Recruitment planning should ensure that there is enough time and energy to select talents. Only thinking about recruiting people when employing people will inevitably affect the quality of talents. Because of the urgent need, we can lower the employment standard and "make do with it". Recruitment planning should be carried out from three aspects: 1. Enterprise strategic planning. For example, what business the company wants to do, what is its strategic deployment, what kind of core competitiveness it needs, and then determine which quality people can complete these missions, where these people come from, how to come, and so on. 2. Personnel requirements for current business development. Such as the increase of business volume, the development of new business and the adjustment of work content. 3. Fill the vacant positions caused by personnel turnover.

● What criteria are used to select talents?

Talent recruitment is always a pain in the heart of the human resources department of an enterprise! What HR managers complain about the most is the difficulty in recruiting! Inadvertently recruited a talent who was not suitable for the company, and the company's performance did not go up. Employees also complain that the company has buried talents. It is the most important link of human resource management to find talents suitable for the post and formulate a measurable standard to select talents.

Interpretation of ZTE's Talent Recruitment —— Selecting First-class Talents

The biggest feature of communication companies is their rapid development. For an industry pioneer like ZTE, the rapid development here has two meanings: first, the high expansion of corporate business and the continuous expansion of market share; Second, the upgrading of technology continues to accelerate. The first problem faced by fast-growing companies is the expansion of human resources. The shortage of human resources is often one of the main obstacles to the development of enterprises. For example, when the market share is increasing, there may be no time to take care of some customers because of manpower problems, resulting in the loss of customers. Therefore, ZTE has always attached great importance to recruitment and put forward the concept of "selecting and cultivating employees with first-class standards".

What is a first-class talent? In this regard, ZTE's positioning is "the top 5% in a certain professional field", and these people are first-class talents. This is reflected in every recruitment. With the accumulation of recruitment, ZTE currently has more than 10000 employees, more than1000 interviewers, and more than 300,000 to 500,000 resumes have been searched.

Mr. Chen Jianzhou, director of ZTE's Human Resources Center, said with certainty that it was worthwhile to spend so much energy and time recruiting employees. Staff selection is a process of selecting the most suitable person from a group of job seekers, and enterprise recruitment has a great influence on the quality of the selection process. If there are few qualified applicants, organizations may have to hire people with unsatisfactory conditions, and enterprises will have to strengthen training, which increases hidden costs. Moreover, the productivity difference between high-capacity employees and low-capacity employees is estimated to be as high as 3: 1. Therefore, you can get great benefits by choosing first-class talents. Chen Jianzhou vividly said that as long as these first-class talents are still on the payroll of enterprises, this kind of welfare will continue.

In recruitment, ZTE will focus on the background of talents, and the requirements for their academic qualifications are generally locked in key undergraduate colleges. In this regard, Chen Jianzhou explained that we don't deny that students from non-key universities can't do it, but we think that in key universities, the proportion of outstanding students is higher, which is more conducive to ZTE's selection of first-class talents. Most positions in ZTE require employees to have a good technical background, so there are clear requirements for universities and majors. In addition, they also require high work experience and good health. ZTE's interview is very strict, which is divided into two aspects: technical ability and quality assessment. The interviewee must pass 6-7, which is extremely strict and implements a one-vote veto system. And ZTE's interviewers are all professionally trained. ZTE's requirements are simple: the talents recruited are not only excellent talents, but also talents in line with the company's cultural principles.

Toyota's comprehensive recruitment system

Toyota's famous "Kanban Production System" and "Total Quality Management" systems are famous all over the world, but its effective "Total Recruitment System" is little known. Like many Japanese companies, Toyota spends a lot of manpower and material resources to find the talents it needs, and it is not an exaggeration to describe it with meticulous selection.

I. Contents of "Comprehensive Recruitment System"

The purpose of Toyota's comprehensive recruitment system is to recruit the best and most responsible employees, for which the company has made great efforts. Toyota's comprehensive recruitment system can be roughly divided into six stages, and the job fairs in the first five stages last about 5-6 days.

In the first stage, Toyota usually entrusts a professional professional recruitment agency to conduct the primary election. Applicants will generally watch the video materials of Toyota's working environment and work content, understand Toyota's comprehensive recruitment system, and then fill out the job application form. 1 hour video can give candidates a general understanding of Toyota's specific work situation and initially feel the requirements of the job. At the same time, it is also a process of self-evaluation and candidate selection, and many candidates quit because of difficulties. Professional recruitment agencies will also conduct preliminary screening according to the job application form and the specific ability and experience of candidates.

