Many enterprises have made great efforts in improving human resources. In today's increasingly clear outsourcing of human resources, the only thing that recruiters in our enterprise can do is to recruit and interview the most suitable candidates for the enterprise on the basis of improving their own skills. What basic skills do you need to be a qualified recruiter?

With the human resources department (HR) coming to us step by step, many enterprises have replaced the former brand of administration department or personnel department with HR or human resources center. Subsequent job name changes are only superficial work. If you want to have core competitiveness among peers and really do a good job in human resource management, you need to do more work to enrich your knowledge. To this end, I have summarized my work experience in recent years and the corresponding requirements of my colleagues at present, and made a systematic analysis of recruiters, training specialists, performance appraisal specialists and employee relations specialists, which will be published in the three issues of Management Research in July, August and September, hoping to help those companies that have just established these specialist positions and the corresponding commissioners understand the corresponding basic skills, and I also eagerly look forward to colleagues sharing their experiences and opinions.

Many enterprises have made great efforts in improving human resources. In today's increasingly clear outsourcing of human resources, the only thing that recruiters in our enterprise can do is to recruit the most suitable candidates for the enterprise on the basis of improving their own skills. What basic skills do you need to be a qualified recruiter?

First, how does recruitment bring competitive advantage to the company

[Recruitment Advantage]

The company's competitive advantages are embodied in the following two points: cost leadership and product characteristics.

Dave Vlrich, the originator of human resource management scientist, introduced the word HR, namely human resources, for the first time in "Champion of Human Resources". Prior to this, the human resource management department of an enterprise was called personnel management. He said: "In the high-tech driven business environment, finding and retaining talents will become the battlefield of competition." He also said: "Successful enterprises will be those that are good at attracting, developing and retaining talents with the necessary skills, vision and experience, thus promoting his company's global business."

When we are recruiting, we must first think about one thing, that is, "Why do others come to our company?" . Ask the applicant this question before the interview, get to know each other and yourself. Whether the recruitment interview is professional or not directly affects the company image. How does recruitment bring competitive advantage to the company?

1. Improve cost efficiency.

2. Attract very qualified candidates.

3. Reduce the wastage rate.

4. Build a team with more diverse cultures.

[recruitment process]

1. Identify job openings. Is it really necessary for the demand department to comprehensively balance the current situation of its own department and what positions are needed?

2. Determine how to fill the vacancy. The human resource center makes a detailed analysis of the company's existing human resource allocation, and then communicates the information submitted by the department. If this problem can be solved by temporary overtime or job redesign, then it is best not to recruit people. If you have to recruit, you can consider the following two ways: 1) emergency duty: temporary/rental/contracting; 2) Core positions: internal recruitment first, and then external recruitment is not feasible (all positions are made public internally before internal recruitment).

3. Determine the goal as a whole;

4. inform the target as a whole;

5. Meet the interviewer.

[Channels, advantages and disadvantages of internal recruitment and external recruitment]

1. In order to embody the people-oriented concept, internal recruitment is necessary, but in the recruitment process, the proportion of internal recruitment and external recruitment must be well matched. The advantage is that it can reflect the company's people-oriented, thus retaining the company's personnel; The disadvantage is that many internally recruited candidates are single-minded and not suitable for innovation. Internal recruitment is mainly applicable to the vacancies of internal technical talents and grass-roots managers.

2. External recruitment: first use the method of employee recommendation, then try to use on-site recruitment, online recruitment, etc., and headhunting companies can be used for demanding positions. Its advantage is to promote the metabolism of the company's ideas, but its disadvantage is that the people recruited are often uncertain whether they can adapt to the company's culture, because the process is much more complicated and the cost is higher than that of internal recruitment.

Second, how to build the necessary skills for department heads in the recruitment process?

[How to control the recruitment cost]

In the recruitment process, the cost recommended by internal staff is the lowest, which is mostly used for the recruitment of middle and low-level management or technical talents. The cost of hiring headhunters from outside is the highest, but it is difficult to recruit suitable candidates for some important positions in job fairs and online. This scheme cannot be used for temporary cost saving to avoid causing more waste.

