These six moves have reduced the rate of dishonesty of candidates. For HR, it is normal and heartbreaking to refuse an offer. Because it means that everything I have done before has been in vain, and I suddenly feel abandoned by the whole world. Let's take a look at these six tricks to reduce the failure rate of candidates.

These six measures reduce the candidate's station rate 1 nine offer may be rejected.

People always say that HR is born with a sixth sense. Usually the sixth sense will tell us that he may refuse your proposal. Nine proposals that scare HR may be rejected:

1, leisure

The interviewer and the candidate reached an oral Offer agreement and prepared to send the official electronic version to the candidate. Candidates said: Send it to me first.

The subtext of the applicant: I already have three Offer in my hand, so I don't mind if you send me another comparison.

2. Delay the reply after receiving the quotation.

The Offer has been sent, and the candidate failed to reply within the agreed time, or the reply time exceeded the agreed time by one or two weeks.

The subtext of the applicant: Miss HR, don't worry, I'm still waiting for several other Offer.

3. The employment time cannot be determined.

The candidate has replied to the Offer, but the entry time cannot be determined, or the entry time he wants is longer.

The subtext of the applicant: I am still using your quotation to negotiate the price with the existing company or other companies; Or, I'm not satisfied with your offer, and I want to see other opportunities.

4. Discuss the details repeatedly before joining the company.

The applicant has accepted the Offer, and some time before joining the company, he repeatedly hopes to discuss with the department or HR all kinds of details of the company, welfare, overtime, traffic parking space, work content, project direction and team style. He will ask detailed questions, and sometimes she wants to know more than HR does.

The subtext of the applicant: My current company doesn't really want to stay, but if there are other good offer, I will sign them if appropriate, but I haven't decided yet, so I want to know more details.

5. Disappear without a trace

After receiving the Offer, the candidate suddenly disappeared and could not be contacted by phone, WeChat or QQ.

Candidate's subtext: I signed the offer first, but I didn't really want to join the job. Now I have to take your call. What should I tell you? Well, a candidate with a conscience refuses to contact us directly if he doesn't want to lie! )

6. Update your resume after receiving the Offer.

After we receive the employment notice of the candidate, we want to see if there are any other candidates. We searched the open resume database and saw that the candidates who had received the offer updated their resumes, and the update date was after receiving the offer.

Candidate's subtext: This Offer is not bad, but is there a better chance? I'll take another look.

7. Delay admission time

The entry time has been determined, and the candidate suddenly asks for an extension, but he can't say when to enter the job.

The subtext of the applicant: Don't worry, wait, my good Offer will be ready soon, or the boss of the company will give me a raise immediately. If I am not satisfied, I will go to your company.

8. Break an appointment directly

I prepared the entry procedures for new employees in the early stage, just waiting for the beautiful woman to enter the bridal chamber. As a result, on the day of employment, Jiaren stood up, the phone did not answer, and WeChat did not return.

Candidate's subtext: Dear, I have joined another company/the boss has given me a promotion and a raise (I won't come to your company anyway).

9. Missing after one day on the job.

Oh, by the way, the candidate has finally joined the job, and he can finally sleep tonight. As a result, the next day, the third day and the n day, the candidate didn't come ... he came back crying.

The candidate's subtext: what a broken company! The girl at the front desk is not beautiful at all.

I have encountered all these situations. If not, congratulations. You are so lucky.

Reasons and motives of candidates' refusal to hire.

1. Why did the candidate reject our proposal?

In fact, refusing to Offer is a very common phenomenon in the field of highly market-oriented talent circulation, and it is also a great pain point for bosses, employers and HR. It is full of human game, psychological interpretation, examination and audit of enterprise strategy and employment strategy, PK of development platform and salary level, etc. It is not just something that HR can easily handle with excellent words, but multiple collisions of psychology, strength, vision, humanity and capital. Why did the candidate reject our proposal? The reasons can be roughly divided into the following categories:

Wages did not meet expectations;

Platform, small promotion space;

In addition to adding money, the original company kept emotional cards that were not as good as cooked ones;

Balance life and family;

Other better opportunities;

Dissatisfied with the interviewer (HR/ boss) during the contact process;

Some are helpless, such as the interview process is too long.

