How to deal with 8 difficult problems in HR recruitment?

Have you ever encountered these problems?

How to review the recruitment requirements submitted by the employing department?

How to effectively solve urgent problems?

The interview attendance rate is very low, how to solve it?

How to make a good recruitment plan because of the high mobility of personnel?

How to deal with uncertain recruitment situations such as centralized resignation?

What if the old employees don't agree to be dismissed?

Post-90s employees have a high turnover rate. How to keep them?

How to solve the recruitment difficulty of small and micro enterprises?

Want to know the solution? Please read this article patiently.

How to review the recruitment requirements submitted by the employing department?

Many recruiters complain that the employment requirements put forward by the employment department cannot be found in the market; Or you can find someone, but the candidate doesn't come to our platform; Or there is a conflict between the employment requirements and the post itself.

The difference of views between human resources department and employing department will lead to the inefficiency of recruitment.

First of all, the company must establish a systematic recruitment process. This process can refer to other companies, and can also be continuously improved during the recruitment process. The core element is that the person in charge of the business department is the person in charge of the audit.

Secondly, matching the budget, the budget of each department should include the cost of human resources. If the labor cost is regarded as the evaluation index of business department managers at all levels, they will consider how much HC they need and how to exert their internal strength, and the average efficiency of people can also be included in the evaluation index.

Finally, in order to connect with projects, HR knows what kind of people are more likely to achieve what kind of projects in the industry. In this way, they can provide more added value to the business department and help them make decisions.

If there are differences with the employing department, the human resources department should always keep service awareness, communicate with each other, and formulate recruitment needs and plans. In the recruitment process, it is more direct and effective to let the employing department participate in the process of resume screening, interview and salary negotiation than to speak with data.

If the employing department can't participate in the whole process, after each interview, the human resources department should record the interview process and results and make statistics and classification to determine the number of people who are unwilling to come because of salary or working environment.

Ask the interviewer to write a re-examination evaluation form, do the work seriously and speak with data.

How to effectively solve urgent problems?

The best way for HR to deal with sudden recruitment is to secretly recruit when the boss doesn't need it. HR needs to contact every business unit more, and the demand for talents needs to be considered in business development: Who is saturated? Who needs to prepare in advance?

What should you do if the boss is in a hurry to recruit people?

The first priority is not to recruit immediately, but to analyze the reasons for this recruitment demand, mainly to solve the direction, positioning and recruitment standards.

The second is implementation, and the basis of solution is positioning and standards, and finding the right person. Starting with the internal employees, we can determine whether the internal employees meet the requirements according to the recruitment needs, and then hold a mobilization meeting to show the work prospects, which will play a material and spiritual role in encouraging more employees to sign up.

At the same time, in the process of external recruitment, retrieval, interview and feedback are closely coordinated. For example, we can see the efficiency of different channels from the perspective of search, such as fast and accurate extrapolation, and fast and accurate if there is a headhunter.

It is necessary to communicate with relevant leaders in terms of post personnel requirements, arrangement and interview skills. It's time to lower some requirements, or increase the budget, or need the support of other departments and so on. Communicate with the boss when necessary to get support.

I suggest actively mobilizing other departments and pooling team strength to effectively break the recruitment dilemma.

The interview attendance rate is very low, how to solve it?

Before talking about all the problems, HR should have such a mentality and regard attracting talents as a marketing process. The communication in the early stage is to see the customer's intention, the interview is the process of meeting the customer, and then the quotation is signed. At the initial stage of project implementation, some companies require HR to be responsible for the turnover rate of recruiters, which can be counted as customs clearance payment.

Put your mind right. Recruitment is a two-way street. You don't have to come, because you think others should. The information obtained through online inquiry is definitely not as intentional as direct delivery, because people don't care much about your company.

If you find a resume online, you can communicate with the other person by phone first, talk to him about the company and position, and then see his opinion. You might as well add this sentence: you can think about it first and call us if you are interested. In this way, candidates are more acceptable. Compared with what you said, I'm here to apply for XX position and inform you to come for an interview. The other party may not know who you are.

Empathy, if the other party stood me up, it must be that your company does not meet the requirements of the other party for three reasons:

The welfare of the company does not meet the requirements of the applicant, such as not having two weekends, or not having five insurances and one gold;

On-line search found that the company's evaluation was poor, which was also the reason why the interviewer finally decided not to go;

The interview schedule is not enough. If several companies invite to meet at the same time, their own company is not as attractive as other companies, and they will naturally be stood up.

You can ask each other when it is convenient, make an appointment to meet, and then call to remind you before work the day before the appointment.

Finally, the focus is on collocation. Only when the needs and expectations of both sides match each other will the probability of success be high. Therefore, enterprises need to define talents accurately. For example, it is very important to know what kind of talents this position really needs and the actual needs of the department.

How to make a good recruitment plan because of the high mobility of personnel?

In a fast-growing company, it is difficult to make an annual plan. I suggest you make a quarterly plan.

All planning is business-oriented. Our source must be business needs, what kind of people we need and how many people we need to complete, and then our recruitment plan will come out.

In addition, it is the premise of data optimization, talent allocation and rational allocation to formulate post preparation and establish perfect human resource allocation according to the actual situation of the company. Strive to avoid uneven distribution of manpower, strive to avoid uneven distribution of manpower, and achieve a clear division of labor.

In this way, before the brain drain, there will be enough time to replenish personnel, which is an intuitive and obvious personnel demand analysis.

