Whether the recruitment work is successful or not depends largely on the preparation before recruitment. Only by making careful and sufficient preparations before recruitment can we ensure the effectiveness of recruitment. Special attention should be paid to this point for small and medium-sized enterprises, because they seldom pay attention to the preparation work before recruitment and rarely do the preparation work before recruitment in detail. So what kind of preparation should be done before recruitment? Seriously carry out job analysis and formulate clear and detailed job descriptions and job descriptions.
For some enterprises, the system is generally imperfect and the operation is extremely irregular. There is little careful analysis of positions and detailed job descriptions and job descriptions, which often leads to blindness and arbitrariness of recruiters in the recruitment process, so that there is no evidence to follow when recruiting, making wrong acceptance decisions, and recruiting some unsuitable talents that are not the most needed by enterprises. This not only greatly increases the recruitment cost of enterprises, but also may lead to the situation that no one is available for quite some time. Earnestly carry out job analysis, formulate detailed job descriptions and job descriptions, clarify the requirements and assessment standards for employees in different jobs, and ensure evidence-based recruitment to reduce blindness and randomness.
2. Determine the competency characteristics of employees.
Different enterprises have different recruitment concepts and requirements for the competency of the recruits. When recruiting Lucent, an important inspection is to see whether it can adapt to the standard of "growth": G stands for the concept of global growth; R stands for result-oriented; O stands for paying attention to customers and competitors; W stands for an open and diversified workplace; S stands for speed. IBM emphasizes high performance: mainly including "winning"-the determination to win; "Execution"-fast speed and good execution; "Team" —— Three aspects of team spirit.
Enterprises can determine the competency characteristics of employees according to their different development stages and the characteristics of the surrounding competitive environment. Enterprises are in different stages of development and have different requirements for employees: in the initial stage, a large number of experienced personnel are needed to improve the business and system of enterprises, and their experience is a fortune for enterprises; In the period of rapid growth, employees with innovation and change ability are needed, otherwise it will be difficult for enterprises to innovate in products, services and business methods, and it will be difficult to help enterprises achieve breakthrough development. When the external environment of an enterprise is complex and changeable, the employees recruited should have keen insight and the ability to learn, analyze and solve problems quickly, so as to adapt to the changes of the external environment and make correct judgments on the problems faced. Therefore, it is best to describe the characteristics of the ideal candidate in detail before recruitment, and discuss with the supervisor of the employing department, and try to refine it to education, gender, age, professional experience, performance, personality, work background, family situation, salary level, etc.
3. Carefully choose the recruitment route.
Now there are more and more channels for talent recruitment, including internal recruitment, acquaintance recommendation, newspaper advertisement, talent market, campus recruitment, intermediary agencies, headhunting service, online recruitment and so on. Although various recruitment channels have their own advantages and disadvantages, large enterprises with deep pockets can choose the talents they need through various channels, but for small and medium-sized enterprises, in the case of limited strength, they should carefully choose the recruitment channels that suit them. For example, scenario simulation techniques (generally including leaderless group discussions, briefcase tests, work samples, speeches and business games, etc.). ) is generally used for the selection of middle and senior managers, which is time-consuming and labor-intensive, and requires high evaluation personnel, and is generally not suitable for small and medium-sized enterprises. If small and medium-sized enterprises need to use it alone, they can also outsource it without wasting time and effort. With the continuous development of the electronic age, online recruitment, also known as electronic recruitment, is a good choice for small and medium-sized enterprises. It is a recruitment activity using Internet technology, including information release, resume collection, electronic interview (e-mail, chat room, video interview) and online evaluation. Compared with newspaper and magazine advertisements and job fairs, online recruitment has the advantages of wide coverage, strong pertinence, no geographical restrictions, convenient communication, time saving and low cost, which is just suitable for small and medium-sized enterprises. Dollar 6 cents #
4. Paying attention to corporate image design and publicity and recruitment is a process of mutual choice, and the purpose of image design is to enhance the attractiveness of candidates. In on-site recruitment, from advertising, booth layout to interview reception, venue layout and company visit, we should render and highlight the highlights of local enterprises to attract candidates. Advertisements and booths should be distinctive and creative, and the receptionists should be full of energy and clean. Every link leaves a good impression on the applicant, but any cheating should be put an end to.
In addition, enterprises should pay attention to their own actions in the recruitment process, show candidates the concept of "people-oriented" and attract talents to work in enterprises. For small and medium-sized enterprises, the goal of recruitment is not only to recruit suitable talents, but more importantly, to show corporate image and expand corporate influence through recruitment.
It is a systematic process to organize the interviewer in advance and authorize the division of labor, which requires the joint participation of the human resources department and the employing department. It is best to form a recruitment team with relevant personnel in advance and define the division of labor, such as who is responsible for the interview and who is responsible for the reception. The members of the interview team should be composed of the person in charge of the employing department, the person in charge of the human resources department, professionals and relevant leaders of the company. Because people are the most important resource of an enterprise, we will cherish and make good use of talents in the future only if the person in charge of the employing department participates in the process of hiring decision. Professionals have more say in professional issues; Moreover, some important employment decisions require company leaders to make decisions. Before the interview, the human resources supervisor, the person in charge of the employing department, the professional technicians and the company leaders should also design the interview questions from a specific angle in advance, and each of them has the right to vote on whether to hire. Such authorization and division of labor can make the recruitment work in a fair and transparent state, and each interviewer should conscientiously perform his interview duties, thus improving the effectiveness of recruitment.