Knowing the reason is relatively easy. At this time, it is necessary to "make up for what is missing and give what is missing."

2. How to understand the real motivation of the applicant to refuse the offer?

Persuading the candidate to accept the Offer is not a process in which HR keeps talking and the candidate keeps silent. Everything is useless until the applicant's real motivation for job hunting is clarified. So how do we know the real motivation of the candidate?

The method I usually use is: ask more questions, listen as much as possible, and guide moderately in the middle. We are also quite passive in throwing all the cards to each other before we know the candidates clearly.

Six countermeasures for candidates to refuse offer

What countermeasures should we give for the different reasons why candidates refuse to provide them?

1. If it is due to salary:

During the interview, you need to be prepared and communicate with the candidate clearly about the minimum salary and expected salary range he can accept. At the same time, we should also consider the actual psychology of candidates, hoping to get better treatment when changing jobs. Although employers hope to get the most suitable talents at the least cost, we may be happy and the applicants are unhappy. Many candidates accepted the salary offered by the company at that time because HR kept pushing down the price and for some reasons. After returning home from the interview, I still think this figure is too far from my expectation. I don't think I can "sell" myself like this. At this time, rejecting the offer is the best choice. The salary we offer should match the ability of job seekers.

Including in the later salary communication process, the calculation methods used also need to be flexible and diverse, such as annual salary and monthly salary, and increase negotiation skills. I think it is acceptable to increase or decrease the salary by 30% when job-hopping, but sometimes the applicant needs to provide salary proof. If we refuse the offer because the salary we offer does not meet the candidate's expectations, we can help the candidate win it after understanding the intention and salary space of the employing department, or explain the reasons to the candidate and describe the work content and development prospects.

2. If the position positioning does not meet the candidate's expectations:

Before recruitment, the interviewer should understand the needs of the employing department. If the position does not meet the candidate's expectations, there is room for help, and it is impossible to explain the reasons to the candidate and convince him. And understand what the development plan formulated by the employing department is; It is also necessary to sort out the positions of candidates in the company. For example, the candidate is interviewing for a position with the title of deputy director and wants to be the director. Through communication with the business department, we found that there is no plan to set up a director for this position at present. The deputy director is actually the head of the department, and the development direction of the position is the director or senior director. In this case, we can persuade the candidate to accept the title of deputy director temporarily.

3. What if the candidate is looking for multiple opportunities at the same time?

During the interview, we will also find that the applicant has several offer. HR should improve the chances of candidates choosing us through various methods, such as publicly asking candidates what offer they have, but don't need to tell me which company. You can talk about the company's size, market positioning and job requirements, and then you can help candidates analyze the advantages and disadvantages of these offer. Doing these analyses is not our focus. In this process, we should focus on our company's advantages, business prospects, position development planning and the recognition of candidates by company bosses and colleagues. For example, from the development direction of the whole industry, what other companies and our company are like in the current economic environment, which will increase the chances of candidates choosing our company.

4. The candidate's current company provides retention, promotion and salary increase:

If the candidate gets our offer and meets the promotion and salary increase of the boss of the original company, he should be smart to help the candidate analyze and remind him of the reason why he wanted to leave. The original intention of job-hopping is because of salary, platform or other reasons. In the original company, this core requirement cannot be changed, or we can work together with the employing department to come up with more attractive highlights and dispel the concerns of candidates.

5. If you are not satisfied with human resources and the interviewer, refuse to provide:

As HR, we need professionalism, proficiency and patience. Many candidates are more concerned about the company's attitude towards him than money. For example, it is also an Offer with a monthly salary of 38K. One is that the original upper limit can only be given to 35K, but you have increased it to 38K through special approval at different levels. The other upper limit is 45K, and 38K is given after evaluation. In our practice, more than 70% candidates will choose the first company, thinking that the first company may give him more recognition and attention.

Therefore, we need to train interviewers and HR to make them particularly skilled in the company's business and policies. An attractive personal brand of HR is of great help not only to the recruitment business, but also to the personal career and even the employer brand of the company.

