How to break through the misunderstanding of talent selection in enterprises

In the recent blog post "Analysis of Misunderstandings in Talent Selection in Small and Medium-sized Enterprises", the author listed seven misunderstandings in talent selection in small and medium-sized enterprises: Misunderstanding 1: attaching too much importance to academic qualifications. Myth 2: Experience is supreme. Myth 3: Recruit "Superman" complex. Myth 4: Ignore the investigation of the examinee's EQ and adversity quotient. Myth 5: Ignore the candidate's motivation matching. Myth 6: Deliberately exaggerating the enterprise. Myth 7: Russian doll phenomenon. However, what are the main reasons for the above seven misunderstandings in enterprise talent selection? The author believes that it is mainly caused by the following factors. First, there is a lack of clear criteria for selecting enterprises. Small and medium-sized enterprises have not established a perfect employee competency model, and there are no clear and definite standards when recruiting and selecting talents. Only education and experience are the requirements for selecting talents. Second, there is a deviation in the concept of employing people. The blind search for "superman" in talent selection is a departure from the concept of "employing people" in enterprise talent selection. Third, the professionalism of recruiters is insufficient. This lack not only refers to the lack of recruitment technology, but also reflects the lack of understanding and grasp of human nature. If the recruiter is not professional enough, it will inevitably deliberately exaggerate the enterprise, ignore the investigation of the applicant's emotional intelligence and adversity quotient, and even ignore their motivation matching. Fourth, the lack of enterprise talent training and incentive mechanism will inevitably lead to the "selfishness" of managers in recruiting talents, and the phenomenon of "Russian dolls" is not difficult to understand. Then, how will SMEs break through the misunderstanding of talent selection? First of all, establish and improve the competency model of enterprise employees, and extract the core standards of enterprise talent selection from it. It is well known that competence plays a supporting role in enterprise human resource management. On the other hand, it is really difficult for small and medium-sized enterprises to persuade boss to invest a lot of "real money" to hire consulting companies to make "enterprise employee competency model" when the problems of survival and development have not been well solved. It seems that if hr does it itself, there are constraints in professional technology or corporate environment. What do we do? In fact, for small and medium-sized enterprises, it is necessary to establish the standards for recruiting and selecting talents quickly, simply and clearly-to establish the competence of enterprise employees. I think we can only follow the following steps. Step 1: Make a simple job analysis of the position to be hired-what will he do after going to work? Step 2: refine the key events in the work task-what is the most difficult thing to do? Step 3: Determine the post competence-what qualities are needed to overcome the most difficult things? Secondly, SMEs should establish a correct concept of employing people. Of course, there are differences in the concept of employing people in different enterprises, but there is a universally applicable concept, that is, "use available people, not perfect people", and "employing people with the image of' hidden dragons in the field, not flying dragons in the sky'" is worth learning from for small and medium-sized enterprises. The so-called "available person" or "hidden dragon in the field" is actually a person whose quality and ability match the key event of the recruitment position-the most difficult thing to do in the work, or even slightly lower, so long as he takes the time to experience or provide correct and appropriate training, he can be competent. If the employment concept of small and medium-sized enterprises is biased towards "perfect people" or "flying dragons in the sky", can't it express the feeling that "talents" are difficult to recruit? Thirdly, enterprises should improve the professionalism of recruiters as much as possible. In fact, it is not easy to do this. First of all, as far as recruitment technology is concerned, it seems easy. Small and medium-sized enterprises only need to provide some corresponding training. However, hr seems to be "helpless" about the recruiter's understanding and grasp of human nature-recruiters need not only considerable knowledge depth and breadth, but also rich social experience to achieve a profound understanding and grasp of human nature. But as far as the experience of recruiting readers is concerned, SMEs try their best to provide managers (recruiters) with more opportunities to read and meet people. Finally, improve the personnel training and incentive mechanism construction of enterprises. It is not easy for SMEs to establish a relatively perfect internal talent training and incentive mechanism. However, the author believes that the boss of small and medium-sized enterprises can send such a talent training policy message to your management and carry it out to the letter: anyone who wants to get further promotion in this enterprise must first train one or several subordinates who can replace himself; If a manager fails to train qualified subordinates to replace himself within a certain period of time (depending on the specific situation), then he will face the end of being demoted, transferred or "out" from his own enterprise. Presumably, managers who want to protect their "black veil" will greatly reduce the chances of finding "Russian dolls" for their enterprises out of selfishness.