Second, organize effective interviews. When the enterprise has made full preparations for the recruitment work, it should also carry out the recruitment work in time. The most important and widely used way in recruitment is interview, and the success of the interview directly determines the effect of recruitment. Pay attention to the following aspects in the interview process: 1, and create an interview environment.
The interview environment should be relatively independent, closed, quiet and comfortable to ensure that the interview process is not disturbed by work, outsiders and telephone calls. , so as to ensure the interview effect; On the other hand, the independent, closed, quiet and comfortable interview environment also reflects the attention and respect for candidates. In addition, the relaxed and harmonious atmosphere created by recruitment enterprises can also enable candidates to show their true strength normally and make the recruitment work more fair and effective.
2. There must be evidence to follow
In the interview process, the recruiter must have an objective and scientific basis for selecting candidates, be careful not to be completely attracted by the excellent personal conditions of the candidates, and be based on the job description and job description formulated in advance. Because people who are higher than the job requirements have low job satisfaction and changeable starting salary requirements, it is not conducive to the consistency of the salary system. At the same time, their sense of job accomplishment may be satisfied soon, and eventually they will get bored and leave, causing great losses. Practice has proved that what is suitable is the best. Sony's 70% rule of recruiting talents is a good example. Sony tends to choose those talents who are above average, rather than the best talents, because they think that excellent talents tend to be impetuous, complaining about the external environment and not doing their best. And those so-called "70%" talents can work hard and have a motivation to prove themselves beyond outstanding talents.
In addition, corporate culture should also be an important basis for corporate recruitment. Employees who lack corporate culture identity can't actively create value for the enterprise, and it's hard to settle down in the enterprise. As a recruiter of an enterprise, you need to have a good understanding of the company's goals, strategies, culture and values, and use this as an important basis for evaluating candidates in the recruitment process. Step 3 be honest with each other
Frankly speaking-during the interview, the recruiter should objectively introduce the development prospect, current situation and existing problems of the enterprise to the applicant, and analyze the advantages and disadvantages, development opportunities and possible difficulties in the actual work from the applicant's point of view, and serve as a career consultant for the applicant to weigh. Only in this way can candidates be interested in the enterprise, and at the same time, the proportion of candidates leaving their jobs due to excessive contrast can be minimized, thus improving the effectiveness of recruitment. * z5 structured interview
Structured interview: also known as standardized interview, that is, according to the established evaluation indicators, preset specific questions, evaluation methods and evaluation criteria, strictly follow specific procedures, and evaluate candidates through face-to-face communication between evaluators and candidates.
Structured interview can ensure the fairness and justice of the interview. The design, research and practice of interview questions show that it is best to use behavior questions in the interview, that is, to know specifically what the candidates have done in the past and adopt the star method: situation-what situation; Task-what task; Action-what action has been taken; Results-What results have been achieved? Ask questions continuously to judge and ensure the authenticity of candidates' answers. Interview skills training
Interviewers need to have certain interview skills in order to evaluate candidates objectively and fairly in the interview process and avoid wrong acceptance caused by subjective selective perception, halo effect and stereotype. Recruiters in small and medium-sized enterprises often lack professional knowledge and skills in this field, and corresponding training is essential.
Third, do a good job after the interview.
For enterprise recruitment, the work after the interview is more important, especially for the decision-making of personnel selection. We can start from two aspects: selecting talents fairly and objectively. After the interview, the company has a list of preferred candidates, and the next task is to make a final decision: to determine the urgently needed, suitable and outstanding personnel. It should be noted that excellent candidates are not necessarily suitable. When choosing excellent and suitable candidates, appropriateness should be the first. When making a choice with an eye to the present and the future, the development potential of the candidate should be the first. The selection process should be as fair, just and objective as possible. It's best for the human resources supervisor, the person in charge of the employing department, professional and technical personnel and company leaders to sit together and choose the best person in their minds. If you agree, make sure first; If there is any dispute, discuss it in detail, state your views and opinions to each other, and then re-determine it until it is completely determined. So as to avoid bad behaviors such as black-box operation and cronyism.
2. Establish necessary talent reserve information.
After the recruitment, we often find some talents with good conditions and suitable for the needs of enterprises. Because of the limitation of post preparation and enterprise stage development planning, we can't hire them at present, but we may need talents in this field at some time in the future. As a recruitment department, the information of such talents should be included in the enterprise's talent information database (including personal data, interview group opinions, evaluations, etc.). ) If we don't keep in touch with it regularly, we can recruit them once there are vacancies or business development needs. The rapid development of small and medium-sized enterprises not only improves the recruitment speed but also reduces the recruitment cost, which can be described as a win-win situation.
In a word, recruitment is very important for any enterprise, especially for small and medium-sized enterprises. In the living environment of enterprises in China, there are many examples of enterprises' development and growth due to the correct choice of talents. For example, Zhang Ruimin is to Haier and Ni is to Changhong; At the same time, there are countless examples of well-run enterprises falling down overnight because of mistakes in selecting people.
Enterprises in China are currently in the stage of ups and downs, and talents are the most valuable assets of enterprises. Whether an enterprise can recruit suitable talents and form a competitive talent team determines whether it can thrive. Therefore, in such an era where opportunities and challenges coexist, small and medium-sized enterprises should, in particular, establish a "people-oriented" concept, attach importance to talent recruitment, conscientiously do all the preparatory work before recruitment, effectively organize interviews, and improve the effectiveness of recruitment. Only in this way can small and medium-sized enterprises have the opportunity to survive, develop and grow in the fierce competition.
As can be seen from the above, recruitment planning, recruitment cost efficiency, selection of recruitment channels, application of recruitment strategies and methods, and standardized control of recruitment procedures determine the quality of recruiters and directly affect the future development and growth of enterprises.