Although it is the recruitment peak season, many HR still report that it is difficult to recruit, and it is even more difficult to recruit excellent employees. How can HR tap and hire extraordinary employees? The methods are as follows:

1. Define your "extraordinary employees"

Study the best employees and define their temperament that is different from ordinary employees. Find out what drives the best employees to be the best. Discover which talents and skills are the key to success in your completely different business environment.

2. Keep interviewing

It's a bit of a fantasy to expect someone extraordinary to walk through your door and you just have a job opening for him. Don't wait until the day when you need it most, interview from time to time, even if you don't have a suitable job. Use email and social contacts to keep you in touch with the best candidates. In this way, once you have the right position, you also have special candidates to prepare.

3. Ask questions that can reveal your temperament

You can't judge a special person by asking ordinary interview questions. Don't ask questions such as, "What was your greatest achievement in the past?" Such a question. Please write down two achievements in primary school, two achievements in middle school, two achievements in university and two achievements after graduation. At least one of the achievements after graduation needs to be related to business. Then ask him what achievements he is proud of, which will enable you to explore his core motivation.

4. Look for people who have overcome disappointment

Extraordinary employees are plastic, and this character is caused by life experience. When you interview, look for a moment to define those candidates who are disappointed and still try to move forward. These special employees will have such personal experiences, which explain their plasticity, which in turn helps them shrug their shoulders when facing setbacks as part of high-performance work.

5. Don't confuse success with motivation

Extraordinary employees are self-driven. But many people succeeded only because someone provided the impetus at that time. For example, many top athletes will relax when they see that their coach is not present. Unless you are willing to spend a lot of time promoting, find employees who can succeed without constant attention.

6. It's attitude, not experience.

Experience can be misleading, especially in a constantly changing business environment. As many hiring managers know, some "experienced" employees just have the same bad experience over and over again. Instead of focusing on what employees have done in the past, focus on whether they have the attitude that will make them excellent employees in the future.

7. Get a real letter of introduction

Extraordinary employees are usually alike. In fact, most similar employees are particularly good at convincing their bosses (intentionally or unintentionally) that they have talents that they don't actually have. Don't hire this candidate unless you talk to someone who says you are crazy not to hire him. Ideally, you should investigate and find references in person, instead of simply calling one of the candidates' resumes.

if HR wants to recruit extraordinary employees, in addition to the above methods, it should also pay attention not to make the following misunderstandings:

1. Pay too much attention to academic qualifications and despise the ability of candidates.

as long as you look at the job advertisements, almost all the job advertisements have academic qualifications (to be honest, under the exam-oriented education system, some people with academic qualifications are really not very capable! )。 In this way, it is easy to "catch" those who have the ability and no education. I once met a person who didn't graduate from primary school, but he can not only be a mechanic, but also design, and can independently complete the design, installation and acceptance of large-scale equipment. Some even have an unreasonable fascination with academic qualifications, desperately pursuing high academic qualifications, and even ordinary operators require technical secondary school education or above! It can be said that it is a waste of resources and it can also be said that it is a kind of discrimination. But it doesn't mean that you don't talk about academic qualifications at all. Recruiters need to be able to identify the ability of candidates, and don't be subject to academic qualifications.

2. Pay too much attention to experience and ignore the potential of candidates.

Some enterprises always want to start work immediately, so applicants are required to have work experience and turn away some potential fresh graduates (saying "you have no experience"), which is not only a kind of discrimination, but also narrows the scope of enterprise choice. In fact, in the long run, people's potential is more important than experience, and experience only represents the past, and the future with potential is reflected (as for how to examine the potential of candidates, it is to do it). Experience is also important for enterprises, but don't blindly pursue one's experience (I think recruiters in enterprises must have seen the phenomenon of fraudulent experience on resumes). It is more important for enterprises to find people with potential than those with experience but no potential! This is also one of the places that reflect the value of human resource management.

3. Too much emphasis on majors and too little consideration on skills.

Some state-owned enterprises, in particular, require that the majors should be relevant, and less consideration should be given to the skills and interests of candidates. For some technical ones, professional requirements should be considered. However, due to various reasons, some people are forced to learn a major they don't like, and it is possible that their best skills are not in their major (especially some candidates with work experience). If you overemphasize professional counterparts, you may lose a talent.

4. Only care about recruiting people, regardless of the' use' of the candidates.

Some enterprises are always in a state of shortage of human resources while recruiting people. One of the reasons is that they don't pay enough attention to the newly hired people. When anyone first enters the enterprise, there is an adaptation problem, which needs to adapt to the corporate culture, rules and regulations, work style, interpersonal relationship, hardware, etc. If they can't adapt, it should be difficult to keep people. Therefore, care, help and follow-up should be a part of human resource management after people are recruited into the enterprise. Of course, they should be followed up selectively, otherwise the workload is very heavy.

5. Pursue high education and consider less matching.

Some enterprises are desperate for higher education, and often require graduate education or above! In human resource management, we should choose the right person to take the right job. It is not that the higher the education, the better. The key is matching. Otherwise, it will be a waste not only for enterprises, but also for candidates. It is not good to be overqualified, and it is not good to be overqualified. You should know that "a chariot can overcome difficulties, but crossing the water is not as good as a boat; A fine horse can take risks, and farming is not as good as cattle. "

6. Enterprises do not attach importance to the selection of recruiters.

Although recruitment looks like a simple job, it is not. Recruitment is the first step for enterprises to employ people. Taking this step well is very important for enterprises! Recruitment involves a wide range. Recruiters must have the ability to identify the potential, skills, abilities, interests, hobbies, etc. The quality requirements for the person in charge of recruitment should be relatively high. In addition to the above abilities, they should also have certain personality courage, such as affinity, etiquette, eloquence, judgment, etc. Therefore, it is also very important for enterprises to choose recruiters. Don't underestimate this work. If necessary, you can invite some high-quality people in the enterprise to participate.

7. Other places to pay attention to

1) Recruitment discrimination, including geographical discrimination, gender discrimination, age discrimination, education/experience discrimination, etc., often appears in some job advertisements. At present, the legal awareness of candidates has been greatly improved, otherwise it is easy to get into lawsuits.

2) Too much faith in written test, what ability/potential/intelligence test, quality evaluation and so on. Some enterprises take exams again and again without looking at the object, and some questions are not set reasonably. Some even put some brain teasers into the test paper. The purpose of the test questions is a bit blind, and they don't know what aspects to examine the candidates. Generally speaking, the written test should not be more than twice, the design of the test questions must be reasonable, hierarchical, the purpose of the investigation clear, the test time should not exceed 2 hours, and it is convenient to answer.