How to win the candidate with 1 1 offer? The following are the HR interview skills I have compiled for you. Welcome to read the reference!
The PK of multiple offers has two aspects, one is the real pain point about the candidate's choice, and the other is what offers he has and what they are. It should be said that these two points are the focus of the whole persuasion work. The first one is relatively simple, and the second one is particularly difficult to understand. Let's talk about the pain points of candidates' choice first.
I. Income
Dissatisfaction with income is the most common reason for leaving. Even though we often hear candidates say, "In fact, I don't value income, what's more important is development opportunities." Please believe that many times, this is not the truth. You can try if you don't believe me. If you offer an opportunity that is 30% or 50% higher than his current income, and the income risk is controllable and sustainable, the candidate will gladly accept the interview invitation, and there is a great possibility of joining the job.
However, the problem of income is not as simple as it seems, because we need to carefully analyze why candidates are not satisfied with their income. There are several common situations:
A: A candidate has real life pressures, such as buying a house, buying a car, supporting the elderly and taking care of his parents and children. However, the actual income can not effectively alleviate this pressure. For example, he has to earn 30 thousand yuan to maintain his current living standard, and the company can only provide 20 thousand yuan, and there is no possibility of earning 30 thousand yuan in the foreseeable time, so he will have a strong motivation to quit.
B: The candidate feels that he has been treated unfairly in his income. For example, the unit did not achieve equal pay for equal work, and he felt that people with similar ability levels earned more than him. For example, he found that his income level was very low compared with the same position and experienced people in the market. As the saying goes, he doesn't suffer from widowhood, only from inequality. That's what he meant.
C: income comparison psychology, seeing that former colleagues, friends and classmates earned more than themselves, resulting in imbalance;
D: Applicants think that their contribution does not match their income, most obviously the sales staff. They think that their performance is very good, but the unreasonable commission policy of the company or the promised commission is not fulfilled, which will lead to dissatisfaction with their income.
Second, the work ability does not match.
A: Applicants can't meet the work ability requirements and feel more and more stressed, which leads to negative emotions such as anxiety, depression and disappointment, so they hope to change the job content. Of course, there are many people who are incompetent. Most people will complain about others when they are incompetent and will not admit that they are not competent enough.
B: The candidate is beyond the ability requirements of the job, and the existing company failed to give him more challenging job opportunities, promotion and salary increase in time, so he is dissatisfied and hopes to ease his dissatisfaction by changing jobs.
Third, the interests do not match.
Interest is one of the primary motivations for a person to do a good job. Active people just find an office job, while stable people just do sales. These are all situations where interests do not match. A person needs to know his own personality, what suits him and what doesn't. If people follow suit, then the road to career will definitely be bumpy.
Fourth, interpersonal tension.
Interpersonal tension is multidimensional, which may be with superiors, colleagues or subordinates. But in general, the relationship with the immediate boss is not handled well, such as not being appreciated, not being reused, personality conflict and so on. When candidates feel hopeless to change this situation, they will have the idea of job-hopping.
Verb (abbreviation of verb) has limited development space.
This is also a very common reason for leaving. Through analysis, it will be intertwined with many other dissatisfaction, interacting and causing each other. For example, candidates can't engage in the work they are interested in in in the company, so they feel that the development space is limited; It may also be because of the limited development space, which leads to a series of consequences such as unable to improve income and unsuccessful promotion. These can be said to be complications of limited development space. As recruiters, when we hear candidates mention that their development space is limited, we should carefully analyze the reasons. The possible reasons are:
A: Candidates' own positioning is inaccurate. Many applicants who are proved incompetent often use the lack of development space as the reason for job hopping. It may also be that candidates are unclear or unreasonable about their career plans, resulting in the feeling that there is no room for development.
B: The candidate's industry is already a sunset industry, and the development prospect of the whole industry is very bleak. For example, we have come into contact with many candidates in traditional industries, and this is the case.
C: The candidate is not in the sunset industry, but due to the industry cycle or economic crisis, the development speed has been slow or declining in recent two years, such as energy, manufacturing, infrastructure and other strong cyclical industries, there are always ups and downs.
D: The company's prospects are bleak, its profitability is not strong, its strategic direction is vague, and its leaders have no courage. Applicants feel that following such a company has no future, and even if it is done well, it will not change the whole situation.
E: There is something wrong with the company's management mechanism, which leads to the unfair treatment of candidates in terms of income and promotion, and they feel that the prospects are slim. For example, in some family businesses, the key departments are controlled by the boss's relatives and friends, and the candidates feel that they will never enter the core layer.
Sixth, there is no sense of professional security.
The company has chaotic management, no clear rules and regulations, and frequent changes; The company continues to lose money and people are in a panic. The high-level factions of the company are struggling seriously, and all parties are fighting in secret; Company leaders have no ambition, and run the enterprise with the attitude of counting day by day; The company does not have a sound welfare security system; All these will lead to a serious lack of employees' sense of professional security, which will lead to their frustration.
