A foreign SP company located in Dongdan Oriental Plaza in Beijing recruited new employees from outside at the end of 2005 10 due to its development needs. During this period, two administrative assistants (female) were recruited successively, both of which ended in failure. Details are as follows:

The first A didn't come to work the next day and didn't call, so the company couldn't reach him by phone in the morning. After her brother explained, she didn't plan to come to work in the company. The specific reason was not explained. In the afternoon, she finally answered the phone and refused to come to the company to explain the reasons for her resignation. Three days later, I came to the company again, repeated it twice, and finally decided not to go to work. Her job responsibility is to be responsible for the reception at the front desk. On the evening of joining the company, the company held a dinner party, and she had a good chat with her colleagues. Her self-reported reason for resigning: the work content is different from her expectation, trivial and complicated, and she feels that she is not qualified for the front desk work. HR's impression of her: introverted, thoughtful, unwilling to do trivial entertainment work, very sensitive to criticism (even well-intentioned).

The second B resigned after working for ten days. B's job responsibility is to be responsible for reception at the front desk, cashier, office supplies procurement, company license handling and change procedures, etc. Self-reported reasons for resignation: grandma died of illness and needed to resign and take care of grandpa at home. (But I wore a red sweater and makeup that day) It revealed that there was money at home and no one at home worked for anyone. HR gives people the impression of excellent image, clear thinking, strong communication skills and rich administrative experience. General manager's impression: poor business etiquette, often children's gestures and coquetry, needs training in business etiquette.

Recruitment process: 1. The company publishes recruitment information online. 2. The general manager personally screens resumes. Screening criteria: fresh graduates or young graduates, preferably with photos and beautiful appearance, and the school is preferably a prestigious school. 3. Interview: If the general manager has time, interview the general manager directly. If the general manager doesn't have time for the human resources department to conduct a preliminary interview, the general manager will conduct a final interview. The post, responsibilities, salary and entry time of new employees are decided by the general manager. 5. Hire after passing the interview, and enter the work directly without pre-job training.

Company background: Our company is a wholly-owned subsidiary invested by a foreign SP company in China. Its main business is to provide technical support by telecom operators, providing mobile value-added services and mobile advertising. The company's industry is a high-tech industry, and its salary is higher than other traditional industries. The company is located in a famous office building in the bustling business district of Beijing, which is very attractive to white-collar women. The general manager is a foreigner studying in China and thinks he knows China very well.

Background of recruiting employees:

A23, a Beijinger, studied junior college at Beijing Technology and Business University and later transferred to Renmin University. From June 5438+ 10 to February 65438+February, 2004, I worked as a children's English teacher in Cambridge for one year.

B2 1 year-old, from Beijing. College degree, majoring in e-commerce in China Central Radio and TV University. At school, I worked in two companies: an auction company and a telecom equipment company. The positions are business assistant and administrative assistant respectively. B In B2004, B participated in the semi-final of Ruili Cover Girl North China Division, which shows that B's image and temperament are good.

The recruitment of administrative assistant failed twice in a row. As the general manager and HR of the company, I feel that this is not an accidental phenomenon, and there must be a major problem in recruiting administrative assistants. What's the problem?

Failure cause analysis:

From the above cases, it can be concluded that the main factors that directly affect the recruitment of administrative assistants are the general manager, selection method and recruitment process of the company.

General Manager Analysis: During the recruitment process, the general manager intervened too much and did not fully authorize the HR department to arrange HR to screen resumes. Secondly, if he doesn't understand China's national conditions, it will naturally make unsuitable people be selected, while suitable talents may be eliminated in the selection of resumes. For this low-level employee recruitment, the power should be completely delegated to HR who is familiar with the national conditions. In this incident, he should bear the main responsibility.

Analysis of selection method: When recruiting administrative assistants, the company did not formulate structured selection criteria according to the qualifications of administrative assistants, but only selected according to the interviewer's intuition, resulting in unscientific recruitment process. Because the interviewer will be influenced by classification effect, halo effect, self-effect and personal prejudice (region, blood relationship, religious belief, etc.). ) During the interview. In the case, the general manager has obvious prejudice on appearance, graduation institution and whether to graduate this year. Did not consider whether the candidate is consistent with the culture and values of the enterprise, whether he really has the knowledge, ability, personality and attitude needed for the job.

Analysis of recruitment process of administrative assistant: The normal recruitment process should be publishing recruitment information, preliminary interview evaluation application form, resume selection test, employment interview certification materials and background materials, verification and selection decision, physical examination, employment and pre-job training. In the recruitment process, the company lacks two important steps: selection test and pre-job training.

Companies can basically test the personality characteristics and value orientation of candidates through selection tests. For example, A is introverted, unstable and unwilling to do trivial and complicated work, which is far from the character and mentality needed to be a receptionist. So blindly letting her do the front desk work led to her leaving. Through the test, it can also be detected that B's values are inconsistent with the corporate culture, so that it can be eliminated in the testing stage and the recruitment cost can be saved.

Pre-job training is very important for new employees. Because pre-job training can instill the company's corporate culture and values into new employees, help them establish a correct working attitude and have a deeper understanding of their work. If A and B are given systematic pre-job training, it is entirely possible to change their original value orientation and attitude towards work, and they may not necessarily leave their jobs.

Countermeasures after the analysis of this case

From the above analysis of the reasons for the failure, we can draw a conclusion that this company did not recruit suitable employees from outside because it did not have a scientific human resource management system. To establish a scientific human resource management system, we need to pay attention to the following aspects:

First, do a good job in human resources planning.

Human resource planning helps enterprises adapt to the changing environment. The change of environment requires the quantity and quality of human resources to be adjusted accordingly. According to the strategic planning of the enterprise, the corresponding human resource planning needs to predict the demand and supply of human resources, and then decide whether to look forward to external recruitment or layoffs after comparison.

Second, do a good job of analysis.

Job analysis is job analysis, which is a process of comprehensively understanding and obtaining detailed information related to work. Specifically, it is the process of describing and researching the job content and job specifications (job qualifications) of a specific post, that is, the systematic process of formulating job descriptions and job specifications. Job analysis includes two aspects: 1. The job itself, that is, the analysis of the job, should analyze the purpose of each job, the job responsibilities and tasks undertaken by the job, and the relationship with other jobs. 2. Personnel characteristics, that is, qualification analysis, mainly analyzes the necessary conditions and qualifications for on-the-job personnel to be competent for their work and accomplish their goals, such as work experience, education and other characteristics.

Third, do a good job in recruitment and selection.

Among the four human resources management functions of selecting talents, cultivating talents, using talents and retaining talents, selecting talents is not only the most important, but also the basis of educating talents, using talents and retaining talents. If the selected person can't adapt to the work and organization, human resources will become a' human liability'.

Fourth, do a good job in employee training and performance appraisal.

The characteristic of human resources is exploitability. Organizations can develop the potential of employees through training, improve efficiency and effectiveness, improve the flexibility of using human resources, and improve the competitiveness of organizations.

Performance management is an effort to make employees' performance consistent with organizational goals. Performance appraisal is a process of evaluating and communicating employees' performance at work. The purpose of performance appraisal is to grasp the contribution and deficiency of employees in achieving organizational goals, and serve as the basis for evaluating employees' promotion, deployment, reward, training and development.

Fifth, do a good job in salary management and employee turnover management.

Through salary management in the form of salary level, salary structure and salary verification, we can ensure and retain talents, improve the performance of individuals and organizations and control labor costs.

Resignation management must be based on cause analysis and turnover costs calculation. It is necessary to set up resignation management posts and equip professionals to actively manage employees' resignation behavior.