Good manners and manners.
As a window for candidates to know about the company, the ability, style and temperament of the hiring supervisor will often leave a deep impression on the candidates, thus forming a positive or negative understanding of the company they are applying for. In fact, the applicant's knowledge and understanding of the company where the position is applied for is more obtained from individuals, such as acquaintances within the company, recruitment managers, front-line managers, employees and so on. On the phone, an applicant said to me, "I still have a good impression on your company and I am particularly impressed with you." In fact, he has never been to our company at all. We only met once at the job fair. If the hiring manager treats people badly, behaves inappropriately and lacks professional image, then even if the company has a great reputation and the recruitment booth is luxuriously arranged at the meeting, I am afraid it will leave a bad impression on the candidates.
Calm and objective analytical judgment ability
In fact, the selection criteria for hiring supervisors are very simple, that is, selecting talents that enterprises need, rather than recruiting talents that supervisors like. Recruitment is not about making friends, you must find someone with the same temper as yourself. On this issue, the hiring manager should not be vague at all. Otherwise, judging an applicant by making friends is tantamount to putting on a pair of invisible colored glasses. Hiring decision is naturally unfair, and the wrong hiring decision will bring huge losses to the company.
In fact, the talents needed by the company should not come from a model. They come from different departments, from different positions, and need different skills, characteristics and talents. Therefore, recruiters should grasp the selection criteria according to the real needs of the position, rather than making judgments according to their own likes and dislikes. To make an objective judgment, we must overcome the common people's mistakes, such as stereotype, first cause effect, recency effect, halo effect and similar person deviation.
I often hear some colleagues say half jokingly, "I know it's someone at a glance." This sentence can be understood from two angles. We can understand that only so-and-so can recruit such high-quality talents, which is of course a compliment, but we can also understand that so-and-so recruits all the same people. If it is the latter, it is necessary to reflect on yourself.
Necessary interview skills and psychological foundation
In addition to the above two points, in fact, the relevant interview skills must also be mastered, and the shortcomings in this area can be made up by relevant training. At present, both structured interviews and unstructured interviews have certain effects. The most common interview method is behavior description interview. Through specially designed questions, we can understand the past behavior of job seekers in specific situations, avoid the evaluation of job seekers' personality, and avoid assumptions and self-evaluation problems.
Every enterprise has its own standards for measuring talents, and the hiring supervisor should recruit for this enterprise according to this standard. But unfortunately, we can't quantify this standard, otherwise, the recruitment work will be completely replaced by robots or completed by a computer program. The value of recruiting supervisors lies in their ability to comprehensively evaluate the qualities that enterprises value, such as work ability, work motivation, team consciousness, professional loyalty, pioneering and innovative spirit, learning ability and so on. By using the corresponding interview skills and psychological knowledge, make a decision on whether to hire for the enterprise. Of course, experience also plays a very important role in the recruitment process.
Strong communication skills.
In fact, there is an essential difference between the recruitment supervisor and the teacher to judge the quality of students' learning by judging the test paper. Before making a choice, the hiring manager must have a comprehensive and detailed understanding of the position to be recruited. In order to truly understand the needs of front-line departments, hiring managers should have in-depth conversations with front-line managers to learn more about vacant positions, instead of just acting according to the limited job description written on paper, which leads to inconsistent selection criteria between human resources departments and front-line departments, leading to inconsistent personnel decisions and unnecessary disputes. The interview process is a process of communication between the two parties. The status of both the interviewer and the applicant is equal. Enterprises choose excellent candidates, and the candidates are also choosing excellent enterprises.
Open and fair, dare to stick to their own principles.
In the recruitment process, even if we have had in-depth communication with the front-line departments, sometimes it is inevitable that we will have different opinions with the front-line departments when making recruitment decisions because of different perspectives. At this time, it is necessary for the hiring supervisor and the first-line manager to reach an agreement through discussion. In this case, the recruitment supervisor must dare to express and insist on his own opinions, and can't blindly accommodate the front-line managers, otherwise the failed job fair will bring huge losses to the enterprise. In a recruitment experience of the author, the front-line department recommended a backdoor candidate of an important customer and hinted that it was ready to hire, while the human resources department conducted an interview as usual and strictly insisted on not lowering the recruitment standard, and finally persuaded the front-line department to hire another qualified candidate. To do this, the key is that the hiring supervisor himself should be selfless, impartial, and not operate behind closed doors, and be able to proceed from the overall situation of the company. People who often sigh that "there are always swift horses, but Bole is not always there" can't pass the exam. A person's long-term lack of talent is bound to hide major defects.
