Five Ways To Improve The Recruitment Efficiency Of Enterprises

< p > < strong > 1, < a href= "//www.sjfzxm.com/news/index_c.asp" > flow < /a > /strong > /p >

Before P recruitment, HR should calm down to sort out the process.

At present, online or all kinds of books and materials have a clear description of recruitment process: recruitment plan, recruitment, application, interview and employment.

Counting down, the recruitment process has five points.

Many HR do not know clearly about the process, and do not pay much attention to it, resulting in a great discount in recruitment effect, and even more management of internal friction.

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< p > when a HR recruits an in-house employee, the general manager will ask who recruited the employee.

So, HR hurriedly sought the theory of the relevant department manager.

Finally, the boss denied the job.

HR has the cheek to do the dismissal work, appears very passive.

In the entire recruitment process, HR is not clear about the process, and has no strict control. The manager of the Department freely says that HR is busy recruiting, and the recruited personnel are actually not compiled and reserved.

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< p > successful a href= "//www.sjfzxm.com/news/index_c.asp" > recruitment < /a > there must be strict process control.

From the demand generation to the final recruitment, HR must clearly define the process and all the links, otherwise it will easily lead to the failure of recruitment, resulting in greater opportunity cost and lower productivity.

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< p > strong > two, a href= < //www.sjfzxm.com/news/index_c.asp > demand < /a > /strong > /p >

< p > demand is the premise of recruitment activities.

If the demand determination work is not done well, it will inevitably result in low efficiency or failure in recruitment.

First of all, HR should have sufficient communication with the Department Manager to communicate the causes and necessities of job vacancies. Then, HR should design reasonable schedule of requirements, many posts are professional and technical, and HR's understanding of such jobs will not be very thorough. Therefore, it is necessary for personnel departments to clearly write their job responsibilities and qualifications. Finally, HR needs to examine the supplementary documents and submit them to higher level leaders for examination.

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< p > < strong > three, fixed channel < /strong > < /p >

After "P > job vacancy determination, HR needs to think about the way to fill it.

The determination of channels is closely related to demand analysis.

Generally speaking, after the emergence of job vacancies, there are two ways to solve them. One is to carry out work re analysis or to solve overtime, and the two is to recruit.

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< p > recruitment is also divided into internal and external ways.

HR needs to analyze the position to determine whether it is internal or external.

If it is external, it needs to decide what media to publicize.

There are quite different ways to find jobs in different posts.

HR should understand these comparisons and locate them accurately after producing demand.

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< p > < strong > four, fixed caliber < /strong > /p >

< p > HR personnel should be familiar with and understand the company's main business, scope, organizational structure and job status.

If it is not clear, it is necessary to communicate with the relevant departments as soon as possible.

After making clear these information, HR has to do one job: unified caliber.

It can't be a person to go out for recruitment, so everyone should answer the same question. Of course, it does not require a good word, but the general meaning should be consistent.

For example, when answering the sales volume of the company last year, you said nearly ten billion, he said more than 100 billion, so the applicant will be puzzled.

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P > consensus is also a manifestation of the professionalization of recruitment, reflecting the improvement of a company's HR.

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< p > < strong > five, setting method < /strong > < /p >.

< p > method refers to the interview method applied in the interview.

There are many ways to interview, and which one should be used specifically, HR should be clear in mind.

Each interview method has its own characteristics.

How to develop the characteristics of these methods and maximize the efficiency of interview is the essential ability of every HR.

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< p > for general management positions, structured interviews are used to save time. At the same time, it can also answer HR's doubts about most of the applicants. For intermediate positions, the effect of quality assessment and semi-structured interviews is relatively good; for senior positions, the use of basket and informal talk is relatively effective.

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< p > each company has its own recruitment system, and the process is different.

HR should be very clear about the recruitment process, and at the same time, clear the purpose of every link in the process.

Only by knowing the meaning of the process and the operation of each link can HR make the recruitment work more efficient.

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