In recruitment, the human resources department and the department manager should perform their respective duties.

1. Responsibilities of Human Resources Department:

1) Plan the recruitment process;

2) Implement recruitment processes, such as advertising and on-site recruitment;

3) Evaluate the recruitment process, how much money, how much time, and how to save costs.

2. Basic skills of recruiters

1). Responsibilities of department heads:

● Determine the recruitment needs;

● Communicate the recruitment requirements to the Human Resources Department;

● Participate in conveying information to the interviewer. If the department head has time, it is best to participate in the on-site evaluation.

2) Assist department leaders to establish necessary skills:

● Before the on-site job fair, you must give a general training to those who need to go to the site for recruitment, so that the language is consistent.

● What information should be conveyed to the interviewer during the recruitment process: a. Describe the business scope of the company and what the company does; B. Provide relevant facts and data, what to say and what not to say, and prevent people from snooping around the data; C. Describe the company's history, be professional and have uniform standards; D. describe the vacant position (which department, report to people, etc.). ); E. describe the working environment, tell the truth, and it is best to say that the conditions are a little worse than the actual ones; Describe career development opportunities.

[23 1 employee mobility principle]

● Employees are dissatisfied with the actual working conditions, resulting in a high turnover rate within 2 weeks after joining the company;

● During the probation period of 3 months, employees who are dissatisfied with their posts and authorization may also resign;

● Employees will become old employees after working 1 year. If they don't make corresponding job rotation or adjust their salary, they will leave because they are bored.

[Common Mistakes and Avoidance Methods in Recruitment]

1. stereotype.

2. Trust references or letters of introduction.

3. unorganized interviews.

4. Ignore emotional intelligence (EQ) and pay too much attention to IQ.

5. The answer in a vacuum. "If you were the manager of a department, how would you lead?" A similar scheme "If ……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

6. Looking for Superman. If you want to recruit a position of 100%, it is best to recruit only 70% to 80% people. If you recruit 100% people, you should try to motivate him on his first day at work.

7. reflection method. For example, I want to recruit a person with fewer shortcomings than this person in this position.

Thirdly, the competitive advantages brought by talent selection to the company and the types of talent selection.

[How does talent selection bring competitive advantage to the company]

1. Talent selection is not equal to interview. Talent selection includes job hunting-interview-psychological evaluation-evidence collection.

2. Purpose of talent selection: 1) Save the recruitment cost for the company, and 2) Save the training cost and time for the company.

3. Set a soft threshold when recruiting. Talent Selection Case (Diversion): Make a short speech, including: what's your name, what position you are applying for, and why you are applying for this position, usually for three minutes. The purpose of doing this is: it doesn't matter what he said above, what is important is to observe the mentality, behavior and expression of others below. Only those who show concern and listen carefully to the above speakers can be considered qualified. For example, teamwork ability and pressure resistance are also necessary interview contents for general enterprises. Organizational iceberg surface (open) target technical structure, financial resources skills and capabilities, internal form (hidden) attitude, communication mode, group role, personality, conflict, etc. The piece under the iceberg is the deadliest thing in the company. Recruit people with normal communication mode first, and then cultivate their skills and ability development.

[Responsibilities of Human Resources Department and other department heads in talent selection]

1. Responsibilities of Human Resources Department:

1) design application form;

2) Attend an interview;

3) Implement psychological tests;

4) Obtain evidence from the original service company for key positions;

5) Participate in employment (suggestion);

6) Training and consulting the department heads in talent selection. Including: what mistakes are easy to make in recruitment (such as answers in vacuum and reactive methods)? What mistakes are easy to make in selecting talents? How to interview? How to ask questions? How to set the threshold and so on.

2. The responsibilities of the department head:

1) Determine the competencies required for this position;

2) Evaluate the interviewer;

3) directly make the decision of employing people.