1, look at his appearance: a credible external image. Anyone who looks too smart at first sight or looks like a businessman at first sight is not suitable for sales. The reason is that such people will arouse customers' high vigilance. Therefore, people who give people weak credibility are definitely not good salesmen. This requires us to recruit sales staff. If the candidate looks like a salesman at first sight, then we should resolutely eliminate him. Most people who do well in sales find it simple and reliable.
2. Look at his selling point: let the person in front introduce himself in a short time. Southwest Airlines is the smallest of the eight largest airlines in the United States and the only one that has been profitable for nearly 30 years. Its recruitment policy is very distinctive. When recruiting flight attendants, in order to ensure passengers' satisfaction with the flight attendants, it invited more than 20 passengers in the Chang Fei plan to be judges and graded dozens of applicants. It thinks that if these passengers don't like the candidate, it's useless for the lady to be beautiful. At least the training cost will be lower if the passengers choose their own flight attendants, because she is already a favorite flight attendant for passengers. In addition, if the applicant is not appreciated by the sales supervisor at first, generally speaking, even if he is recruited for various reasons, it is easy to lose the election.
3. High desire for achievement: High desire for achievement is a strong desire to make a difference. For a salesman, he has a strong desire for high salary, and a contented person is not suitable for being a salesman. Sales promotion is a stressful profession, and salesmen will constantly suffer rejection and failure. Without a strong desire for achievement, they will not be able to inspire their ambition to break through customer barriers. Maybe there is such a person who looks rough and doesn't speak so politely, but he always thinks he must sell the product, and he never forgets the final result, so he is a result-oriented person. Maybe he is a little rough in the whole sales process, which is exactly what he needs to cultivate, develop and package after entering the company.
4. Look at his professional background or experience: Is it related to your product and industry? If it's a medical product, you obviously want the salesperson to graduate from medical school or related school and have a certain understanding of medicine. Sales staff in most enterprises do not need to know very complicated professional knowledge, but they can recruit sales staff from the market and train them. However, some high-tech enterprises need specialized knowledge to promote products, such as software and medical equipment, and it is better for people with this professional background to do it.
6. Determine the quality requirements of the recruitment position in advance: sales supervisors and managers should have a sexual orientation test, while ordinary sales personnel do not do this test. This test grasps the characteristics of sales executives and managers from temperament, personality and experience, so as to keep them consistent with the company's sales strategy. When applying for a job, the salesperson of each responsibility must be interviewed by his future direct supervisor. In this way, through a relatively simple procedure, we can ensure that the sexual orientation of salespeople is consistent.
7. What is the reason for the high turnover rate of salespeople? A very important reason is that many sales managers have a one-sided understanding of what qualities an excellent salesperson should have. Salespeople are often snubbed, rejected, ridiculed, sarcastic, attacked and frustrated, and every setback may lead to depression. "Optimism" is far more important than finding "smart people". In addition, people who change their units more than three times a year: there are only two situations. The first situation is that this person's ability is too poor to work long in any unit. Such people are naturally not available; The second situation is that this person is a tramp, so he will also regard entering the present company as another stop in his long life journey.
8. Sharp insight: Sharp insight is manifested in the salesman's special ability to listen, and the key to being good at listening is that the salesman's body language is highly consistent with the customer's spoken language and content. For example, when customers tell about their hard work, salesmen who are good at listening will show admiration, even open their eyes properly, and use some exclamations to cooperate with customers' stories and affirm each other, thus mobilizing customers' enthusiasm and creating conditions for in-depth conversation. Another example is that the customer is telling a joke, so whether the joke is funny or not, the responsibility of the salesperson is to cooperate with Qingyin to laugh.
9, sales experience: recruiting people with sales experience has advantages and disadvantages; People with sales experience get started quickly, but a lot of business practices show that people with sales experience recruited from the talent market have poor loyalty-this must be bound by strict company system. Some enterprises don't want to spend time training novices, so they can consider recruiting people with sales experience; And some enterprises pay more attention to employee loyalty, as long as the candidates have potential.
10, a man who is afraid of women or a woman who is afraid of her husband: People who can't get along equally in husband and wife's life generally have strong compromises, and such people will also have strong compromises when selling products.