6. For candidates who come forward directly:

When the applicant passed the interview and confirmed the entry time, some job seekers said it would take one month because we would know the contract signed with the original company. In the meantime, I will contact him by email every other week to confirm with him, and he will reply one by one. I am sure I can come. But often at the last minute, we can't contact him, and we can't find anyone to stand up. Only a few hours of interview time is not enough to let us know about the candidate. It is suggested that after the interview, start a background check, get to know this person from different aspects, and prepare with both hands at the same time. Don't hang yourself on a tree.

Regard talent attraction as marketing

Before talking about all the problems, I think HR should have such a mentality and regard talent attraction as a marketing process.

1. Pre-communication: Finding customers mainly depends on "matching"

Matching, only when the requirements and expectations of both parties match each other, the probability of success will be high. Therefore, it is necessary to accurately define the talents needed by enterprises. For example, what kind of talents are needed for this position, and it is very important to understand the real needs of the department.

After obtaining the candidate's resume, HR should not only look at his work experience, but also pay attention to whether the candidate's work content, work development direction, career development path, salary range, residence and other contents match the position we intend to recruit. Then we do some effective communication in the early stage to fully understand the candidate's motivation to find a job. During the interview, we should fully understand the real motivation of the applicant to find a job, and then judge whether the situation of our company can meet the expected needs of the applicant.

2. Guidance and intention control in the interview process:

When interviewing, you should give the candidate a very good feeling.

After the first in-depth communication, focus on the places that candidates value, try to give in-depth answers, and understand how much training, what the platform can do, and the development space of the position. Also understand the candidates' expectations for the new platform. In addition to developing revenue, what are the expectations of the other party and can the enterprise meet them? Understand which companies the applicant interviewed in the job search process, such as the position interviewed, the industry interviewed, and what the applicant paid attention to when choosing a new platform. Above and so on to judge whether the position and development given by the enterprise can meet each other, and then judge the influence and attraction of your own enterprise in the hearts of candidates.

Second, try to arrange more than two rounds of interviews, do a good job of the interviewer's division of labor, and don't ask repeated questions. For example, when interviewing technicians, the technical officer on one side is responsible for interviewing professional skills, the interviewer on the other side is responsible for the interview quality, and the manpower on the three sides is responsible for team integration, stability and pressure resistance. For job seekers, they can feel that the interview process of the company is formal and rigorous, and they can also feel the expectation and attention of the company.

Third, if you think the candidate is excellent, show the candidate around the company after the interview. If you can't visit all of them, give him a brief introduction to the office area where the interview is held, so that he can have a preliminary understanding of the company and feel our recognition of him.

There are still many things to do after the 3.Offer is issued.

Most recruiters attach importance to the interview process and the entry process, but it is often easy to ignore the stage when the candidate accepts the Offer but has not yet joined the job-this is actually the last link that the candidate has experienced. If it is not done well, all previous efforts may be in vain. Many recruiters may think that it is difficult for enterprises to get involved in the life of candidates before joining the company, but in fact, there are many things we can do, such as continuously providing business information to candidates, keeping in touch frequently, providing training opportunities, and inviting them to participate in company activities if possible. Let candidates know about the enterprise in advance and make a firm choice.

4. The last job in the "last mile"

What the recruiter can do, as for the specific work that can be done before joining the job, I will also briefly explain here:

Euphemistically ask the applicant to join the job as soon as possible, provide "entry bonus", recruiters and hiring managers have frequent contact, face-to-face meetings, tell him to officially leave, ask him to stop looking for a job, influence his family, strengthen his choice intention, let them know about the arranged activities, provide information, reduce the anxiety on the first day of work, reduce the fear of incompetence, conduct pre-job training, and send new employees to investigate.

These six measures reduced the failure rate of candidates by 2 0 1.

Know yourself, and know yourself.

The General Human Resources Department will make a complete annual plan to decompose and refine the phased talent planning objectives, which is the first step.

However, the plan can't keep up with the change, and the employing department always says: Our department needs to add people, and it is hoped that people will be on duty within 1-2 months (although this is not in the recruitment plan).

Faced with this situation, there are three main steps:

Before recruitment, we should master the development strategy of enterprises and the present situation of talent echelon construction;

Learn more about the working atmosphere of the demand department, the power and responsibility setting of the recruitment position, the corresponding salary and treatment, the future promotion space and direction and other employment needs;

After in-depth understanding of the talent needs of enterprises and departments, combing and summarizing, this paper puts forward the adjustment strategy in line with the tonality of enterprises. After reasonable improvement, JD will be released, reducing the probability of mismatch between people and posts from the source.