The second stage is to evaluate the technical knowledge and work potential of employees. Employees are usually required to conduct psychological tests on their basic abilities and professional attitudes, and to evaluate their problem-solving ability, learning ability and potential, as well as their professional interests and hobbies. If you are a candidate for a technical position, you need to conduct a 6-hour on-site actual machine and tool operation test. Transfer the applicant's relevant information to Toyota through 1-2 stage.

In the third stage, Toyota took over the relevant recruitment work. This stage is mainly to evaluate employees' interpersonal skills and decision-making ability. Candidates participate in a four-hour group discussion at the company's evaluation center. The discussion process is observed and evaluated by Toyota's recruitment experts in real time. A typical group discussion may be that candidates form a group to discuss what the main characteristics of cars will be in the next few years. On-site problem solving can examine the applicant's insight, flexibility and creativity. Also in the third stage, candidates need to participate in the simulation operation of the actual automobile production line for 5 hours. In the simulation process, candidates need to form a project team to undertake planning and management functions, such as how to produce a spare part, and how to effectively use a series of production considerations such as division of labor, material procurement, capital utilization, planning management and production flow.

In the fourth stage, candidates need to participate in a 1 hour group interview to talk with Toyota's recruitment experts about their achievements, so that Toyota's recruitment experts can fully understand the candidates' hobbies, what they are proud of and what kind of jobs can excite them, so as to make better work arrangements and career plans. At this stage, we can further understand the team interaction ability of employees.

Through the above four stages, employees are basically employed by Toyota, but employees need to take a 25-hour comprehensive physical examination in the fifth stage. Understand the general physical condition and special circumstances of employees, such as alcoholism and drug abuse.

Finally, in the sixth stage, new employees need to undergo a six-month performance and development potential assessment, and new employees will receive training in close attention and monitoring, observation and supervision.

Toyota's comprehensive recruitment system allows us to understand how to closely combine recruitment with the performance of future employees. As can be seen from the comprehensive recruitment system, firstly, Toyota recruits employees with good interpersonal relationships, because the company attaches great importance to team spirit; Secondly, the center of Toyota's production system is quality, so employees need to make a commitment to high-quality work; Thirdly, the company emphasizes the continuous improvement of work, which is why Toyota needs to recruit smart and well-educated employees. The psychological test of basic ability and professional attitude and the simulated test of problem-solving ability are conducive to the formation of a good workforce. As the top manager of Toyota said, well-educated employees are bound to achieve excellent results in the simulated assessment. [-Pagination-]

Recruitment of well-known enterprises (2)-recruitment channels

I. Internal recruitment

Employee recommendation: The Human Resources Department publishes vacancy information, and employees of the company can recommend themselves or each other. After collecting relevant personnel information, the human resources department selects talents for this position through open competition.

Internal talent pool: the talent pool system records the information of each employee in education, training, experience, skills, performance career planning and so on. And this information is constantly updated with the development of employees themselves, so the employing department and the human resources department can find suitable people in the talent pool to fill job vacancies.

Intel's unique recruitment channel.

We have many recruitment channels. This includes entrusting a specialized headhunting company to help us find suitable candidates. In addition, through the company's website, you can browse which job vacancies at any time. And submit your resume directly through the internet. As long as we think your resume background is suitable, you will have a chance to receive an interview notice.

There is also a special recruitment channel, which is employee recommendation. Its advantage lies in that the existing employees are familiar with Intel and have a certain understanding of their friends. Based on these two aspects, he will have a basic grasp of whether that person is suitable for Intel and is likely to succeed in Intel. This is much more effective than a two-hour interview, and we know each other better. Intel encourages employees to recommend outstanding talents to the company, and if they recommend outstanding people, the employees will also receive bonuses from the company. Of course, there is no bonus for decision makers who enter the company. If inappropriate people are recruited for human reasons, the decision-makers have to bear certain responsibilities, so the decision-makers will firmly grasp the recruitment standards and will never have nepotism.

Second, external recruitment.

