How to break the "complex" once it reaches HR?

How to break the "complex" once it reaches HR?

"This thing is complicated. Once in HR, how can it be broken? Young people's resumes are the threshold in the interview, and the interview is the key. Candidates who can enter the interview process usually have the same ability and skills. Seeing things with different eyes will have different effects. How to break this thing once it reaches HR?

How to break the "complex" once it reaches HR? 1 Let's see what "deceptive complex" those interviewers have that makes job seekers "look at the pit and sigh":

1, academic complex

Part-time undergraduate graduates with the first degree or above will not be admitted! Yes, if your first degree is junior college, it doesn't count even if you take the postgraduate entrance examination and study for an MBA through your own efforts. This is a typical "academic complex". In the opinion of interviewers with this complex, excellent people should choose regular undergraduate courses to continue their studies after graduation. So people who don't know where to "jump out", even if you pass the next exam, you are not an excellent person in their subconscious.

The origin of the hero Mo Wen, the selection of talents should not only be based on academic qualifications. Just because you graduated from a prestigious school and returned from studying abroad doesn't mean you have the ability. Some job seekers may not have their first degree in the eyes of the interviewer, but it doesn't mean that they work harder than others, and it doesn't mean that they don't have a more positive attitude.

Expert advice: As an enterprise that selects talents, it should pay more attention to the self-motivation, enterprising spirit and strong perseverance of job seekers. Learning is a never-ending thing. As long as we can constantly improve ourselves, we will not fall behind and can adapt to the needs of enterprises.

2. Stable complex

No interviewer wants the person he hired to leave after working for half a year, so "stability" is also a very important condition for them to choose. People who change jobs twice a year and three times in two years will indeed be treated with caution. If you are a young man who just graduated, it is understandable to choose to change jobs because the career plan is still unclear. If they have ten years of work experience, they can only say that this person is really confused.

Chen Chong graduated from science and engineering. At the beginning, he chose a job corresponding to his major, but he felt that the technical work was monotonous and he could not exercise himself. So he chose to do sales, but after two years of sales, he switched to customer service. Five years later, gradually, Chen Chong found that he liked dealing with people and had a certain technical foundation, so he switched to management. Within three years, he brought out a small team of his own, and then in order to pursue higher development, he became the top three enterprises in the industry. At this time, his career development track is becoming clearer and clearer.

I believe that many interviewers will think that Chen Chong is not stable enough when they see his previous five years' work experience, and will choose to shut him out because of his frequent job hopping. This is the "stability complex". Although recruiting people is risky, but blindly sticking to the so-called experience, I feel that there are no people who change jobs frequently and can only miss a lot of available talents.

Expert advice: the interviewer's choice of talents is more important to choose the potential value of the candidate and see if the company he frequently changes jobs is getting bigger and bigger. Is the position rising step by step? Active or hunted? If they all go all the way up, as job seekers, it is understandable to choose the growth space that matches their abilities and values. Interviewers can't shut out excellent people because of the so-called "stability complex", which is undoubtedly a huge loss for enterprises.

Technical complex

I don't know if you have been asked by the interviewer to do similar personality tests, psychological evaluation test skills, constellation tests and so on. These seem to have nothing to do with finding a job. The interviewer just wants to know whether you meet the job requirements as a candidate through these tests.

I think it is a waste of time to do such a thing. You know, a person's personality is not good or bad, as long as it suits the needs of enterprises. Just as all salespeople are not necessarily extroverts, introverts can do a good job in sales. This requires the interviewer to know how the job seeker develops new customers and makes a deal, instead of just focusing on the personality of the job seeker.

Expert advice: It is not wrong for the interviewer to take the time to fully understand whether the candidate is suitable for the company's needs, but all departments of the company have their own professional skills and it is impossible to fully understand them. Learning only a few technical terms will not help the interviewer to make up for his own shortcomings, but will make the interviewer's longboard useless. Professional problems still need professionals to judge.

How to break the "complex" once it reaches HR? Don't let these "complexes" of HR affect the interview effect?