An effective recruitment management system should at least include the following nine aspects:

Principles and methods of job description;

Principles and methods for defining the qualifications of recruitment posts;

Principles and methods for determining the salary of recruitment posts;

The process and method of active recruitment (as opposed to passive recruitment);

Structured interview and evaluation processes, methods and tools;

Employment contracts and management principles and methods of different types of talents;

Background, investigation methods and methods of key personnel;

The standard content, principles and standards of pre-job training;

The process and method of tracking, evaluating and caring for talents during the probation period.

How to deal with uncertain recruitment situations such as centralized resignation?

This involves the whole human resource management, including the retention of core employees, turnover process management, business combing and so on. Generally speaking, there are several possibilities for replacing positions:

Keep important people through communication, even if it is only for a few months;

The work content of the emergency resignation personnel shall be handed over by other personnel in the department first;

Seconded personnel from other departments to take over;

Within one month after the resignation process is put forward, the recruitment and business departments should find someone to replace them. At this time, it is more important to do a good job in recruiting demand analysis.

If the demand for post punching is not too great, you can continue to hire employees in the form of consultants, and you can pay them accordingly during your part-time job.

What if the old employees don't agree to be dismissed?

10 years of youth have been devoted to this job, which may not only be for the old employee to earn money to support his family, but also reflect his life value. So no matter what the result is, I hope HR can understand the employees' feelings and handle this problem amicably and properly.

The department is dissolved and needs to be dissolved.

When the department is dissolved, his professional ability is not needed by other departments, and we can terminate the labor contract according to objective conditions.

Employees insist on leaving their posts and changing jobs.

This is actually the best arrangement, but we must confirm two questions:

What is the real intention of the leadership to insist on firing employees? Is there really no suitable position?

The persistence of employees, the persistence of employees wanting to stay, is it a career restriction or an attachment to the enterprise?

If employees insist on staying, they can consider post adjustment, but this post adjustment must conform to general logic and employees' work experience, and it is best to take into account their expertise.

For example, from the technical department to the customer service department, or from the customer service department to adjust the administrative department;

As for the post salary adjustment, we can negotiate with employees according to the actual situation to make the salary of employees conform to the post characteristics. The worst result is that the negotiation fails and then compensation is made.

Pass the exam without being fired.

If the employee agrees to the position you have arranged, the position will be adjusted and the salary will be adjusted. If negotiation fails, the contract shall be terminated if the assessment fails to meet the standard. If you are dismissed just because you don't meet the job requirements or are in serious violation of discipline, you also need compensation, and you need evidence of "retraining" and "serious violation of discipline".

Post-90s employees have a high turnover rate. How to keep them?

Let employees feel recognized and respected.

Respecting the value of his work doesn't mean bowing every time you see him. Instead, I try to do something, hoping to be seen by everyone and hope that my value will be recognized and respected. That's what they care about.

So you need timely feedback, even verbal respect. You can give him 4.5 points and say I can't give you 5 points. You can say that, but let him feel it.

Hire fewer people and pay more.

Young people are new to the workplace and have no money. They should hire fewer people and make more money. For example, you can hire six people, try to recruit four people, and then give five people money. In this way, everyone is happy, can get more money, and the company can save money.

Find excuses to help life.

The normal salary system can't be touched, otherwise the company will become a charity, but you can try to make some clever names within the rules, such as giving housing subsidies to people with a monthly salary of less than 8 K.

Think of young people as decision makers, not executors.

As mentioned above, recognition and respect should be the decision makers in your mind, not how many decisions they have made for you, but let them participate in your decisions, especially the participation of grass-roots managers, and you will find that things will really go smoothly and really give you a different perspective.

How to solve the recruitment difficulty of small and micro enterprises?

Now many start-ups and small and micro enterprises are facing the same situation, that is, it is difficult to recruit people and can't keep good employees. Breakthrough progress should be made in the following areas:

Select personnel

In the recruitment process, HR must clearly inform job seekers of the advantages and opportunities of working in small and micro enterprises and large companies. On this basis, high salary matching will have an effect on recruitment.

Educate the people

Small and micro enterprises mainly arrange training plans and implement tracking at the beginning of employees' employment.

Professional skills: according to the existing work requirements and personal abilities, arrange experienced tutors for professional technical guidance, and work while studying to improve professional skills. At the same time, you can also seek external training opportunities.

Soft ability: good working habits.

Executive supervision: establish and improve rules and regulations (especially employee manuals and work instructions, etc. ).

Retain talents

There are countless reasons for job-hopping. Compared with large companies, small and micro enterprises can be more flexible in dealing with these unpleasant things. So how do we crack these unpleasant things?

Wage and contribution don't match.

Giving responsibility to employees is trust in employees, and reasonable salary is one of the most important manifestations of respecting employees, so employees should feel this respect.

There is no room for development.

Do a good job in career planning for employees, so that employees' personal expectations are consistent with the company's business development, so that employees can see the cake and eat it through hard work. For employees with different goals, breaking up at the right time is not necessarily a bad thing.

Not satisfied with the company environment

Do a good job in employee relations, strengthen team building, improve working conditions, improve rules and regulations, create a safe, fair and competitive working environment, and gain a sense of belonging in teamwork and humanistic care.

Tension with the boss

At work, we can be strict with employees, who should be able to feel personal growth and care about implementing actions. Bosses should not only keep communication with employees, but also reflect on problems when they find them. Especially for small and micro enterprises, the charm of the boss can really retain a considerable number of employees.

Family reasons

Pay attention to employees' families, and let employees feel the company's concern, attention and even gratitude to their families through family days, holidays and daily care. When employees' family factors may lead to objective problems, the company's concern will make employees feel grateful.

The above are eight common problems in daily recruitment, I hope I can help you.

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Copyright information Author: Unknown, Source: 58 Talent College. This article is edited and published by paid enterprises, and the copyright belongs to the original author. If you have any questions, please contact the backstage.