1, Advertising: Advertising is the most commonly used way for enterprises to recruit talents. There are many advertising media to choose from: Internet, newspapers, magazines, etc. On the one hand, advertising recruitment can establish a good corporate image. On the other hand, information spread widely and quickly, and the number of candidates obtained was large and the levels were rich.

2. Campus recruitment: The recruitment of fresh graduates and summer temporary workers can be conducted directly on campus. There are three main ways: recruitment posting, recruitment seminar and recommendation by Bi Branch.

3. acquaintance recommendation: recommend candidates through acquaintances such as employees, customers and partners of the enterprise. The advantage of this method lies in knowing the candidates better, but the problem lies in the possibility of forming small groups within the enterprise, which is not conducive to management.

4. Intermediary: (1) Talent Exchange Center: Employers can easily find qualified personnel information in the database through the talent pool of the talent exchange center, which has the advantages of strong pertinence and low cost, but the effect is not ideal for popular talents or senior talents.

(2) Job Fair: With the improvement of the talent exchange market, job fairs show a trend of professional development. Enterprise recruiters can not only understand the quality and trend of local human resources, but also understand the personnel policies and human needs of other enterprises in the same industry. It was still difficult to recruit senior talents at that time.

(3) Headhunting companies: headhunting companies have a wide range of resources, reserve a talent pool, find talents quickly, have high quality, and recruit senior talents. Headhunting company is a very good choice.

5. Talent pool: the company can establish its own external talent pool, and can use various opportunities to promote it to the society and attract all kinds of talents interested in the company to join the company's talent pool in case of emergency. But the biggest problem is that the information in the talent pool cannot be updated in time due to the high mobility of personnel. How to keep in touch with the personnel in the talent pool so that their information can be updated in time is a problem that enterprise human resources workers should consider.

P&G's campus recruitment

An employee of P&G once described P&G's campus recruitment in this way. "Because P&G's recruitment is really good, even at this difficult time for students to find jobs, I feel like a person for the first time. It is driven by this feeling that I should say that some people come to P&G with idealism. "

1.

Distribute a recruitment manual, which basically covers all graduates who should be recruited, and attract graduates to participate in the job fair on their campus.

2. Invite college students to attend their campus recruitment briefing.

The flow of the P&G campus recruitment briefing session is roughly as follows: the school leaders speak and broadcast the recruitment feature film, and the person in charge of recruitment in P&G company introduces the company in detail: the person in charge of recruitment answers students' questions and distributes the introduction materials of the P&G recruitment briefing session.

P&G will invite senior managers above the deputy director of relevant departments of the company and those employees with alumni status to attend the campus job fair. Through face-to-face direct communication and introduction, we will show the students the business development of the enterprise, its unique corporate culture and good salary and welfare benefits, and outline the career development prospects of new employees for candidates. Through the broadcast of the company's recruitment feature film, the introduction of the company's senior manager and the personal experience of inspirational alumni, the candidates can have a deeper understanding and more confidence in Procter & Gamble in a short time.

Online application

Since 2002, P&G has changed the original mailing application form to online application. Graduates can log on to P&G China website, click "Online Application", fill in the autobiographical application form and answer relevant questions. This is actually a screening test for Procter & Gamble.

Procter & gamble's autobiography application form is designed by Procter & gamble's headquarters and is universal. Before P&G used the autobiographical application form in China, it investigated and sampled P&G's employees in China and universities in China, and collected the results of similar questionnaires around the world, so as to determine the minimum assessment criteria for passing the application form. At the same time, it also ensures that the application form can be aimed at students with different cultural backgrounds and still maintain the relative effectiveness of the screening work. The application form is accompanied by some open-ended questions for the interview manager's reference.

Because there are many students applying for P&G every year, a school generally has more than 1 000 applicants. P&G can't interview thousands of applicants directly, but with the help of autobiographical application forms, it can help them complete high-quality and efficient recruitment. Autobiographical application forms are automatically screened by computer scanning, and thousands of application forms can be searched in one day. Procter & Gamble once conducted such a test in China. In the process of campus recruitment, the company let dozens of students who failed in the resume application form enter the next round of interview, and the interview manager was also told that "they all passed the application form screening". As a result, none of these dozens of students passed the interview and none was hired by the company. [-Pagination-]

Recruitment of Famous Enterprises (3)-recruitment tests

1, online screening

2. Talent evaluation

3. written test

P&G's written test

The written test mainly includes three parts: problem-solving ability test, English test and professional skill test.

