How to establish the competency model of recruiters?

First, the recruitment work is combined with the competency model (accurately find the salesman you want and do a good job in recruitment). What kind of salesman does your enterprise need? What is the most suitable characteristic of a salesman for your enterprise? Where do these standards come from? These are definitely not imagined by HR personnel by experience or sitting in an office. To find the most suitable person, you must find the template from the internal staff. Excellent salesmen in our company will be your best template, so you should go to the sales team (walking human resource management model) to observe their behavior in sales work, refer to their resumes and materials, understand their background and personality characteristics, and then find out what is the best sales staff model. For example, after investigation, the author found that the excellent business personnel in our enterprise all have one common feature: 1, from the countryside, can bear hardships; 2. Most men; 3. The age is between 22 and 25; 4. College degree, fresh graduates or about one year's work experience; 5, loud, enthusiastic, etc. In the next recruitment, you will know who you want, and then choose the right person at the first time, so that you will not lose employees because you don't meet the requirements of the position and your ability is not up to standard. According to authoritative data, the main reason for the loss of sales staff is not the fault of these sales staff, but that the HR department did not find the right person in the first place. We always thought that someone else had done sales, that he had good expression skills, and let people in without finding the core factors. Then these people came in and left. Therefore, the first point is to combine the competency model and strictly control recruitment. Second, do a good job in induction training (study a new employee curriculum system suitable for enterprises and do a good job in brainwashing). Is pre-recruitment the best? This is definitely not enough. Recruitment is only the beginning of all work, and then we should do a good job in induction training. Tell your employees what he can get in this enterprise through induction training. Is there any other way to get these benefits? What is the experience of others? Can his personal goals be achieved in this company? What efforts does he need to make? These are the most concerned issues for new employees. Did your training solve these problems for him? If not, I suggest you design your new employee training course well, and don't end your new employee training with any corporate culture, company system or business process. In that case, as soon as the training is over, you will find that half of the people choose to leave. Amway's "new employees" (mostly part-time) are well-trained, not because of how well his courses are designed, but because it captures the weakest weakness of human nature, that is, hope. Therefore, you should arrange the following contents in your new employee training course: 1 to give employees hope. The hope is to tell you through countless real people that he succeeded here, how he succeeded, how rich he is now, how fulfilling he is, and so on. So, you don't have to tell the employee how much money you can earn now, but you have to tell the employee what he will be like tomorrow. In fact, it is to show the company's development potential, tell employees the company's vision, make this vision the common goal of new employees and enterprises, and let employees see their future development space and platform. You should be good at finding successful cases within your own enterprise. Make these cases into specimens and courses, let this successful employee in your enterprise share his successful experience, and let him tell new employees what they can get in this enterprise with his own experience. For example, the author's company has a salesman who was promoted to sales director for two years, a recent graduate who bought a house in Shenzhen for two years, and a recent graduate whose income in nine months exceeded 1.5 million. These can be cases. We HR should be good at finding these cases and telling employees. 3. At the same time, in sharing, employees should be told in advance what difficulties they will encounter and the necessary stages of success. (Suggest developing courseware) Tell employees that as long as they overcome these difficulties, they can succeed. 4, mentality training, such as Li Jian's "Top Ten Mentality of Success", let the salesman know that success is not easy, no matter what kind of enterprise, it has to go through some efforts and struggle, so as long as you find a platform, do it well, instead of thinking about choosing a well-paid and comfortable enterprise all day, which can stabilize the salesman's mentality. In short, the purpose of new employee training is a brainwashing process. After the training, employees should feel that although we are not the best enterprise at present, we will be a great enterprise in the future. Such enterprises are full of opportunities and challenges, so that they can learn something, make money, meet their short-term and long-term goals, and your training will be successful (of course, you can't be divorced from the reality of the enterprise, you can't exaggerate and be unreliable, you should be good at mining enterprises. Third, do a good job in the follow-up of new employees (have regular heart-to-heart talks with employees and establish an internal communication platform). After the training, don't think that your task has been completed, and