Talent recruitment interview method and system

Abstract

The invention relates to a talent recruitment interview method and system. The method comprises steps: the holographic professional competence portrait of a candidate is acquired, wherein the holographic professional competence portrait comprises multiple tags and the professional competence value; the position model of an employer is acquired, wherein the position model is generated according toposition requirements provided by the employer, and the position model comprises multiple tags and the ideal values; and the holographic professional competence portrait and the position model are matched to determine whether the candidate is suitable for the position, and a person-position matching report is outputted. According to the method and the system provided in the invention, three dimensions of a talent, a position and a question are integrated through a set of tags, mass calculation is completed based on the tags, automation of a full process of interview, talent evaluation, person-position matching and talent recommendation is realized, recruitment and interview of all employers are more efficient and more accurate, and during the process, special attention is paid to the individualized needs of an organization, and multiple matching among person-profession, person-position and person-organization is thus realized.

Description

technical field [0001] The invention relates to the technical field of the Internet, in particular to a talent recruitment interview method and system. Background technique [0002] The traditional way to organize the recruitment of new employees is manual interviews, which requires the organization of personnel and professionals to form an interview team to conduct special interviews with candidates, which is time-consuming and labor-intensive, and the recruitment efficiency is low, and it may not be possible to recruit talents suitable for the positions of the organization . [0003] With the development of the Internet, more and more recruitment products are emerging. Candidates begin to submit resumes through the Internet, and organizations also use the Internet to find suitable talents. However, for a long time, recruitment products and services on the market have followed the situation of extensive information (resume, etc.) distribution, and there are problems that c...

AI Technical Summary

Problems solved by technology

However, for a long time, the recruitment products and services on the market have followed the situation of extensive information (resume, etc.) distribution, and there are problems that cannot be avoided by human instincts:

[0004] (1) Candidates deliberately conceal shortcomings or falsify in their resumes; at the same time, there are also unintentional falsifications, that is, self-evaluation distortions caused by candidates' self-cognition deviations;

[0005] (2) In order to facilitate interviews and on-boarding, headhunters or recruitment agencies may beautify candidates or selectively avoid candidates’ problems in the recommendation process, and the candidates’ information is wet, resulting in a low matching degree;

[0006] (3) The traditional way of obtaining candidate information still has the following cost problems: medium and high-quality resumes are expensive to obtain, headhunting commissions are high, and the number of resumes is small, and low-quality resumes make the screening work very complicated;

[0007] (4) Many high-end positions are interviewed in different places, and the cost of interviews is relatively high

A large number of mechanical repetitions of the interviewer's manpower (infinite cycle of paper composition / interview / correction / evaluation) brings unnecessary loss, resulting in low interview efficiency and high cost, especially the time cost of interviewers in senior positions is higher; at the same time, it is easy Because the interviewer's schedule is not available, the talent is missed;

[0012] (3) The interviewer has time but no tools

Almost all organizations will not independently develop interview questions suitable for the individual needs of the organization and the position, resulting in relatively low reliability, validity, and matching of the evaluation process and results. The results are largely influenced by human emotions (such as the interviewer's emotions, stereotypes, etc.);

[0013] (4) When the interviewer has time and tools, the following problems often occur: the tool is single; only general standards can be applied without personalization; only a small number of samples from the organization make the norm quality low;

[0014] (5) In many cases, the employer feels that the candidate is not suitable at first glance, but due to etiquette, a short interview is still required, which wastes the time of both parties;

[0015] (6) Due to the difficulty in guaranteeing the matching degree between talent and organization, hidden dangers are planted in the interview process, and the turnover rate of organizational talents remains high

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