With the intensification of talent competition, the flow of talents is becoming more and more frequent, and the recruitment cost and human resource management risk of enterprises are increasing day by day, which will also affect the sustainable development of enterprises in serious cases. One of the reasons for this situation is that enterprises can not effectively know people, know people and select people in the recruitment process. Then, how can enterprises select suitable senior management talents more accurately and quickly in the shortest time? What scientific selection tools and skills can help relevant personnel to accurately judge the real experience and quality of candidates and have a reliable grasp of job matching? The star interview skills based on quality model adopted by a group in the process of recruiting human resources directors will help and inspire your actual work.
Group A is a diversified private group enterprise. In recent years, under the leadership of the president, the business of each subsidiary has developed well. But the fly in the ointment is that the position of "Human Resources Director" of the group company has never been able to find a suitable candidate, and it has been changed three times in a row recently. All three were personally selected by the boss "one in a hundred", but they all failed because of such problems. This makes the president who is eager to open up the market and prepare to make great achievements very upset. He thinks he's been hanging out in the mall for a long time and has been read by countless people. When negotiating with customers, his judgment on people is always very accurate. All the above three directors were chosen by himself. It shouldn't be wrong. Why did he meet such a result?
In desperation, the boss hired a consultant to help solve the problem. With the help of consultants, the crux of the problem surfaced: the lack of scientific evaluation skills for the authenticity of candidates' experience, quality and ability and the effectiveness of job matching is the main reason for not finding suitable talents accurately.
In these selection processes, Group A's judgment on people is more based on the boss's personal experience and feelings, lacking objective standards, scientificity and stability, so it is no wonder that suitable talents are always not selected. Later, under the guidance of consultants, Group A successfully applied the interview skills of "star based on quality model" to the recruitment interview process of human resources director.
Understand the interview skills of "stars"
The so-called "star" interview skill refers to that in the interview process, the interviewer asks questions according to the four elements of the situation, the task to be completed, the action taken by the applicant and the result of the action, and measures whether the applicant's own quality and ability are suitable for the requirements of the recruitment position by understanding his past behavior, so it can also be called.
The "star" interview skill is one of the behavioral interview methods, and it is a test and consideration of the applicant's work behavior. In practical application, it must be combined with and based on the quality model. Through the pre-established quality model, enterprises define the key behaviors of employees to produce high performance, and then determine the quality behavior standards of the positions they recruit. On this basis, combined with the interview skills of "stars", targeted questions and accurate analysis can be realized, so as to quickly grasp the true quality and ability of candidates in a limited interview time and recruit outstanding talents with real talents and practical learning for enterprises.
Trilogy of "Star" Interview
Using "star" skills to conduct an effective interview can be divided into three steps. First, establish a quality model, that is, the company's employment standards; Secondly, according to the recruitment requirements of specific recruitment positions, select the appropriate quality from the quality model as the main content of the interview stage, and design an interview question bank according to the specific requirements of the position to prepare for the interview; Finally, in the interview, we need to ask questions and ask questions effectively in order to get the real information we need.
The first step is to establish a quality model and define the evaluation criteria.
"Star" interview method is based on quality model. In 2005, a team established a quality model for each position. On the basis of the existing quality model, the consultant interviewed the boss of the enterprise and the outstanding employees of the human resources department for the position of human resources director to further understand the specific needs of the enterprise. During the interview, it was found that the company's human resources management was not very standardized, and the group and molecular companies basically operated independently, so many resources could not be enjoyed effectively. In last year's employee statistics, it was found that the brain drain was serious, mainly due to the single promotion channel and weak awareness of personnel training and development. Therefore, the company hopes that the new director of human resources has modern human resources management concepts and rich human resources experience, and can implement centralized management of human resources from recruitment, training, salary management, performance management and other aspects, reduce unnecessary costs, realize collaborative management between the group and molecular companies, and provide strong human resources guarantee for the rapid development of enterprises. In addition, due to the large number of molecular companies in the group and the great differences in human resource management, the new human resource director needs to have strong communication and cooperation skills.
Finally, starting from the three dimensions of self-management, management tasks and management of others, the consultant preselects "professionalism", "accuracy and efficiency", "value orientation" and "communication and cooperation" from the general quality model of all employees, and preselects "resource integration" and "developing others" from the general quality model of managers, taking these six items as the main contents of the interview stage (see Table 2
The second step is to establish an interview question bank and get ready.
Adequate preparation before the interview is a necessary prerequisite for the success of the interview. According to the key positions in Group A, the consultant has established an interview question bank based on the quality model, and each quality has 4 ~ 8 related interview questions. The interview questions designed for the "communication and cooperation" quality of the position of human resources director are as follows:
Please tell me an experience: When you have different views on solving a problem with senior managers or colleagues in the company, how do you handle the differences?
Please tell me an experience: in order to complete a certain job, you need the support of another department; But that department doesn't think cooperation with your department is its focus. How do you deal with this problem?
