Looking Ahead Makes You Less Vulnerable To Layoffs.

With the fall of Domino in foreign financial industry, the turbulent economic crisis is gradually sweeping the globe. Many enterprises are beginning to hope for the big stick of "big layoffs" and try to make a living path on a thorny road. In this round of "layoffs", enterprises in the communications industry chain have not been spared: from user service providers to basic equipment providers to enterprises involved in terminal equipment manufacturing, they have launched this traditional method successively, and strive to protect themselves by cutting labor costs. On the contrary, N company, a mobile phone manufacturer which was served by the consulting firm, has just kept a very small proportion in recent days while maintaining its market share advantage.

For the communications industry, we have to say that this is one of the most active, fastest growing, and most volatile knowledge intensive industries so far. From the international mainstream industry research results (Kulkki, Kosonen, 1999), the communication industry has the following characteristics:

To survive in such a market, enterprises must be able to bend and stretch, and must continue to be individuals and teams. organization At the level of learning, continuous self reengineering, we must "focus" and "flexibility" in the selection of staff at all levels to achieve a good combination. This is also an innovative organization that manages knowledge. staff The most basic requirement. N is just like this Intelligent organization, which has undergone many transformations and has the characteristics of innovative and learning organization.

At that time, I worked with my colleagues in this multinational mobile phone manufacturing giant to help them complete the core recruitment plan for the whole year. That was exactly the whole of China. Communication industry The demand for all kinds of advanced talents has been increasing in the industry just after the rising period. At the same time, companies in and outside the industry also offered high salary, equity and other preferential treatment to attract high-end talents. During this period, talent selection and evaluation services were mainly focused on high-end talent selection. For the selection of entry staff, some low cost and simple personality test tools are often used to conduct the so-called "quality" test. The selection of such employees focuses more on the experience, professional experience and salary requirements of the relevant institutions.

N company has hidden worries about the future unpredictable turbulence in the field of talent selection and strategic layout. Taking this as a starting point, after repeated interviews with the director of human resources of N company and recruitment managers of various departments, combined with the characteristics of the industry and the organizational structure of N company, the general idea of future recruitment plan is fixed.

"Selecting talented people who can adapt well to future changes and possible crises, and learn from the environment and continue to rebuild themselves."

From today's point of view, this concept has been well implemented in the formulation and implementation of the recruitment plan, which will enable N to make rapid adjustments in the face of organizational changes and changes in the industrial environment, avoiding the talent crisis of its peers. Moreover, through the implementation of this concept of recruitment plan, enterprises at that time selected the most "industry adaptability" and "future potential" talents. At the same time, these people, through two to three years of training in the organization, have become the outstanding talents in today's industry and can adapt well to the changes in the industry and organization in the future. This just answers why N company has the lowest elimination rate for personnel in the face of this economic crisis. Why did the company suddenly rise in recent years and occupy the leading position of the market share quickly? Because by two years ago, the company has the best talents in the industry to the greatest extent, and the staff have strengthened ties with enterprises in the process of continuous self-learning and reengineering, and have maintained a high degree of adaptability to the current turbulent environment and organizational change. From the above consultation cases, we deeply realized that:

It is often more competitive and adaptable for enterprises that are able to adapt themselves to future development and change.

The above idea is especially applicable to a knowledge-based industry with high growth and adaptability to change. So how can we grasp this kind of employees who have good "future potential" and "adaptability" in the recruitment process? Let's take a look at the core recruitment process for N company.

Using "future work analysis" and "two dimensional prediction" to enhance the prediction ability of all aspects of recruitment process for future performance.

Unlike other industries in the same industry, at the beginning of the formulation of the program, N's human resources department and external consultants have reached a tacit understanding. They must find their own general competency that suits N's future development and professional competency based on industry and organizational characteristics. At the same time, from the two dimensions, we should explore the potential talent quality needs of each post.

Through a comprehensive interview and questionnaire survey, such as leadership, human resources department, recruitment managers of various departments, and through group focus discussion, let all levels of enterprises continue to think and answer: what are the stable elements of our future work mode and the current mode of competency requirements?

After repeated screening and screening, we build a general competency model based on future change and development, and a "two dimensional prediction" model based on industry and organizational characteristics of professional competency model, and assist in developing the corresponding recruitment process.

In the past, in such a knowledge intensive industry like communication industry, especially for the professional technical work in the industry, the single dimension prediction mode based on post technology competency was adopted. The adoption of a single dimensional prediction model to ensure that a person's professional ability and basic quality can be ensured can give the decision-maker a good "feel" at the beginning of his employment, but he can not ensure that the performance level that the individual can achieve in the long term. For the knowledge intensive industries that need continuous innovation and self reengineering, the Moore's law of 18 months of technological change has been broken through by information explosion. For employees engaged in such industries, the demand for knowledge and skills in a short time is getting higher and higher, and the intensity of information load that employees are carrying is bigger and bigger. This determines that at the beginning of our selection, we must put our eyes on those competencies that determine employees' "adapting to the future in the industry".

"Future work analysis" is exactly the "symptomatic medicine", that is, on the basis of previous analysis of post elements, we add the analysis of the characteristics of the industry and organization, and add the time dimension on the basis of the original static analysis, and find out the general elements that can continue to be competent for the work from the future trend of the industry.

