The success of the recruitment work, to a large extent, depends on the preparatory work before the recruitment. Because the preparatory work of recruitment is to ensure the direction of recruitment and recruitment of the basis of quality, if the enterprise, especially the pursuit of profit first most of the small and medium-sized enterprises, in order to save recruitment costs to shorten the recruitment time to simplify or even ignore the preparatory work of recruitment, it is easy to recruit because of the recruitment of tasks unknown to lead to the recruitment of the work does not meet the expected goals.
1.1 Carefully carry out job analysis, the development of detailed job descriptions and job descriptions
Job analysis is to determine the duties of the organization's positions and the characteristics of these positions to serve as a procedure for the preparation of job descriptions to provide a basis. A detailed job description and job specification helps HR to fully understand the skills required for a position, which is often the key to successful recruitment. On the contrary, unqualified job descriptions and job descriptions are prone to make recruiters in the recruitment process without evidence to rely on, resulting in blindness and arbitrariness, leading to the wrong choice of talent, which in turn makes the company pay a heavy price: for example, rising recruitment costs, including advertising costs (newspapers, television, etc.), interview costs, administrative costs, training costs, etc., but also the loss of opportunities, low staff morale, damage to the company's reputation, Line managers are busy constantly interviewing new people, leakage of trade secrets and other losses.
1.2 Confirming the competency profile of required employees
The competency profile of candidates varies from company to company and from position to position. Companies need to determine the competency profile of their employees based on their own development environment and the competitors around them. For example, in the start-up phase of an organization, a large number of experienced people are needed to improve the system and business; in the rapid growth phase, employees with the ability to innovate and change are needed to expand their market share through continuous innovation.
1.3 Communicate with direct supervisors to clarify the management and communication match between supervisors and subordinates
In addition to matching the job requirements, it is also important to match the management and communication match between candidates and direct supervisors. Some candidates are fully capable of performing the job requirements, but the management style of the direct supervisor does not match, and the communication cannot be coordinated, often resulting in a situation where the talent is difficult to perform. For example, senior strong manager, according to their own work habits often like to recruit a comprehensive real strong force, if the candidate can not meet the comprehensive quality of its requirements, it is difficult to ensure that the future candidates and supervisors can get along harmoniously, stable work; some managers like meticulous management style, then rough and tumble, procrastination of the candidate is not for its favorite; and for example, the new promotion of the manager in order to ensure that their own authority Solid, often prefer to recruit obedient subordinates, if the subordinates of creativity and autonomy is relatively strong, will threaten the psychological security of the supervisor's range, is not conducive to the smooth running of the work. Of course, it is necessary to do advance education to the newly promoted manager, not because of personal self-interest and affect the quality of the team, or even take a step back, the quality of subordinates is not high, poor work ability, as a direct leader, the responsibility is inevitable to bear.
1.4 Choose the right recruitment channel
Today's recruitment channels are numerous, there are internal recruitment, acquaintances recommended, newspaper ads, job market, campus recruitment, intermediary organizations, headhunting services, online recruitment and so on. Each recruitment channel has its own advantages and disadvantages, according to the difficulty of the job and the level of the job, choose a different recruitment channel.
For example: for the vacancy of senior positions, the first to meet the needs of personnel through internal promotion. On the one hand, the internal promotion of employees working in the company for many years, for the enterprise workflow and work culture is very familiar with the new position of the short period of integration, adaptation speed, while the enterprise on its work ability and job requirements of the degree of whether the match can be observed and understood from a close distance, so this kind of position to promote internal staff than the external newcomer is more conducive to avoiding the risk; on the other hand, due to the internal promotion of employees not only to meet the needs of the staff in the career development path, mobilize the staff to work in a more efficient way. On the other hand, internal promotion can not only meet the needs of employees in career development, mobilize the enthusiasm of employees, enhance the loyalty of employees to the enterprise, and reduce the risks and losses caused by job-hopping. And it also sets an example for other employees in the company and plays a good role in motivating grassroots employees.
Again, for example, internal recommendation, headhunting services, is also a common channel for recruiting high-level positions. For headhunting services, the head of human resources need to consider whether the input and output can be proportional. All companies want to spend the minimum cost output maximum benefit. HR once the application of the relevant recruitment costs, taking up a certain amount of money, we need to make the input and output is proportional to improve the cost-effectiveness of the funds.
In addition, for grassroots and assistant level positions, many large companies will regularly organize some campus network recruitment activities. Applying online eliminates the inconvenience of searching for information brought about by paper resumes, speeds up the screening of resume information, and improves the efficiency of HR. Recruitment activities using Internet technology, including the release of information, resume collection and collation, online assessment, etc. Compared with newspaper and magazine advertisements, recruitment fairs, etc., online recruitment has a wide coverage, is highly targeted, has no geographic limitations, is easy to publicize and communicate, and is time-saving and less costly and more efficient. If the amount of information, the front-end of the initial screening and preliminary telephone communication interviews, can be outsourced to outside professional human resources providers; or for some small businesses, you can also look for candidates for outsourcing, in order to liberate the company's internal labor force, and focus on more manpower to complete the company's future development of the strategic objectives.
1.5 Develop a recruitment plan, organize interview panels, and authorize the division of labor
Recruitment is a systematic process that requires the participation of human resources departments and hiring departments as well as other related functions***.
First, a recruitment plan is developed. The person in charge of the recruitment program holds a meeting to develop a recruitment plan. A perfect recruitment plan includes: a list of personnel needs reported by the departments, the content of the recruitment information released time and channels, recruitment team personnel, recruitment work program and time schedule, the deadline for recruitment, the budget for the cost, the list of information required for recruitment.