(1) Problem solving ability test. This is the most basic level for P&G to examine the quality of talents. In China, use the China version of the P&G global test questions. The test questions are divided into five parts, with a total of 50 small questions and a time limit of 65 minutes. They are all multiple-choice questions with 5 options for each question. The first part: looking at the picture (about 12), the second and fifth parts: reading comprehension (about 15), the third part: calculation (about 12), and the fourth part: reading table (about 12). The whole set of questions mainly examines the following qualities of the applicant: self-confidence (I have absolute self-confidence in every question I have done, and I have little time to check and correct it); Efficiency (more questions and less time): flexible thinking (multiple questions need to be changed immediately), pressure-bearing ability (more intense problem solving, unable to relax for 65 minutes); Quickly enter the state (no time to read the questions before the exam); Success rate (everything may only have one chance). Test scores are graded by computer, and those who fail will be eliminated.

(2) English test. This test is mainly used to evaluate the English ability of people whose mother tongue is not English. The examination time is 2 hours. 45 minutes of 100 listening questions, 75 minutes of reading questions, and 1 hour to answer three questions all describe a past experience or personal thought change in English.

(3) professional skills test. Applicants applying for any department do not need to take the professional skills test. It is mainly to assess the students of some departments with professional restrictions in the applicant company. These departments are R&D department, information technology department and finance department. One of the recruitment procedures of P&G R&D department is to ask candidates to give academic reports on a certain topic, and ask senior researchers of the company to examine their professional skills. For students who apply for other departments of the company, you don't need to take this exam, such as marketing department and human resources department.

Step 4 interview

How to ask effective questions in recruitment interview

Last month, I was invited by Mr. Wang, the regional manager of Central China, a large domestic pharmaceutical company, to give them an evaluation of an important job interview. The position to be recruited is a senior marketing manager. Unfortunately, the plane was late and I didn't have time to communicate with Mr. Wang before the interview, so I had to rush to the scene. Fortunately, the interview has just begun. Only two candidates were left for the interview because of the screening in advance. Mr. Wang personally served as the examiner. In half an hour, he asked the first candidate three questions:

1. This position will lead a team of more than ten people. What do you think of your leadership?

2. How do you perform in team work? Because this position requires communication everywhere, do you think your team spirit is good?

This position is newly established, which is extremely stressful and requires frequent business trips. Do you think you can adapt to this high-pressure working environment?

When the examinee answered, I immediately called a time-out, because I realized that Mr. Wang's question was inappropriate. I spent five minutes asking the examinee, and then I told Mr. Wang the examinee's answer and his real thoughts.

The applicant answered three questions like this: the first question, my manager is very capable: in fact, Mr. Wang doesn't know whether it is good or not; The second question, my team spirit is very good: I can only answer yes, because Mr. Wang has provided too obvious hints, that is, I hope my team spirit is very good; The third question, I can adapt, I like traveling very much. In fact, if I rank the working conditions, what I hate most is traveling and taking up off-duty time. However, the way my boss asked me directly implied that I had to say "yes".

In fact, Mr. Wang asked three questions that should have been open-ended. The first asked him if he had leadership ability, and the second asked him if he had team spirit. The third question is whether you can work under great pressure. But they all use closed-ended questions by mistake. Candidates can easily know what answers they want to hear from the questions asked by Mr. Wang. In fact, this is the biggest taboo in the interview, and you will definitely not get the correct answer.

Next, I spent 10 minutes redesigning the following questions for Miss Wang from three aspects:

1, management ability:

A) When you worked in your previous company, how many people reported to you? Who do you report to?

B) How do you deal with contradictions and disputes among subordinate members? Can you give me an example? (Behavioral problems)

2, teamwork ability:

A) Marketing managers often have conflicts with other departments, especially the human resources department. Have you ever encountered such a dispute, and how was it handled at that time? (Situational question)

B) As a senior marketing manager, what efforts have you made to improve communication within the company?

3. Can you travel frequently?

A) How often did the company work in the past? Do you often have to work overtime? How often do you go on business trips?

B) Will this frequent business trip affect your life? What do you think of the frequency of business trips of this clock?

After asking the above questions again, Mr. Wang got more information from the two candidates and finally chose the talent he needed.

