers to become the competitors of the enterprise.

2. The responsibility does not match.

When a person is placed in the corresponding position, does he have the power required for the position? The answer is often no. Business leaders are often distressed, and when power is released, the work of the corresponding personnel is inefficient.

In response to this risk, enterprises should pay attention to the construction of basic supporting systems: First, the ideological foundation. Businesses and their employees must have the same values, so that corporate culture can be accepted and recognized by most employees. The second is the personnel base. Enterprises must have a high-quality manager team. The higher the professionalism and professionalism of the manager team, the easier it is to use power. The third is the institutional basis. Enterprises must have a standardized, standardized, streamlined, systematic, and institutionalized system management system, which is the basis for the use of corporate power. The fourth is the basis of checks and balances. The supervisory mechanism of the enterprise must be very strong. The supervisory department must have strong professional competence. The supervisory mechanism and the supervisory department can ensure that the risk of the enterprise is within the controllable range. It is truly centralized, decentralized, and authorized. There is a degree of power.

3. The interests do not match.

It is often said that wealthy people gather and wealth gathers. Neglecting material incentives and excessive material excitation are all abnormal. Specifically, it is necessary to achieve external equity, internal fairness, and self-equity. From the outside, if the employee’s income does not match the company’s position in the industry, it will often lead to employee turnover; from the internal point of view, the employee’s income and pay mismatch will often lead to employee dissatisfaction and affect employee satisfaction; From the perspective of employee self-fairness, employees are more likely to perceive unfair treatment. Enterprises must use a fair talent evaluation system to measure the ability and performance of each employee, and give them a fair return on their efforts.

4. The team does not match.

When many companies use people, they only consider the match between the individual and the post, but ignore the match between the individual and the team. The best teams are often complementary, and homogenous teams are prone to flaws.

To be flexible, it is necessary to establish a matching employment mechanism. Usually we can take non-critical positions. Specifically, in the employment mechanism, we can follow these principles: First, the employer must first emphasize the virtues, and the morals should be commensurate; the second is to give the positions to talented people and to be equal to the positions; the third is merit and compensation. Proportionally, employment authorization, performance to determine performance; Fourth, employers should use their strengths to avoid shortcomings.

Those who have talents have the world. For the leader of the enterprise, it is the top priority for the employer to work. For the human resources management department of the enterprise, it is necessary to make up the loopholes in the recruitment process through the scientific recruitment and selection system, and at the same time, solve the risk of the employment link through a flexible employment mechanism. Thus systematically solve the crisis of improper selection.

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