The most important part of starting a business is recruitment. Whether you need to hire for your own business, join an up-and-coming startup or apply to a big company, we haven’t made much progress in hiring, but we’ve been caught up in mistakes we don’t even know we’re making. The ancients had no knowledge of thermodynamics and no standard measuring instrument for thermometers and could still make beautiful porcelain, so we had to revise our recruitment methodology as we went along.

Three popular criteria

All need to pay attention to the following criteria:

  • Driving Force Driving force is the most important quality. It’s the ability to take the bull by the horns and achieve goals on your own, without being urged on. Most of the time, it has nothing to do with academic performance or graduating from an elite school. Marc Andreessen, one of Silicon Valley’s top investors, once said, “Motivation is something you can’t teach. What you need most is to find people who are motivated and then use all the means to get them on board.”
  • Curiosity is a very broad concept, it is similar to whether a person is willing to constantly improve in one thing they are doing, or constantly improve a craft they have. People who are curious always keep abreast of the latest information in their profession and skill field. They will constantly think and see what can be improved in what they do. Curiosity is also a quality that can’t be cultivated and that companies don’t have the time or energy to cultivate.
  • Whether you’re hiring or hiring, the ethics of the people you work with will ultimately make the difference between your happiness. Paul Graham says he often uses a technique he uses when interviewing entrepreneurs at YC: Pick a familiar topic and ask for their opinion. Encounter the other party does not know the problem, some people will honestly say that do not know, some people will talk nonsense. People who bullshit in interviews will fool their partners in the real job. If you’re an employee, here’s one way to tell if a boss has a “good work ethic” : Observe that every time he or she grows, advances, and gets promoted, does he or she make people who work for him or her better, or does he or she do so at the expense of their resources and health?

Execution method reference:

The efficient way is to write the bounds

I am used to thinking and judging things with a coordinate system. Whether people can cooperate well with each other is determined by various random factors. Knowing this probability, I will put down a lot of obsession when recruiting and must find the best one, the top one and the most cost-effective one. Therefore, I think that recruitment is derived from the general premise of random probability. I describe the upper and lower limits of each latitude’s ability first, and those beyond this boundary either don’t like us or we don’t want them. I’ll give you a couple of examples of how to plan the upper and lower limits of each latitude, as well as the example of Highrise, a small company in San Francisco that is very efficient in recruiting people. Highrise has a document for each position, allowing managers and team members to list the characteristics of good candidates and bad candidates. Each person to apply for the interview according to this document, crisp and targeted. They have an idea very much like ours, which is to start with a rough outline of the idea, and gradually become clear in the process of staring at the target. (” You can have a rough idea or You can really know. And that clarity is when You can do what You really want to do. “) There are a few common questions to ask:

  • Plan the outermost outline first

    1. What would a satisfactory candidate look like? The successful candidate will _________ for example, it can be very specific indicators, increase 20 customers, deal with the modular work of a project; It can also be subordinates who work around relative standards, actively exceed expectations, and have some kind of uniqueness that the team currently lacks.

    2. What would a losing candidate be like? This failed candidate will _________ for example, it can be specific indicators that they can not do, lack of basic knowledge, specific to such as sales people tend to stand up defensive consciousness; They may not be able to delegate effectively, have no feedforward management, need a hand to get things done, have a rigid defensive attitude to work, or just want to do things differently and fear deviating from the norm.

  • _________ You can use questions such as practical or written questions to understand what skills a person must have to effectively screen candidates. You can also use these test questions to quickly develop interview measurements. It can also be past tense work or work experience, such as customer experience, Java work projects, or design-related work.

  • Match team goals with hiring Goals Hire people by outlining a signature work product, writing down what the organization or team is trying to accomplish, and how the candidate will assist the team in achieving those goals. For example, specific goals like opening new channels, how much sales performance, how much revenue increase, how much cost reduction, etc.; It can also be an abstract work product to see if a candidate can achieve such goals.

  • Core competencies the core competencies a candidate needs are __________ to explore the candidate’s underlying characteristics, which can be more broadly, for example

    1. Decisiveness: must be willing to take on the right and wrong, quickly try and make a decision, must think clearly can not be indecisive, to have high trial and error efficiency, rather than falling into the endless cycle of no reflection and no improvement.
    2. Good communication skills: able to plan requirements and communicate requirements clearly and accurately.
    3. Confidence without ego: A strong and persistent willingness to act on your own ideas, but also an ability to reflect on others’ ideas and see yourself through their eyes. This point is very important, there are too many ye gonglong people switch careers, only a short strong.

  • Other Custom Questions Four productivity questions THAT I often use are very old in nature, measuring learning, consulting the candidate’s ability to solve problems, the candidate’s real expectations, and insight. Here are some examples:

    1. For the first question, introduce one of your most familiar knowledge or skills. This knowledge or skill does not necessarily focus on the job, but you ask him to introduce you to what he is best at and most familiar with. Why do you ask? In fact, behind the test applicants have the ability to learn. If a job seeker has a strong learning ability, it means that he will go deep into each major, and will sort out the core knowledge and tricks of this major or field into their own methodology. This kind of person can master this skill most efficiently in the shortest time even if he is not familiar with your company or the position you require. This is the value of learning ability for a person’s growth.

    2. Second question, tell me about the most successful thing you have done in the past. Behind this question is to look at the applicant’s past experience, as well as the ability to face and solve problems. Interviewers can use the STAR principle when asking this question: S (Situation) : What is the Situation or problem that you are facing. T (Target) : What were your goals or directions for solving the problem at that time? A (Action) : What did you do to solve the problem? R (Result) : what is the final Result? By answering these questions, you can show the candidate’s experience and ability comprehensively.

    3. Third question, why did you leave your last company? Many job seekers have left a job before and will be asked why they left their last employer. The idea behind this is to find out what the candidate cares about, what he doesn’t care about, and how his cares and what he doesn’t care about will match up with the job opportunity you’re offering. Example: such as some interviewers will say, I left the company because the company process is too complex, so the interviewer of a company’s process is simple, don’t need to spend too much energy to do a lot of coordination and communication work, so the interviewer needs to consider the position you provide also exist such problems. For example, some interviewees will say, I left the previous company because the company is too far away from home, and I have to spend a lot of time on the road every day. In this case, the interviewer needs to look at the distance between the position you offer and the interviewer’s home.

    4. Fourth, what advice do you have for the company’s products or for a particular part of its business? If you’re an Internet company, it’s best to focus on your core products and ask the interviewer for advice. If this person is particularly interested in your company, they will have done their homework, researched the company’s products and business direction, and come up with their own ideas. You can also assess the interviewer’s knowledge of the industry, experience with the product, reliability of the advice, etc., and evaluate his ability and experience from another perspective. If you are a candidate, you should prepare the following questions: (1) Prepare a list of your knowledge and skills in your area of expertise and try to disaggregate it as accurately and as valuably as possible. (2) Think of a successful thing you have done in the past and list the details to provide some concrete examples. (3) Do an in-depth study of the company’s products or business and be prepared with suggestions. (4) When asked why you left your last company, be honest.

Andy Reed Technology founder and CEO

Reed Technology – Guangzhou professional software outsourcing service company to provide wechat small program, APP application research and development, application UI design and other professional services, focusing on the Internet product consulting, brand design, technology research and development and other fields

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