Here I want to give some advice to the people in the recruitment interview. Interview is generally divided into five stages: relationship establishment stage, introduction stage, core stage, confirmation stage and ending stage. In addition to the closed questions in the relationship establishment stage, try to use open questions in other stages.

Open-ended questions can make candidates speak freely and get a lot of information from them. For example: "How are you doing in team work? How is your communication ability? " ..... These are all open-ended questions. Candidates can't simply answer in one or two sentences, they need to summarize, extend and give examples ... Through this series of answers, we can get enough information. For example, when you want to know about a candidate's team spirit and communication skills, don't directly ask, "Do you think your team spirit is good? Do you have good leadership skills? " This is a closed question, which can only be answered yes orno. Candidates should be allowed to speak with facts as much as possible to improve the credibility of the answer. At the same time, you can also design some situational and behavioral questions, such as: "Tell me what the most challenging customer looks like?" "Who do you admire most? Why? " , which is used to collect candidates' core competency information (post competency characteristics and quality model).

In a good interview, the most important thing is to ask some open-ended exploratory questions. Change all the questions into open-ended questions, and you can ask the candidates' real thoughts at once. Some candidates will answer exploratory questions in a quantitative way, while others are very analytical, critical, logical or inclined to linear thinking, from which recruiters can better understand whether candidates have had similar work experience in the past. So as to judge whether it can adapt to this kind of work. This kind of question is an effective interview question.

A successful interview is not only a test of candidates, but also a test of the examiner's ability to design effective interview questions and choose the right person to the right position. [-Pagination-]

Standardized interview of Procter & Gamble

P&G's interview is divided into two rounds. The first round is a preliminary test. The interview manager interviews job seekers, usually in Chinese. The interviewer is usually a senior manager of a company department, with certain experience and special interview skills training. Generally, this manager is the manager of the department reported by the interviewee, and the interview time is about 30-45 minutes.

For students who pass the first round of interview, P&G will invite candidates to attend the second and final round of interview at the headquarters of P&G China Company. In order to show P&G's sincerity in applying for students, the whole interview process was held in the best hotel in Guangzhou or P&G's headquarters in China, except for free round-trip air tickets. The second interview lasts about 60 minutes, and there are at least 3 interviewers. In order to ensure that the talents recruited are really needed by the employing unit (department) and have been personally audited, the second interview shall be conducted by the senior management of each department. If the interviewer is a foreign manager, P&G will also provide an interpreter.

(1) The interview process of P&G can be divided into the following four parts:

Introduce each other first, create a relaxed communication atmosphere, and pave the way for the substantive stage of the interview.

Second, exchange information. This is the core part of the interview. Generally, the interviewer will ask questions according to the established eight questions, and ask each candidate to analyze his own questions, and the examples must be personally experienced in the past. These eight questions are designed by senior human resources experts of Procter & Gamble. Whether you answer them truthfully or make them up, you can show your ability in a certain aspect. P&G wants to know the details of each question. The height of details makes individual candidates feel uncomfortable, and it is difficult for candidates without rich practical experience to answer these questions well.

Third, the number of questions discussed gradually decreased or the interview ended at the right time. At this time, the interviewer will give the candidates some time, and the candidates will ask the examiner a few questions they care about.

Fourth, interview evaluation. After the interview, the interviewer immediately sorted out the records and evaluated them according to the job seeker's answers to the questions and the overall impression.

(2) P&G interview evaluation system. The interview evaluation method used by Procter & Gamble in colleges and universities in China is mainly the experience background interview method, that is, the examples provided by candidates are collected according to some established investigation aspects and problems, so as to assess the comprehensive quality and ability of candidates.

P&G's interview consists of eight core questions:

First of all, please give 1 concrete examples to illustrate how you set 1 goals and then achieve them.

Second, please give an example of how you took the initiative in 1 team activities and played a leading role, and finally got the desired results.

Thirdly, please describe the situation of 1. In these cases, you must look for relevant information, find the key problems, and decide to follow some steps to get the expected results.

4. Please give 1 example to explain how you fulfilled your promise to others through facts.

Fifth, please give an example of 1 to illustrate how you cooperated effectively with others when you completed the important task of 1.

6. Please give an example of 1 to show that your 1 creative suggestion has played an important role in the success of 1 project.

Seventh, please give 1 concrete examples to explain how you make 1 evaluation of your environment and can focus on the most important things to get the desired results.