In determining the recruitment process, we accumulated the previous research on talent assessment and combined with the analysis of foreign related industries. After repeated discussions with management of N company, four major sequences of N system support, professional technology, market and management were identified, and the core competencies and professional competencies of 11 types of posts were identified. {page_break}

For core general competency, the focus is on coping with changes in the industry and organizational changes that N faces, as well as ongoing technological innovation. At the same time, the characteristics of the industry require a high level of cooperation for employees in the competitive situation. Therefore, based on the in-depth study of the characteristics of the industry, the core competency as shown in Table 1 is formed. Through the comparison of excellent employees and general employees in performance, combined with previous studies, the core competency in the above table 1 can better predict employees' performance improvement level (>0.65) which lasted for three years, which is highly consistent with the idea of talent selection offered by enterprises at the beginning of the recruitment plan.

For professional competency, the position is concretely embodied in each competency dimension. For example, channel management is a professional ability that a sales post must possess under the market sequence. After joining the time dimension, we need to further investigate the research and investigation of the channel, and form the capacity of the channel management plan and the measures to cope with the channel change, which is called strategic channel management.

Moreover, in the professional competency, the emphasis is placed on the contents of organizational values and knowledge of the industry, so that the employees selected in the future can follow the organization together in the industry and adapt well to the ongoing technological change or organizational change.

In the recent studies of organizational behavior in foreign countries, Multilevel fit is a relatively better method of selecting and researching or consulting talents, and it is a better way to improve the accuracy of selecting talents and predict the future performance of selected talents. Moreover, general cognitive ability is regarded as the most effective predictor of future performance (Neil Anderson, Filip Lievens, etc, 2004). From the perspective of N's competency, there are two dimensions, one is professional competence based on person to job matching, the other is team spirit based on person team matching. It can better predict the possible performance level of the selected employees in the whole industry environment from multiple levels.

Moreover, with regard to different competency dimensions, focusing on core behaviors that can determine the impact of future performance results, building a Bi-modal predictive selection standard can better ensure the growth and adaptability of the selected personnel. How do we design different links in the recruitment process to ensure that the two dimensional prediction mode is checked?

Different selection and evaluation tools have their own unique applicability, and the different content design of tools will bring about targeted changes in the content of the test.

After careful design, we put the idea of two dimensional prediction mode in all aspects of recruitment. From the beginning of the release of job information, competency information has been published in the description of the post.

We aim to quantify and conduct job descriptions as much as possible so that the candidates can understand their job requirements more easily and decide whether to meet their basic requirements by analyzing and comparing themselves, forming the first stage of screening, which we call "natural screening". But in our actual operation, it is inevitable that applicants will not understand themselves clearly, and join other applicants in the second stage: resume analysis and screening.

In the course of resume analysis and screening, we often examine the applicants who are not competent for professional competence, especially those whose professional competence and organizational values are not consistent with the designed curriculum vitae. Try to get the qualified candidates to enter the evaluation stage.

After determining the qualified candidates, a professional interview will be conducted by the assessment team jointly organized by the recruitment manager and the human resource manager, and the general cognitive ability test and the professional written examination will be organized for the research and development majors with strong professional requirements. Choose the candidate to enter the evaluation center.

In the evaluation of the links of the center, two ways of leaderless group discussion and structured behavior interview were selected. The content of the assessment tool is mainly designed from the employees' future working situations (such as R & D team planning seminars, etc.). In the evaluation center of N company, it is a trainer certified external evaluation consultant and recruitment manager who work together as evaluators.

After the end of the evaluation, the evaluators of each link will discuss face to face or telephone, and form a competency assessment report after the agreement is reached, and submit the final decision to the recruitment decision maker. Of course, the last is communication and hiring with selected employees, usually by the human resources department.

The evaluation center technology includes interviews, role play, leaderless group discussions, case analysis, document baskets, oral presentation, fact finding and many other technologies. In the process of developing recruitment process, we should not only consider the recruitment cost of enterprises, but also maximize the competency level of candidates in all aspects of recruitment process. This requires us to be very clear about the content of each evaluation technology. At the same time, combined with the two dimensional prediction mode, the whole evaluation process is systematically designed. The most suitable technology is selected pertinent, so that the recruitment process can not only effectively control the cost, but also predict the future performance of the individual better, and also facilitate the organization and implementation of the enterprise at any time.

From the experience of selecting talents for knowledge intensive enterprises, this type of enterprise often requires technical staff to work together in a team to complete a creative work, or managers need to sit together to discuss brainstorming quickly and effectively, forming new management concepts and methods, or requiring multiple sales managers to work together to seize the market quickly. Therefore, adopting leaderless group discussion on tool selection can well predict how individuals can promote communication progress in the face of differences or contradictions in team work situations, and facilitate the development of people with different styles in the same direction and ultimately achieve the same result.

As a necessary assessment technology, structured behavior interview can be structured through four aspects: the actual events, the mission objectives, the actions taken, and the results achieved (STAR). It also compares and analyzes the behavioral indicators of competency elements to determine whether the applicant has reached the level of work requirements in terms of core general competency. Therefore, for the applicants, the above two tools are often combined, supplemented by written test or computerized cognitive assessment, which can predict the future performance of individuals better (0.56~0.65). At the same time, it can effectively avoid the increase of cost and the trouble of organization and implementation by using too many tools.

For some specific jobs, such as customer service personnel, on the basis of the above technology, we can further use RPG to simulate the real work scenarios, so as to find out the behavior patterns of individuals in a one to one service work scenario.

Therefore, on the basis of selecting suitable evaluation techniques, we should also make more targeted design of the contents of the evaluation technology according to the contents of the work analysis. The work sampling method is recommended here, and the typical cases in practical work are used as the source of the content design, so that we can really select talents with a definite goal.