Seven, working in a company for too long.
Usually we say that 3-5 years is a reasonable career cycle. During this period, a person can basically complete the general process of getting familiar with an industry and occupation. Then after completing this cycle, he can at least look up at the road, sum up past experience, analyze his own needs, and see where the next goal is and how to achieve it. Working in a company for too long, usually the marginal benefit tends to decline, and candidates will feel lack of passion. For those ambitious people, it may be time to leave.
Eight, corporate culture conflict
This conflict is a deep manifestation. Some people may not say why, but they always feel out of place with the environment. People who have worked in foreign companies for a long time usually don't adapt to the management style of private enterprises; People who are used to staying in high-tech enterprises find it difficult to adapt to traditional industries; Managers who grow up from market-oriented companies rarely integrate into the atmosphere of state-owned enterprises; Or vice versa, Dallas to the auditorium are all manifestations of cultural conflict. We can sum up the differences in values, behavior patterns, management mechanisms and interpersonal relationships. When this kind of conflict occurs, it is generally difficult to reconcile and you can only choose to leave. Recruiters need to deeply understand the connotation of corporate culture, understand the different corporate cultures that may be brought by different types, different systems, different development stages and different industry categories, and on this basis, keenly perceive the demands of candidates and give reasonable career planning suggestions.
How can I know another Offer in the candidate's hand?
A: You don't need to know all his offers, just the most important details of his 1 and 2 offers.
B: Some applicants will take the initiative to tell you the details of an Offer. The purpose is nothing more than bargaining, but sometimes there are exaggerated elements, or they will tell you an unsettled quotation figure. Be careful.
C: As an HR, if you only communicate with the applicant in the context and scene of the interview, he generally won't tell you too much information, so it's a bit strange to say something personal in a public-to-public state. So have a meal and a drink in a private place, maybe he will tell you more.
D: As a headhunter, go out and meet the candidates. I'm afraid it's unrealistic for you to expect him to reveal all kinds of secrets to you on the phone.
E: Think about it from another angle. If the candidate tells you other Offer in his hand, will it be good or bad for him? Show off, mention your own value, and maybe ask you to help him analyze it; Disadvantages, because you are a direct stakeholder, may adversely affect other quotations, or attract you a lot of targeted praise and criticism.
F: Weakening the role of stakeholders will make headhunting easier and feel more neutral than HR.
G: Changing roles and becoming a consultant in career planning will win more information.
My words: let's not beat around the bush. I know you must have received an invitation from another company. Well, you don't have to tell me which company it is, just tell me the general situation of this Offer, such as business model, scale, position, team and salary composition. Let's analyze it objectively.
The point of this speech is not to force candidates to disclose all the Offer information at once, but to do it bit by bit. He said a little, you analyzed a little, and then asked a little. Just like cutting carrots. When you cut each piece, it doesn't seem to have much effect on the whole, but slowly, the carrot will be cut off. At the end of the chat, many candidates will say: forget it, I'll tell you which department of which company it is. Hehe, in fact, I already knew which company it was before this.
Using this set of words to get the details of competitive quotation, my success rate is about 70%.
Countermeasures:
This guy has n proposals. How can I get him to accept my proposal?
A: If you have enough money, use it. For most people, this is the most vulgar, but also the most direct and effective way.
B: If you don't have enough money, you have to go to trouble. If you can't give too much money, just give something else: ideals, feelings, sincerity, respect, tolerance and space. These seemingly vain things can sometimes be really eaten. Every year, about 30% of our candidates do it in these ways when they are not financially superior.
C: When the two Offer are very close, which company can get more time and energy from the applicant and which company has a better chance of winning. You can let the candidates know more team members, or invite the candidates during the league building, let the candidates share with the existing team, participate in some brainstorming and so on. In a word, you should create more scenes for candidates to contact your company as actively or passively as possible.
D: Do candidates' work through their friends, classmates or family members.
E: If you are a headhunter, you give the candidate an opportunity A, and he also has a tangled opportunity B. When the two are entangled, you can recommend another opportunity C to distract him, which will sometimes have unexpected effects.
F: Actually, HR and headhunters don't have enough persuasion resources or much decision-making power for candidates. Therefore, more resources need to be involved, or people with more resources need to participate in the persuasion process, which may include CEO, senior executives, Daniel in the team, investors, external consultants and so on.
Two quotations PK, your success probability is 50%, three PK, it becomes 33%, if it is seven, it is only 14%. We must realize that this is not an easy thing in itself. Just try to do it. Success is a surprise, but not doing it is expected. The important thing is that your candidate must have a backup, backup, backup, and say the important things three times. This is probably necessary in the process of multiple offerpks.
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