[Interview Selection Method]

1. Choose from low to high. From the low position manager to the high position manager interview, screen step by step. The advantage is that it saves the interview time of senior managers and improves efficiency; The disadvantage is that people with lower positions in the company have misunderstandings about the positions they are interviewing for because of their own positions. It is difficult for him to really know what kind of interviewer the top management really needs, which may lead to some capable people slipping away from him and wasting human resources. When many people apply for a position, you can use this method to interview without worrying about the students.

2. A series of interviews. The result is decided by many departments. This recruitment method usually recruits people who are suitable for all relevant departments, not the best people. People recruited in this way are usually people who need excellent team communication skills. This method is easy to cover different levels and is not prone to deviation. The disadvantage is that it takes more time, and some candidates may have no patience and give up. If this method is adopted, we should make an appointment with the managers of relevant departments before the interview and communicate with the interviewers accordingly to reach a preliminary understanding (for example, we have five rounds of interviews, who to see first, who to see later and who to see in the third round).

3. Group interview method. Series interviews are conducted in turn, while group interviews bring people from all relevant departments together to interview candidates, and then we discuss whether to hire them. The advantage is to save each other's time and not easily miss some important topics; The disadvantage is that the interviewer is under too much pressure. This interview method is only used for people who will encounter high-pressure jobs in the future, such as hiring managers or marketing.

Four. The various processes of the interview and the matters needing attention in the process

[Importance of Job Application Form]

Job seekers have already submitted their job applications, why should they fill out the application forms? Its purpose is to ask job seekers to provide the names and telephone numbers of at least two referees of the company where they used to work, so as to obtain evidence. Usually, for those key positions, it is difficult for those companies to call for evidence before the final confirmation. Generally, you don't need to call to confirm, but you can give job seekers a serious and true attitude to fill in the form and prevent too much false content.

The combination of behavior and interview 1. The necessity of selecting the right talents at the first time: it can improve productivity, reduce training costs and reduce turnover rate. If the job you want is to climb trees, you should recruit a squirrel instead of a turkey to teach it to climb trees. Choose the right person and save everything.

2. Collect centralized job-related information in the interview+completely record this person's behavior in the interview+objective and accurate evaluation and post-interview evaluation = more valuable and accurate interview. (the success rate is 38%). After the above forensic evaluation, the success rate will rise to 66%. 3. The combination of behavior and interview. Ask about your past performance at work.

1) Behavior is a fact that a person has said or done in the past, not his character or habit. Past behavior can predict the future. Make corresponding notes and follow up when the position is vacant again.

A. it is easy to make employment decisions. B. the information between interviewers is consistent. C. accurate information. D. better archiving and archiving.

2) Don't ask him what he will do in the future. The last question is "Tell me about yourself".

3) There are four good questions in the interview: S+T+A+R.

S- Situation T- Goal A- Action R- Results [How to distinguish "facts" from "lies" in an interview] 1. Facts can be consistent, but lies may be inconsistent; 2. When the other party can answer the question smoothly, there may be false content. "What you said just now was very good. Can you say it again?" .

3. Pay attention to the important clues of the candidate's nonverbal behavior: 1) Eyes: 2) Body posture: 3) Gestures: 4) Facial expressions:

V. Objectives and scope of the interview

[Interviewee and environment]

It is best to find only five dimensions for a position, and the content should be approved by the department head who needs to recruit people.

■ Investigate the objectives and scope of sales representatives: 1. Self-guidance and self-motivation; 2. live in harmony with others; 3. Persuasive and influential; 4. Exchange of technical information; 5. Professional behavior.

■ The circumference of the clerk in the inspection department is 1. Obedience and good at compromise; 2. live in harmony with others; 3. Have a sense of service; 4. Professional working ability; 5. Professional behavior.

■ Investigate the circumference of human resources supervisor 1. Self-guidance and self-motivation; 2. Get along well with others; 3. Exchange internal professional information; 4. Professional behavior. Persuasive and influential.

