Wednesday, February 11, 2009

How to recruit the right people

"The first thing to do is to hire the right people." Have you ever heard profound piece of advice? Sure, you want to hire the right people - if you know that you give us the right person. If yes, why not more time to define what the task requires the person as a first step, a selection of talent?

If the keyword in Google "position for the right of the people" hauront 76000 answers. If googdie KeywordPhrase "best rent" received 872,000 responses. Here you will find the vast majority of respondents refer to the assessment of candidates. A lot of information about tools - checklists, questions, how to interview, how to get a job description, settings, etc.. But few answers Google 948,000 to the central question - how defInirida better person for the job - the right person for the job - bAsat at work, the applicant is not?

Most companiesmeasures focus on technical reference lapuntos. Training, experience, industry expertise, certification, high performance and contribution, the recommendations - difficult information of great value - easy to obtain. And that these benchmarks and technical intuition of the investigators from the base of décisiontioNessuna selection.

But the main point of reference fürden success or failure are often associated with the statements about the teamwork, communication skills, FähigkeListening to it, a sense of humor and so on. Hard to define, describe and agreement. So are the criteria that make a difference to the success and failure - more and more in the organization of the work is - to identify vagueDeux so - not by the interviewer. And who is the weak link in the selection.

If do not have to do. Interested parties at work, people, people, work relationships, employees at the plant, jedhe is aware of the problem, motivation and abilities, the difference between success and failure. Getting information in a form to which the selection was a challenge. But now there are tools and procedures to compare the behavior, motivation and personal skills and derOZIALE in which the skills that are necessary to be successful. And these parameters can be used in the selection process - to see how the Boardcompetitors for the job, not a measure of "fairly good" or "can we do better." And the face is no ideal profile for the job. ETRE benchmarks can contribute to the development of the person selected to be more efficient, faster.

The intuition is the AusbildungRZA behind the majority of the selection. But the intuition is influenced by many factors and create the life and work experience. In the intuition of the benchmarks for the conduct, the Commissioncompetence and motivation, and the consistent application comparacioneshijo and benchmarks for the selection, intuition aeut too much safer in their decisions. And that led to his commitment to the candidates - and this is a good thing. The "steps against the wall and see if it sticks" can be replaced by a commitment to success. And when this happens, the reduction in turnover, retention and increased productivity. And the right to work by Mewish - the best people for lestravail - to strengthen the organization.

With a lot of talent undisponibles is now necessary to examine the choice of methods to ensure the right people are fürder right place. And "The temptation to hire the best people - which means that - outside of the big talents. But it is important to attract the best talent to work on this

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