Introduce an example: you find it difficult for a subordinate to complete a certain job correctly. After analyzing the problem, how to say and do it? How did the staff react at that time? How did what you did affect his behavior?
Step three, ask questions, ask questions and get real information.
After clarifying the quality requirements and designing the interview questions, we entered the question and communication link directly facing the candidates. In this process, the interviewer should pay attention to the four aspects of "star", make clear the information he needs, ask targeted questions purposefully, and quickly and accurately analyze whether he has obtained the information he needs according to the candidates' answers. If there is any omission, he should ask questions in time.
In addition, the purpose of behavioral interview is to predict whether the candidate is qualified for the target position through his past experience, so it is very important to obtain effective and true information in the interview process, which is a necessary condition to measure whether the candidate has the quality and ability required by the position. Therefore, ensuring that the information provided by the applicant is true and effective has become another purpose of questioning. Get more detailed information to ensure the authenticity of candidates' answers, because the more specific the results, the more accurate the evaluation will be. The main points of questions around "Star" are shown in Table 4. In short, the interviewer should pay attention to the fact that the real event must be a complete "star", the background, task, action and result of the event should be clear, and the action must conform to the background and task. At the same time, the work done by the subject "I" should be clearly reflected in the applicant's description of behavior events, rather than the general "we". The following are examples of questions and questions raised by the interviewer in the interview process of Group A, with their analysis and handling of candidates' answers.
Interviewer: Please tell me about an experience that impressed you the most: you and the top management of the enterprise or your colleagues had different views on solving a certain problem. How did you handle the differences between you at that time? [Note: This question is about the quality of "communication and cooperation"]
Applicant B: The mention of this question reminds me of one thing: in March 2005, our company held a high-level meeting. At that time, the company's business continued to expand, and we set up branches or offices in many large and medium-sized cities across the country. In this way, it is inevitable to encounter different wage standards in different places, and sometimes there will be several sets of different wage standards in one place. At that time, the company did not have a mature system for the management of employees' overseas salary standards, so this internal imbalance caused many employees to be dissatisfied with the salary, and some even jumped ship. [Note: The above is the description background]
This problem must be solved, so I propose to the company to conduct centralized management of human resources. [Note: This is a descriptive task (T)] At that time, almost no one else supported me to do so. They are against me, and think that the self-management of the city can only be combined with the local actual situation, and there is no big problem in this matter, so there is no need to take pains to solve it. But I think there are still problems after all, so I will make a textual research on the advantages and disadvantages of centralized management of human resources in the company, and draw the view that centralized management is imperative based on the future strategic development of the enterprise. Then, after full vertical and horizontal communication, [Note: the above is the description of action (a)] finally got strong support from the company. [Note: The above is the description result (r)]
Interviewer: You just mentioned that you have solved the differences in your through the demonstration of centralized management of human resources and full communication. What aspects were considered at that time? What specific jobs have you done at the same time? How did you do that? [Note: The above is about action (a)]
Applicant B: I remember I submitted a report on the centralized management of human resources in the company. First of all, combined with the company's future development strategy, this paper expounds the purpose of centralized management and its advantages: first, it is conducive to enjoying information and integrating superior resources; Secondly, 15% ~ 20% of the company's human resource management is management activities, and 80% ~ 85% is business activities. From the perspective of the company's future strategic development, the future strategic management activities will increase, and centralized management is conducive to exerting the collective effect; Finally, the unification of management in recruitment, training, performance and salary is beneficial to enterprises to save management costs and improve resource utilization. Specific to the current problems, it is also conducive to determining salary standards, solving problems and improving employee satisfaction. Of course, I also pointed out in my report at that time that centralized management should be well managed, and human resources should not be extremely centralized. It should be authorized appropriately, and each city should maintain certain flexibility according to its own actual situation.
In addition, at the same time of investigation and demonstration, we have a certain understanding of the status quo of branches and offices. After considering the actual situation in various places, I put forward the centralized management scheme of human resources in the company. On this basis, some specific differences in various places were resolved through meetings.
The above questions are mainly aimed at the quality of "communication and cooperation", asking and questioning candidate B. Judging from the answers, candidate B can think deeply about the problem from the perspective of the company's future development, and overall, his performance is still very good. Specific analysis: First of all, the description of the past is very clear, and the four elements of "star" are basically complete. In the first paragraph of the applicant's statement, the action is highly consistent with the background, task and result, so it can be considered as a real experience. If B directly replied that he had implemented the centralized management of human resources without any obstacles, and the implementation effect was very good, it was doubtful. Then, after investigation and demonstration, the applicant actively communicated with relevant personnel in a reasonable way and came up with a plan. Through various efforts, the problem is finally solved, which shows that it has certain communication and cooperation ability.
With the help of consultants, Group A finally recruited a human resources director who really meets the needs of the enterprise through the successful application of "star" interview skills based on quality model. Furthermore, Group A has also promoted and applied this method in the recruitment of other positions in the company, and all of them have achieved good results. In the words of the group boss, "the business market and human resources have a double harvest."
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