■ How does the supervisor make an interview plan according to the circumference? Find a piece of paper and write down the interview plan; 1. Doubts found in the resume; 2. Derive about three questions from each of the five basic perimeters; 3. Answers to the above questions.

■ How to prepare for an interview?

1. Take 5- 15 minutes to read the interviewer's resume carefully and make the corresponding interview plan; 2. Only by bringing the interviewer's resume to the interview site can the psychological pressure of the interviewer be eliminated; 3. Prepare company introduction manuals or brochures, employee manuals, etc. ; 4. prepare your business card; 5. Arrange other jobs in advance to prevent interference with the interview, preferably not in the competent office; Keep the interview private.

Six, structured interview steps and related skills

[Preparation and Skills of Interview]

When preparing for the interview, we should be good at finding the doubts on our resume, so as to determine whether our company can meet the requirements of the candidates, and at the same time examine whether the interviewer is really suitable for our company:

1. The real reason for the job gap;

2. Reasons for frequent job hopping;

3. The reason for not learning new skills recently is that modern illiterates are people who don't learn new knowledge;

4. The real reason for leaving the original company.

[interview starting skills]

1. At the beginning of the interview, you'd better go to the reception room to see him yourself and get to know his real side (observe his waiting posture, words, etc. ).

2. Lead the other person into the interview room and introduce yourself after shaking hands to prevent the other person from knowing who you are.

3. After taking a seat, make sure that both sides are comfortable and tell each other: "I will make some corresponding records on the spot for further understanding and evaluation, I hope you don't mind."

4. Tell the other party the possible time of the interview and the time required for each round, so that the other party can arrange their time reasonably.

[structured interview]

1. For the first interview, the interview time can be as short as possible, and the later (senior) time is longer.

2. If you have an hour's interview time, you can spend 15 minutes first to communicate with each other and introduce yourself, which is similar to chatting to relieve tension. Next, take out the doubts you have done before and talk about them in 15 minutes. There are still 30 minutes to ask questions about the past interviewer's experience and five basic dimensions.

3. There are four ways to ask questions: modify, restate, skip and expand (for example); Guidance, inquiry and follow-up should be done well in the interview process.

4. Make corresponding records.

[Skills for ending an interview]

1. Allow the interviewer to ask questions;

2. Sincerely thank the interviewer;

3. Prepare for the interview;

4. Don't tell the other party the uncertain result after the interview.

Seven, professional structured interview skills

[Asking questions about behavior]

In the interview, the star content is realized by guiding, asking, summarizing and straightforward ways, and appropriately asking theoretical questions.

S- situation? Scene T-Target? Target a, move. -Action R.-Result? -result 1. Introduction: Would you please describe a natural forest protection case?

2. Ask: What was the result?

3. Summary: What you just said is actually the problem of Tianbao, right?

4. Direct: Please tell me an example of Tianbao.

5. Theoretical issues. Turn a theoretical question into an example question and ask the other person to describe the situation, goals, actions and results. Who did you report to in your previous company? How many people report to you? Please give a relevant example. Don't build a car behind closed doors, don't ask questions that can be answered with yes and no, and the results you get are usually untrue or incorrect. )

[Full record of good behavior]

Taking interview notes can effectively avoid misunderstandings in the interview, such as halo effect, first cause effect, recency effect, stereotype and so on. The more you interview for a key position, the clearer your notes should be.

1. Record it directly on the interview schedule and try to be concise.

Let the interviewer know that you are taking notes, but don't let the other person see what you are writing, let alone let the other person see that you are correcting. Avoid the psychological pressure caused to the other party, so that the interview can't be truly fair and just, and the other party can't give full play to their abilities after being nervous.

3. Take notes during the interview, but don't jump to conclusions easily. You are not qualified to make the final decision until you weigh all the people involved in the same position. After the interview, we should compare who is more suitable for this position from five dimensions. If necessary, ask others for advice before making a decision.

