Using flawed criteria to select candidates

by Kelly Blokdijk 作为招聘人员，在招聘的时候要面临很多问题，比如说一些应聘人员对于回答面试问题具备很强的技巧性，他们能猜出招聘人员想要听到的答案，所以他们在面试阶段可谓是一帆风顺，然而，在未来实际工作中却没有这股机灵劲儿了，那么，我们如何来改善这种有明显缺陷的招聘制度呢？

In most workplaces, some of the key components of creating an impact, making a contribution or overcoming immense business challenges occur when circumstances are less than ideal. In real world terms, the fundamental context of those situations means that not everything or everyone involved is within one's control or sphere of influence. Despite dealing with messy, politically volatile and periodically unavoidable or unsolvable problems, positive outcomes and results are still expected in virtually every case. At an individual level, no matter how talented one is, it is inevitable that negative events, unrealistic expectations, unhealthy environments and out-of-control egos belonging to external parties will interfere at least occasionally. During those episodes, it is nearly impossible for someone to produce a perfect performance, product or process regardless of their focused efforts to do so. Savvy job seekers are skilled at navigating interview questions and formulating appropriate replies to tell the interviewer what they think they want to hear. Practically anyone can make something mundane sound impressive during an interview. Likewise, taken out of context, even something that didn't turn out well can be spun into a success story for the benefit of those who don't know what really happened or why. The following WSJ article points out what I believe to be a serious flaw in most organizations' candidate selection processes. When the vast majority of screeners tend to focus on obtaining neatly packaged responses to behavioral questions, they inevitably overlook the concept of context. If not adept at reading between the lines to assess a candidate's level of actual ability, potential and overall intangible talent, an interviewer may inadvertently misjudge whether or not a person is a fit. http://online.wsj.com/article/SB10001424053111903703604576586931897851772.html?mod=dist_smartbrief#articleTabs%3Darticle There isn't anything overtly negative about the above - everyone is just playing the game by the rules they've learned along the way. The main issue is that unless the interview process is structured to delve beyond superficial tell me about a time when you influenced someone to change their mind type of inquiries, decisions tend to be swayed in favor of storytellers with the happiest endings. Standard questions and processes are not necessarily geared to identify those who consistently handle adversity or ambiguity well and bring maturity and acumen to perform effectively under imperfect conditions. We've all experienced the unfortunate effects of someone getting hired that looked and sounded exceptional, but their on-the-job performance was anything but... What are your favorite selection methods to avoid that? 管理新知 您可能感兴趣的文章 从培训经理到培训讲师，路有多远？

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