Eighth, please give a concrete example of 1 to explain how you learned 1 technology and how to apply it in practical work.

According to the above questions, during the interview, each interviewer scores on his "Interview Examination Form" on the spot: the score is divided into three grades: 1-2 (lack of ability, does not meet the job requirements; Lack of skills, abilities and knowledge), 3-5 (generally above average; Meet the job requirements; Good skills, ability and knowledge), 6-8 (excellent candidate, beyond the job requirements; Excellent skills, abilities and knowledge). Specific project scores include persuasion/perseverance, organization/planning ability, teamwork ability and other project scores. On the last 1 page of the "Interview Evaluation Form", there is a 1 item "Recommend or not", and there are three conclusions for the interviewer to choose from: Rejection, Candidate and Admission. Under the recruitment system of Procter & Gamble, the employment of 1 person must be unanimously approved by all interview managers. If several interview managers interview candidates together, after collective discussion, the final evaluation will adopt the veto system of 1 vote. Any 1 interviewer who chooses "Reject" will be eliminated from the interview process. [-Pagination-]

Special interview

Nissan-invite you to dinner

Nissan believes that those who eat fast and fast, on the one hand, show that they have good gastrointestinal function and strong body, on the other hand, they are often energetic and energetic, which is exactly what the company needs. Therefore, for every employee who comes to apply for a job, Nissan has to carry out a special "dining speed" test-entertaining candidates with unpalatable meals. Generally, the examiner will "kindly" tell you to eat slowly and then go to the office for an interview. Those who eat slowly get the departure notice.

Shell oil cocktail party

Shell organized candidates to attend a cocktail party, which was attended by senior employees of the company. At the cocktail party, these candidates talked freely with company employees. After the reception, the senior management of the company will recommend suitable candidates for the next interview according to their own observation and judgment. Generally, those who are eye-catching, outstanding and organized get the next round of interview opportunities.

Holiday inn-can you play basketball?

Holiday Inn believes that people who like to play basketball are extroverted, healthy, energetic and passionate. As a service-oriented company, the employees of Holiday Inn should be friendly, energetic and energetic. A lifeless and uninteresting employee is not only irresponsible to the company, but also disrespectful to the guests.

AT&T Company-Organizing the File Basket

Give the applicant a file basket first, and ask the applicant to store all the messy files in the file basket, which is required to be completed within 10 minutes. Under normal circumstances, it is impossible to complete. The company only observes whether employees have the ability to deal with emergencies, whether they have a clear sense of priorities, and whether they are coherent in dealing with specific affairs. People who are calm in times of crisis and capable in style can naturally get high marks.

Unify-clean the toilet first

Unified requires employees to have a hard-working spirit and a down-to-earth style. Anyone who comes to the company will give you a mop to clean the toilet first. Those who don't accept the job or just wipe the surface will not be hired. They believe that all the profits come from hard work, and being unprofessional is the "enemy" hidden inside the company. [-Pagination-]

Recruitment of well-known enterprises (4)-recruitment follow-up

After the admission notice is issued, the human resources department will also confirm whether the applicant is hired and start to go through the relevant entry procedures. In addition, the follow-up work of recruitment also includes:

1. Communication in the later stage of recruitment

P&G believes that the types of talents they compete for are basically the same, and in the case of similar material interests, "emotional input" is the focus of competition. Once P&G decides to hire a graduate, the human resources department will send 65,438+0 employees for follow-up service, keep in touch with the recruiter regularly, and take care of him like his colleagues.

2. Establish a talent pool

Lucent sometimes meets some outstanding talents, but there are no suitable positions for them at present. The human resources department will have its own "red list" to record these outstanding talents who have no chance to enter Lucent for the time being. They will establish contact with people on the "red list". This is their habit: to establish their own "talent pool", which can often be replenished in time when a few talents change.

3. Evaluation of recruitment effect

After P&G recruitment, the company will also conduct some quantitative assessment and evaluation on the whole recruitment process. The main indicators of assessment include: whether to recruit a certain number of outstanding talents as required; Whether the recruitment time is timely and whether the recruiter is on time; Whether the quality of the recruiter is up to standard, that is, it has passed all recruitment procedures and reached the standard; The expenses paid for recruiting new employees, that is, whether the expenses incurred by each new employee due to recruitment are within the original plan.