follow-up is also very important. As we all know, the time for new salesmen to lose their jobs is the first three months, which is a high-risk period for employees to leave. Therefore, the follow-up work should be done well during this period, mainly including: 1, going deep into the front line of sales (taking the human resource management mode), always paying attention to understanding the psychological state of new employees, going to the sales department to communicate with new employees, understanding their difficulties and help-seeking needs, and finding employees' problems in time and communicating. The author requires new employees to remove psychological barriers every day. If you can't get rid of it yourself, you can find a psychological barrier counseling room (human resources department) to help solve it. 2. Establish a communication platform. With the human resources department as the leading factor and the sales manager as the assistant, we will establish a mechanism to find out the psychological symptoms and problems of new employees in time, feed them back to the human resources department and the personnel Commissioner in time, solve the problems before dark and prevent employees from going home for the night. 3. Hold a forum for new employees. Easily invite new employees to eat fruit and candy and chat while eating. You can talk about any topic, which can be an evaluation of the boss, a complaint, or a suggestion on the unreasonable place of the company. Make relevant records in time, give guidance and answers to employees in time, and let employees release their grievances. This way will make employees feel that the company attaches great importance to them, and colleagues will feel that their problems have been vented, which can better prevent problems before they happen. It is best to hold it once every two weeks, and employees with different entry time will be more targeted and able to solve sexual problems. ? Fourth, care for employees (from the interview, entry, work, follow-up and continuous care, establishing an employee care system) The needs of employees are diverse, and it is impossible for us to meet the needs of employees one by one, but we must understand the needs of employees, register employees, give them timely care and care, and let him feel that this is a warm family. 1, from the interview, training, entry, work and other aspects of good care and love, for example, HR manager personally poured water for employees during the interview, asked them to drink more water after the interview, and told them to pay attention to vehicle safety. Although this is unremarkable, it will give an employee a good feeling that they are all looking forward to a company that pays attention to them (although the company may not be very good at present). At the same time, give care to employees when they are sick, remember their birthdays, remind employees to keep warm when it is cold, send quilts to employees in trouble, and send holiday wishes in time. 2. At the same time, the sales colleagues are required to give help and care to the newcomers, and the turnover rate of new employees should be combined with the performance appraisal of the sales manager. As long as there are employees who leave because of the management reasons of the sales manager, the sales manager should conduct a review at the general meeting and deduct the performance of the month, which makes the sales manager treat every new employee very cautiously. 3. Implement probation rotation system for new employees. Each new employee will be assigned to four sales departments for study within one month, one department per week. After a month's internship, the human resources department will assign it to which department according to the wishes of employees, which forces the sales department, which is short of manpower, to show its best side to employees during the one-week probation period for new employees, so that employees can choose their own departments, thus avoiding the problem that employees cannot integrate and leave because of the sales department. 5. What else should be strengthened (establishing succession plan and internal talent reserve mechanism)? Yes, and in addition to the above four points, we should do the following work well: 1. To strengthen the follow-up training of new employees, we need HR to improve the whole course system of new employees, and strive to have one or two tempering trainings a month, which can be about products, skills and mentality. In short, let employees know that they can learn a lot here (although they don't make money yet). 2. Let some excellent new employees be included in the reserve talent echelon. Although I don't know when to promote him, it makes him feel that he is already a reserve cadre of the company, so that the enthusiasm of new employees will be higher and the stability will be improved. At the same time, it can also solve the talent problem of the internal echelon. At the same time, let these newcomers participate in the training of management cadres, and let them improve their abilities at a higher level, thus affecting the new employees around him. In short, we HR should treat every new employee as a treasure, not grass. We should do a good job in the division of labor within the human resources department. Each Commissioner is responsible for different modules of new employees' stable work, completes the division of labor and assistance, and at the same time, completes the communication with new employees who have left their jobs, tries their best to save them and minimize the turnover rate. There is no other way to succeed except diligence.