Methods of employee recruitment and distribution

Recruitment and distribution is a modern word, which refers to the process of finding and attracting those who have the ability and interest to work in an organization according to the requirements of human resource planning and job analysis, and selecting the right people from them for employment.

Recruitment and allocation, according to the requirements of business strategic planning, recruit excellent and suitable people into the enterprise and put the right people in the right positions.

Commonly used recruitment methods include: scenario simulation of recruitment interview, psychological test and labor skill test.

Configuration form editing

Organizations mainly have the following five staffing forms:

Relationship between people and posts

This configuration type mainly ensures the personnel quality of all departments and positions in the organization through all links in the personnel management process. It is a form of configuration according to the corresponding relationship between employees and positions. As far as organizations are concerned, at present, there are generally the following types of employee allocation methods: recruitment, rotation, probation, competition for posts, elimination at the last place, and two-way selection.

Mobile configuration type

This is a configuration type from the relative position movement of employees. It ensures the quality of personnel in each position in the organization through the relative movement of personnel up and down, left and right positions. This configuration has three specific forms: promotion, demotion and transfer.

Process configuration type

This is a configuration type of employee mobility relative to organizational positions. It ensures the personnel quality of each department and post in the organization through the internal and external personnel flow relative to the organization. This configuration has three specific forms: placement, adjustment and dismissal.

Dynamic matching of people and posts

Combining the above three forms of staffing, the reasonable staffing within an organization should be based on the relationship between people and posts, and the organization's personnel should be dynamically optimized to form a "dynamic matching between people and posts":

The main steps are as follows:

(1) personnel planning. Organizational goals need to be achieved through the allocation of qualified personnel, and the allocation of personnel needs scientific human resources planning. Personnel planning is the macro-guidance of organizational personnel allocation, and it is a process of dynamically predicting organizational personnel flow and selecting coping strategies. Personnel planning will predict the organization's personnel demand and possible supply, ensure that the organization can obtain the needed personnel in the needed time and position, and ensure the personal interests of employees while realizing the organizational development strategy.

(2) Job analysis. It is not enough for an organization to plan its personnel. It is also necessary to analyze the positions set up by this institution and form a standardized job description. Job description usually includes job tasks, responsibilities and qualifications.

(3) personnel evaluation. After job analysis, we can basically determine the requirements of the position on knowledge, skills and personality. In personnel selection, it is easy to know whether a job seeker is qualified for the position by scientific personnel evaluation, so as to provide the most direct basis for reasonable staffing, with appropriate personnel evaluation indicators and corresponding measurement tools. Because the staffing of many organizations is completed within the organization, it will be very beneficial for the organization to conduct a general survey of the organization's personnel through personnel evaluation and performance evaluation, and establish the organization's personnel pool on this basis.

(4) Rational allocation. After job analysis and personnel evaluation, it is necessary to rationally allocate the personnel recruited from inside or outside the organization, put the right personnel in the right positions, and realize the matching between individuals and positions. In fact, personal and job matching contains two meanings. First of all, job requirements should match personal qualities; Second, work remuneration should match personal motivation.

(5) Dynamic optimal configuration. While introducing personnel through internal and external recruitment for reasonable and effective allocation, it is also necessary to dynamically optimize the allocation of personnel through deployment, promotion, demotion, rotation and dismissal, because with the changes in the internal and external environment of the organization, there will inevitably be new requirements for post qualifications, and with the passage of time, people working in this position may no longer be suitable for the requirements of this position or their abilities have far exceeded the requirements of this position. Therefore, it is necessary to conduct job analysis and personnel evaluation again, and reposition job responsibilities, job requirements and the knowledge, skills and abilities of existing personnel. Therefore, organizations should track the changes of the internal and external environment of enterprises, update the work analysis documents in time, and managers at all levels should have a comprehensive and correct understanding of posts and subordinates, so that it is possible to optimize the staffing of the whole enterprise.