Second, the organization of the interview panel and authorize the division of labor. Interview panel members are generally composed of the hiring department's supervisor, the head of the human resources department, the recruitment specialist and the company's relevant leaders. As a strategic partner of other departments, the human resources department first needs to fully define the job requirements of the recruitment position, to help the employing department to find a candidate who meets the job requirements, to the employing department supervisor and the relevant leaders of the company to make decisions. Interview panel members each have the right to vote on whether to hire or not, at the end of the recruitment of late, the candidate for a comprehensive evaluation.
2. Organize effective interviews
After the completion of the pre-recruitment preparatory work, the next step is to carry out recruitment work in accordance with the recruitment plan. In the recruitment work, the most used way is the interview, the success of the interview directly determines the effectiveness of the recruitment.
2.1 Read the applicant's information, telephone interview
Reading the applicant's information before the interview is very necessary. The purpose is to collect valid information in the application data, including the date of application, personal information, age and gender, place of origin, household registration, marital and family children's status, educational background, highest education/full-time education, degrees and titles/professional qualifications, schooling, work history, basic information about the work unit, the industry engaged in, the position and responsibilities, the reasons for leaving, foreign language and computer skills, salary and benefits status and expectations, contact phone number and address, etc.
It is important to note that most of the information in a resume is true, but people habitually exaggerate strengths while glossing over relative weaknesses. U.S. experts estimate that 30 percent of all job resumes are exaggerated, such as fabricating past salaries, job titles, skill levels and work performance, fictionalizing educational backgrounds, concealing disciplinary actions and even criminal records.
Interviewers should be aware of the possibility that a profile may have been packaged, and should pay particular attention to information such as: interruptions in education or careers, frequent job changes without career advancement, descriptions of accomplishments and awards, changes in salary, style and ability to write resumes, and diplomas and other valid career-related credentials.
Before the formal interview: first of all, a telephone interview, the candidate's profile is not detailed or questionable information to supplement the understanding of further accurate selection; understand the candidate's recent situation and willingness to select a number of the most suitable candidates, arrange face-to-face interviews, eliminating other candidates.
Telephone interviews allow the recruiter to learn more information, save the interviewer the time needed for face-to-face interviews, and enable face-to-face interviews to focus on observing the candidate's on-site performance as well as behavioral examples to ensure efficiency.
2.2 Time, place, and administrative arrangements for the interview
Estimate the time needed to complete the interview. Organize your work and interview schedule to ensure that the interview is uninterrupted and try to choose a time that is convenient for the candidate.
Scheduling the interview also takes into account the human physiological cycle. Typically, the interviewer and the candidate's responsiveness peaks around 11am, troughs around 3pm, and reaches another peak at 5pm. Therefore, interviews should be scheduled at peak times and avoid trough times in order to improve the accuracy of the interview.
The interview environment should be relatively independent, closed, quiet and comfortable, to ensure that the interview process is not disturbed by work, outsiders, phone calls, etc., to ensure the effectiveness of the interview; on the other hand, the independent, closed, quiet and comfortable interview environment also reflects the importance of the applicant and respect. A relaxed, harmonious interview environment allows candidates to give full play to their strengths and improves the effectiveness of the interview.
Appoint the interview time with the candidate, arrange the interview schedule; arrange subordinates to notify the interview time, place, emergency contact and precautions, timely feedback; at the same time, arrange the reception.
2.3 Choosing the right interview method
Based on the characteristics of the job, as well as the corporate culture of each company, the selection of the interview method is not the same. For example, most Japanese companies generally use panel interviews, in which multiple interviewers interview at the same time. Toyota, on the other hand, tends to adopt the form of speech meeting to select talents. Microsoft interview candidates to implement the "wheel tactics", each candidate to interview with 5-8 people, sometimes up to 10 interviewers.
Each interviewer will have a different focus, and at the end of the interview, a meeting will be arranged to make a comprehensive analysis and evaluation of the candidate.
Scientifically set up personality test, personality test as a recruitment screening tools, can evaluate the candidate's ability, values, interpersonal communication, potential and other comprehensive qualities, to assist in the verification of the character and the degree of match of the position, to provide valuable reference information, to help the interviewer to make a more reasonable and correct judgment.
3. Doing a good job after the interview
After the interview, the enterprise roughly has a list of more favorable candidates, the next task is to make the final decision.
3.1 Fair and objective screening of personnel and background checks
The selection process should be as fair, impartial and objective as possible. Selection of talent needs to be in line with the "4R" principle: the right person, the right position, the right time, do the right thing. Determine the urgency, suitability, and excellence of the required personnel. In the selection of excellent and suitable candidates should be the first to be suitable; in the present and future-oriented selection, the candidate should be the first to have the potential for development.
Through the employee background investigation, the candidate's resume content of the real understanding and confirmation, for human resources employment to provide reference, at the same time be sure to be hired in the skills, integrity, professional conduct, etc. face to face with the company's job requirements, and to understand the character of the employee and the current colleague is compatible, and ultimately to achieve the people in line with the post.
3.2 Establishment of the necessary talent reserve information
After the end of the recruitment, because of the job preparation, the enterprise stage of the development plan and other constraints can not be hired now, but it is likely that in the future at a certain period of time will need the talent, information should be included in the Talent Information Bank, as a kind of reserve of talent information, irregularly keep in touch with them, once the position is vacant or other recruitment needs, can directly arrange for interviews for candidate assessment, and can be used to assess the quality of the staff. Can directly arrange interviews for candidate assessment. Both improve the speed of recruitment and reduce recruitment costs.
Effective human resource management can help companies to achieve strategic goals, effective recruitment can optimize the allocation of human resources, improve the core competitiveness of enterprises. Whether the recruitment process is done well or not, it also directly reflects the external image of a company.