[Listen carefully]

Listening is the basis of an effective interview. The interview should follow the 80/20 principle. The following behaviors should be prevented during the interview:

1. rudely interrupt the conversation; This question is over. Next question. ...

2. It seems inappropriate to be too busy, often disturbed by people, and the phone often rings.

3. Only listen to what you want to hear, so it is easy to ignore the authenticity of the interviewer's ability; 4. Ignore nonverbal signals; 5. Only look at the details and ignore the panorama; 6. Improper information processing. Don't process information on the spot.

[Grasp the interview speed]

1. Insert a concluding question properly in the interview process, and then introduce another question in a leading way. So as to adjust and control the target.

2. You can also say, "What you just said was very, very good!" Say, make a gesture of pressing from top to bottom with both hands. Normal people receive the message that the problem ends here.

3. If you think the other person hasn't talked enough about something, make an invitation gesture with your palm up, or you don't talk and look at the other person carefully.

[Maintain the interviewer's self-esteem]

If you keep the interviewer's self-esteem in the interview, he will have a particularly good impression of your company. If it affects his self-esteem, he will leave with a broken heart, which will have an indirect impact on him.

1. Establish a good relationship in advance. For example, chatting at the beginning makes the other person relax.

2. Establish a good relationship afterwards. If you think he can't do it, you should personally send the other person to your door and express your sincere thanks to him.

3. praise him all the time. "Well, very good!" "You look very energetic today!" Let the other person feel that he is valued.

4. Once the other person digress, you should first say your own question, such as: "Did I not understand just now?" Put the blame on yourself and say the question you want to ask again.

I see. For example, "you don't have to be nervous. If you were me, I would do the same in this case. "

[Non-verbal Tips]

Don't give negative hints.

Eight. Follow-up work after structured interview

[Evaluation should be conducted after the interview]

1. Organize your notes;

2. Determine your measured waist circumference;

3. Summarize the length of each girth;

4. Give each interviewer a score.

[Possible misunderstandings in interview scoring]

1. For example, my misunderstanding. When the interviewer is found to be similar to himself and his associates in some respects, he should be vigilant.

2. Halo effect. The shortcoming is too prominent, and other advantages are covered up by this shortcoming; On the other hand, the advantages are too prominent, which will also lead to his shortcomings being covered up.

3. Compared with mistakes. The reason is that people should compare with others and people should compare with posts.

4. Original effect and recent effect. The first reason-the first, the most recent reason-is closest to you.

5. embarrassed. Sometimes your own shortcomings are on the other side, and you will unconsciously let go.

6. Use irrelevant information or ignore relevant information to evaluate candidates.

[Psychological evaluation of those who have passed the interview for key positions]

1. reactivity evaluation. Methods: Fill in the blanks.

2. Operational test. There is no correct answer, so you can play it at will. Refers to the behavioral response to a given stimulus. This kind of test needs expert analysis.

3. Structured interview. Jack Welch, who left the problem when the plane crashed.

4. Scenario simulation. There are no theoretical discussions or file box management (interviewing people who have never done this job), speeches or business games. This method is mainly used to evaluate the comprehensive quality of candidates.

[Purpose and method of obtaining evidence]

"We have tentatively decided to try you out now. Can we get a certificate from your previous company? " . This practice must be agreed by the other party. The contents of evidence collection need to include:

1. Work experience. When will he work in the company?

2. What does this position stand for? This is the most critical point, and we should make corresponding records.

3. What does this person need to improve?

[Notice of interview result]

No matter what the interview result is, you should inform the interviewer by phone or email. If the interview is unsuccessful, tell him what he thinks is good and what needs to be strengthened, and tell him that his resume will be put on record in the talent pool, hoping to have opportunities to cooperate in the future. Finally, I sincerely thank him for attending the interview again.

If you are hired, you should tell the other party what you need to prepare (such as copies of documents, photos, bedding, etc.). ), when to report to the company and the salary standard. Ask the other party what they don't understand and try to explain it clearly to the parties to avoid unpleasantness in their future work.