Rules for the selection of “the right staff”


Rules for the selection of “the right staff”

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Is there an ideal staff?

If you heard from your colleagues that they were lucky, because they work with the perfect staff – this means one thing – they just found the people they were looking for.

An ideal, universal employee simply does not exist in nature. Even if you were greatly praised for one potential frame, then there is a risk that in your work he will not be able to fully reveal himself for one reason or another.

Often, people got into so called black sheets during interviews, and the boss immediately deleted them from his list of lucky ones. But in other jobs, these people competed with other job seekers and often became full-fledged employees of the company.

Why it happens?

It’s just that each boss is focused on a certain type of personality, and a potential creative-minded employee may like a boss who is looking for new ideas and is open to experimentation, while a more conservative boss will immediately discard this candidate and find him incompetent. Those chiefs who are satisfied with their team simply found people who can implement what they themselves intended.

How to find “your” person?

Preparation

Sometimes finding a professional in one’s own business becomes more difficult than finding a job. To understand who you want to delegate the rights to implement your ideas, you need to determine the qualities of the staff. Common traits are hard work, work experience will not work, because one out of five could fit this description, but not every fifth is what you are looking for.

Make a specific list with the features you want in your subordinate. And place them in priority. That is, you must understand who you choose, if, suppose, 2 candidates come, and one has a bag with resumes and solid experience, but a somewhat weakened desire to introduce new ideas, and the other is an excellent student, a graduate of the university without experience but with eyes burning to work.

What will you choose? Experience or perseverance? You must form a position, and already at the sight of the candidate himself, during the conversation with him, put a tick next to his qualities that you are looking for.
It is very important that a person understands your tasks and precisely performs them. In no case should there be any competition or disputes (except perhaps the working discussion at the level that you consider permissible).

Spread the ads, of course, you will have a lot of calls, but the greater the chance of finding a person. Do not submit false information and do not forget that this pro will not work for a penny. Remuneration should not be lower than the average value in the industry. Consider which ad you would respond to.

Be sure to ask for a resume if the person does not have one, but in speech you feel that he understands the topic, give him a chance and invite him for an interview. Do not consider the nominations of those who are primarily interested in salary.

Job Interview

Do not play like a bad cop when talking to potential employees. Remember that people are in front of you too. Choose a pleasant and polite tone, but at the same time, do not forget that in front of you is a possible subordinate, and not a childhood friend.

Prepare a list of questions, so as not to omit the main thing, let it be at your fingertips. Take notes if necessary. You can thesis, so more likely not to forget about all the details, especially if there are many applicants.

Alternatively, assign all applicants a meeting in one place and at the same time. Seeing that you are determined and are popular, those who came here “by chance”, without serious intentions, immediately “freaked out” and will not forcefully push themselves and snatch, you will immediately feel their uncertainty.

Give everyone a questionnaire, conduct a short interview with everyone. Select top-10-5 candidates and assign each individual interview.

Of course, if you do not have such a large area or resources, then this option is not for you, you will have to take each one separately. But if you have all the possibilities, then it is better to use them in full force.

General tips:

  • You are conducting an interview, but not your interlocutor, do not give him all the initiative;
  • Put as usual questions: why you decide to change jobs, how much you want to earn, and extraordinary ones: write a force majeure situation that could potentially arise, and ask the candidate to describe further actions to see the logic of his thoughts and priorities; < / li>
  • At the end of the interview, give the person, if he wishes, to speak (maybe he has something else to say, but you did not give such an opportunity);
  • Do not tell your requirements for the candidate at the beginning of the conversation, otherwise a cunning interlocutor will build a conversation in such a way as to meet your expectations;
  • Do not start a new interview immediately after the first one. Think carefully about what happened, let your thoughts settle in your head, otherwise you will mix up all the candidates.
  • Anticipate questions in your direction and state a specific position. Be prepared in advance so that you will not be taken by surprise.

 

Decision Making

Now you need to think about everything well. Ask yourself these questions:

  • Who meets the chosen requirements best?
  • Do you see this person in your team? (why yes or no?)
  • Is it easy for you to communicate with him?
  • How easy is it to manage?
  • Will he find a common language with other colleagues? (why yes or no?)
  • Do you believe that things will get better with this employee? (why yes or no?)
  • Are you ready to raise his salary (if this was discussed at the interview)?

The future results will show the correctness of your choice. And one more thing: give a person a month to acclimatize and do not expect from him beyond the achievements of the first week. Like any pro, he needs to understand the specifics of the work, develop his strategy, and this requires a little time and a little more of your patience.

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