Five points of successful selection, talent is an important support of an enterprise, enterprises should do a good job of sufficient talent reserves, how to brush out outstanding talents, here are five points of successful selection, which will certainly help you!
Five Keys to Successful Talent Selection 1 A market-oriented employment mechanism is implemented, and talents are constantly seeking to realize their self-worth. Employers are eager for talents that meet their own needs, but employers, especially enterprises, feel deeply lacking in talents in actual business activities. What is the reason? This will inevitably lead to employers should always pay attention to the selection of talents. This is not only to introduce talents, but also to find talents, reserve talents and use talents effectively, so as to help organizations (enterprises, institutions, governments and other employers) to develop sustainably and enhance the selection and appointment of organizations based on outstanding talents.
First, the suitability of enterprise talent selection technology
At present, most organizations like to seek "optimal" technical solutions in talent selection methods, procedures, tools and expert teams. No matter how good the technical scheme is, it can't guarantee the success of talent selection. Only when the technical scheme of talent selection is suitable for the actual characteristics of the enterprise and used by the appropriate team of talent selection experts can the appropriate technical scheme show "optimality" and ensure the organization to find the needed talents.
Second, the compatibility between talent personality characteristics and team structure.
Talents with strong ability, good performance and recognition of organizational culture are not necessarily suitable candidates for organizational recruitment. Imagine what would happen if an organization with outdated ideas and generally low quality employees hired a talented person with advanced ideas and excellent ability?
Therefore, in the process of selecting talents, we should not only pay attention to the individual quality of talents, but also carefully analyze the structural characteristics of the talent-waiting team, such as the academic qualifications, gender, age and concept of team members. Emphasize the fit between talents and the team to be hired, and reduce the unnecessary "loneliness" of talents to be hired because of "standing out from the crowd", otherwise it will affect the effective play of talents and even force the brain drain.
Third, the selected talents should not only be suitable for the post, but also have good performance expectations.
The success of talent selection should be tested by the performance of talents after taking office. At the time of recruitment, talents have not been assigned to the positions to be held, and of course it is impossible to test their performance. The usual practice is to use various scientific methods, such as interview, psychological quality evaluation, knowledge examination and so on. , evaluate the quality of the candidate to see if it meets the quality requirements of the proposed position.
If it matches, it will be hired; If it doesn't meet, it will be eliminated. So there is a problem, that is, the matching of people and posts may not perform well. Because quality is potential, it needs suitable environmental conditions to show it. Therefore, we should not only pay attention to the post suitability of static quality of talents, but also pay attention to the suitability conditions of good performance of talents.
The fourth is the organic combination of talent selection and training.
Talent selection is the starting point for organizations to accumulate human capital and enhance the competitive advantage based on talents. Talent training should run through all human resource management activities, including talent selection. Only in this way can we ensure the success of talent selection and the sustainability of organizational development.
Only talent selection, not targeted training for the requirements of the proposed position, talent's ability can not meet the needs of development, or can not be shown as good performance. The combination of talent selection and talent training is to carefully analyze the characteristics of successful talents in the organization, such as ability, personality, value orientation and knowledge structure, and apply them to talent selection and training. Especially important.
The fifth is to ensure that organizational goals and employee values are realized together.
Only emphasize the realization of organizational goals and ignore the value embodiment of talents, and talents will lack a sense of accomplishment; If an organization only emphasizes the realization of talent value and ignores the achievement of organizational goals, then it is no longer necessary to exist. The practice of any successful organization is that before the organization is ready to hire talents, it is necessary to come up with a technical plan to ensure the common realization of organizational goals and employee values, and establish an identity between talents and organizations: * * with vision, * * * with value, * * with participation, * * with development and * * with benefit sharing.
Five key points for successful talent selection II. Recruiting talents in enterprises has always been a problem that puzzles enterprises. Many enterprises are slow to develop because they can't recruit talents, and the human resources department of enterprises is also under great pressure. Then headhunting consultants remind human resources to pay attention to the following aspects when selecting talents:
1. Experience
It's not how long he worked, but his "background, what he did and how he did it". His past corporate background can explain his growing environment and professional habits. In growth enterprises, the growth rate is often very fast, involving a wide range; Mature enterprises have slow growth and narrow coverage, because the specialization of these enterprises is fine. There are significant differences in the responsibilities and job requirements of different enterprises for the same position. The financial managers of small enterprises are obviously different from those of listed companies, and they have different requirements for candidates.
2. Ability
It's easier said than done. We can think about many abilities in our work, but the key is whether the ability requirements of candidates that leaders pay attention to or imagine are directly related to their performance. Key competence refers to the important competence needed to complete the task in a specific position.
3. Interests and professional values
The greatest happiness in life is to do what you are interested in. Interest has an important influence on employees' work attitude, and interest is an important embodiment of candidates' career orientation. A pragmatic person is unlikely to be willing to do research and development, because research requires a lot of exploration, and not all exploration can be rewarded. Different interests and professional values have different behavioral characteristics and are suitable for different types of jobs.
4. Personality
There is an old saying that "practice is success, practice is success." Character determines behavior, and character determines fate. Everyone has personalized personality characteristics, and different personality characteristics will have different behaviors in different environments, which determines the differences in the final performance that people can produce.
5. Motivation
Motivation is the internal cause of people's external behavior, which psychologists call internal drive. Motivation is actually a true reflection of people's needs. Whether the process and result of the work can meet the real needs of the incumbents is very critical. The highest level of staffing is to find an automatic, spontaneous and voluntary job for talents. Whether the "real needs" of candidates can be met through the work process and results is one of the most critical factors.