Academic complex

Most recruiters require a first-class degree when reviewing candidates' resumes. "Regular full-time undergraduate" and "prestigious school" are typical "academic complexes" because the first school is a college, and later it is admitted to undergraduate or graduate school. Famous schools and returnees do not really represent ability. It is a very bumpy road from university to graduate school. They have to work harder than others all the way. Such people often have a positive attitude, a spirit of struggle and a strong will. Human resources departments should pay more attention to candidates' motivation and positive learning attitude. Learning is a continuous state. Many regular universities have not studied or trained for 10 years after graduation. Do these people still have the so-called "real talent and practical learning"?

Stable complex

In the workplace, many people jump two or three times a year For such talents, if they graduate less than two years ago, this practice is actually understandable, because they have no clear career plan and don't know what they can do. However, if you don't know your five-year goal, people in the workplace will not be "reliable". A science and engineering graduate, who just finished learning technology, then did sales, then did recruitment. After two years of graduation, he didn't have a clear position, and then found that he liked to communicate with people and had a technical foundation, so he recognized pre-sales technical support, reached the manager level within three years, and then transferred to the top three enterprises in the industry. At this point, his resume clearly shows the track of personal career development. Most hiring managers will reject this resume when they see it, because he frequently changed jobs in the previous two years, which is another "stability complex". New employees will leave in less than a year, which is a waste of resources for the company and a mistake of the hiring manager, so they become very cautious in order to avoid risks. The main content of people's reading is to see the potential value of candidates. Is the company where the applicants change jobs getting bigger and bigger? Is the position getting higher and higher Has the income increased? Did you take the initiative or were you hunted? If it is rising all the way, it shows that the candidate's ability and value are in direct proportion and the growth is very good. If not, he refused. In addition, the frequency also needs to be defined. Once or twice a year should be normal, but it also depends on the industry. Some industries, such as games and the Internet, are emerging industries with a short history. It is unrealistic to let others do it for another three years, and it will definitely be poached by the same industry. Traditional industries, such as manufacturing, should be relatively long, because they have accumulated a lot, but some hot industries, such as finance and real estate, with slightly qualified talents will be poached by headhunters if they want to last for a long time.

Technical complex

There are many such human resources in enterprises. They are obsessed with using various psychological tests, such as MBTI, personality types, nine personalities, constellations and so on. I hope that through these assessments, I can have a deeper understanding of the applicant's personality or some professional skills. HR invites candidates to directly understand the technical aspects of professionals to determine whether the skills of candidates are competent. Psychological evaluation can help HR distinguish different types of people, but people themselves can't distinguish between good and bad. Enterprises should pay attention to whether they are suitable, that is, whether they meet the job requirements, and use this as a reference to measure candidates. Human ability. Just like sales, it is not necessarily suitable for export orientation. More is to understand how candidates can cultivate customers' abilities. Both extroverted and introverted sales talents have their own ability to develop customers. During the interview, the human resources department directly asked the candidates professional and technical questions. Although it can effectively grasp the professional and technical background of the applicant, it is still a little simple to understand. The human resources department has spent a lot of time learning the professional skills required by the company. Although the spirit is commendable, all departments of the company have their own professional skills. If they can learn all this, they can only learn a little water. They can not only improve their interview results, but also make candidates think that your ability is not strong enough. Professional problems should be done by professionals.

Idealized complex

I think the positioning of each enterprise is determined by its industry characteristics and business characteristics. Even if it is a common occupation in the market, the requirements of each enterprise are different. In recruitment, both the description of JD and the requirements for candidates are based on the requirements of the company, ignoring the position. Market diversity. For example, an Internet company recruits a technical director, requiring the candidate to be proficient in: SeaChdBa QA PHP JAVA C SEM, etc. Because considering the company, the director needs to manage these different departments, and it is impossible to lead without knowing these technologies, but there are almost no talents who are proficient in these technologies in my market. This is mainly a business model. Talent structure caused by style differences. Talents who can fully meet the needs of enterprises cannot be expected. Even if the hard indicators meet, there is also a cultural identity of soft elements. Whether it meets the question. Therefore, idealized talents are unrealistic. Human resources should grasp the core elements and fully understand the basic skill standards of similar talents in the market, so that recruitment will not fall into a dead end and cannot extricate itself.