如何正确梳理人才招聘标准

Do not know if there is any such experience. The candidate who feels good is recommended to the interviewer of the business department for re-examination. After the end, he is directly PASS. It is clearly found according to JD requirements. Why is it not matched? Got a fake JD?

In addition, after encountering several candidates in the business department, I told HR partners that they need to adjust the direction of recruitment, and also met many candidates. Why are they suddenly changing direction? For various reasons, this is not going to be deepened here.

The above situation is typical of being taken by a business interviewer, and it is unclear what kind of talents the organization needs.

Talent standards are key when doing recruitment. Before sorting out the talent standards, it is recommended that the recruiting partners should not blindly search for resumes, interviews, and spend 1-2 hours to talk with the leader of the business department. It is much more comfortable than looking for resumes and interviews in large quantities.

The tools and methods commonly used in the past recruitment and selection are mainly based on behavioral interview + STAR. Here is an example of the behavioral case interview method. How to share the selection criteria with the business department to share.

How to determine the selection criteria and combing needs?

The first step is to confirm whether someone in the same position can be transferred. The purpose of this is to give internal colleagues some new positions, especially those at the supervisor level and above;

The second step is to ask the person in charge of the business to understand the business objectives of the demand department, industry trends, department staffing, business growth, and business product knowledge;

The third step is to understand the responsibilities of the demand position, performance KPI indicators, future promotion channels, reporting targets, subordinates, travel frequency, bonus and other welfare items;

xx第四步是向业务部门的面试官询问目标公司或相关行业经验,了解其他公司的职位,职位的位置,尤其是困难的职位,这可以反映人力资源的专业性和护理,它可以让业务部门感受到人力资源对招聘职位的重要性。

第五步,确认哪种人适合?

○行业背景要求(甲方或乙方);

○掌握知识/技能和最低工作经验要求;

○能力和质量(获得行为事件访谈,如协调,沟通,演示,客户开发等);

○人格特质:外向,严谨,细致等,结合领导风格,团队风格,企业文化环境;

○特殊要求:年龄,性别,教育,专业;

○面试过程:确定轮次,谁来,以及如何做出决定。