Of course, in normal work, HR staff should also pay more attention to the evaluation of employees' actual work output and work results, learn early and prepare early to prevent problems before they happen.

Remember, only by knowing what kind of people the enterprise/employing department needs first can it be possible to recruit the right people.

02

Know yourself and you will win every battle.

Carnegie said in "The Weakness of Human Nature" that everyone's heart is eager to be valued.

Knowing and verifying the basic situation of candidates is not only out of basic respect for candidates, but also the basic requirement of recruitment.

Information judgment

The so-called "unprepared war" can read a lot of information from the candidate's resume, such as personal basic information, job hunting intention, current/resigned status, work ability, experience and so on.

This information is convenient for HR to get a preliminary understanding of the candidate's education, professional level, career continuity, work experience and ability, and to judge whether he can adapt to a specific corporate culture and working atmosphere.

If you don't know in advance, don't know what to ask, or have no focus in communication, it is doomed to be a failed telephone invitation.

On the other hand, in the invitation call, HR inadvertently mentioned the highlights of the candidate's work advantages, which will greatly make the other party feel respected and valued, and the rate of non-appointment will also be reduced.

time control

After knowing the candidate's on-the-job/off-job status, reasonable time arrangement will also make the other party feel better.

Telephone invitations try to avoid the working hours of on-the-job candidates. It is suggested that after dinner or weekends, people will be more relaxed after work, which is conducive to further communication and the candidates' intention to accept the interview will be higher.

Do not talk too long. After ensuring that the necessary information is expressed, control the pace of the call, reply briefly, and appoint an interview time.

It should also be mentioned here that the time arrangement is not only a reasonable arrangement of the call opportunity, call duration and interview time, but also a time arrangement of HR self-work planning.

Diligent, make a detailed recruitment plan for yourself, form a mature personal work rhythm, when to arrange things, how to deal with things flexibly, sum up targeted methodology, and ensure your work status, so as to better convey and influence the other party's status.

Think what people think.

"Hello, we saw your resume on the xx platform. I wonder if we are still considering the opportunity."

At first glance, this speech seems to have no problem at all, but it will never leave a professional first impression on the other side.

Why? When looking for a job, an applicant will definitely send a number of interested companies, not including some companies that have not sent their resumes, but have contacted them actively after seeing them. This means that an applicant may be contacted by many companies in one day, and it seems abrupt not to introduce himself, and the first impression is not good. Moreover, in the case of being bombarded by information frequently, he may be grumpy, which is not conducive to further communication.

Therefore, when expressing, we must first be clear about ourselves, including enterprises and individuals, and inform the purpose.

Briefly introduce the required position again, but it is not recommended to tell all the information at once. On the one hand, candidates can't completely record all the information at the first time, on the other hand, they leave room for interviews and negotiations.

Think about what the other person thinks, worry about the other person's urgency, and consider the problem from the other person's point of view, so as to understand the other person's situation more comprehensively and get a better response.

Try to help others when they are in trouble.

Respond to the applicant's questions, including the company's basic welfare, salary category, work and rest time, etc. After eliminating doubts and concerns, the chances of candidates participating in the interview will increase and their mentality will be more positive.

You should know that psychology is also a compulsory course for HR, especially for candidates who may commute for a long time, and they need to get a response as soon as possible to enhance the stickiness and interaction between the two sides and reduce the psychological burden brought by geographical location.

Of course, HR should further verify the resume information of candidates to enhance information symmetry, which is also an important means to improve job matching.

HR can be done independently, or you can spend more time on professional things through professional third-party background investigation companies such as I-back.

Especially in the case of limited budget of human resources department, how to improve recruitment efficiency and control costs reasonably is also an aspect that senior HR should carefully consider.

For example, for grassroots newcomers with less work experience, they may pay attention to the authenticity of objective information such as identity and education;

For the elderly/managers with many years of work experience, they will pay more attention to higher and deeper aspects such as project experience, management ability and past work performance. ...

In view of the above different industries, posts and levels, I have launched six regular service packages, which basically meet the needs of regular post rotation.