What are the problems and countermeasures in recruitment?

Because the enterprise has not planned the human resources effectively, or has not planned, the recruitment work is in a passive position, and it is impossible to recruit suitable talents for the enterprise in time and effectively. Recruitment is subjectively controlled by enterprise leaders or individual employers, and human resource planning is not matched according to enterprise strategic planning, which leads to untimely, irregular and even lagging enterprise strategic planning.

2. The recruitment channel is too single or not suitable for the characteristics of this enterprise.

Enterprises only choose one recruitment channel when recruiting, and cannot choose the appropriate recruitment channel according to the characteristics and requirements of the post, which reduces the choice range of job seekers. For example, in the recruitment of middle and senior positions of professional managers or project managers, only online recruitment is selected, because online recruitment is relatively easy for sales staff or functional personnel, and relatively difficult for middle and high-end talents. At this time, internal promotion can be used to encourage internal employees to promote.

If the company does not have suitable talents, headhunters can recommend talents according to the needs of enterprises with the help of headhunters' extensive talent search channels, which is efficient and saves time and cost.

3. The participation of the employing department.

The inaction or excessive participation of the employing department is not conducive to the efficient recruitment. The whole recruitment process is carried out by the human resources department, but the employer's participation in the recruitment activity does not run through the whole recruitment activity, and the job responsibilities and qualifications of the recruitment position are not put forward. The human resources department lacks understanding of the quality requirements and professional requirements of the personnel needed for the recruitment position.

In this way, the qualified rate of recruitment will be greatly reduced, and unsuitable personnel will be returned directly to the human resources department. In some enterprises, the whole recruitment process is carried out by the employing department, and the human resources department only issues invitations to candidates and the employing department conducts interviews. Because the employing department has not received professional interview training, it is easy to have experience or halo effect in the interview process.

4. The recruitment cycle is too long and the information feedback rate is not timely.

In many enterprises, the connection time between the initial test and the second test is too long, or the employing department fails to feedback whether the interview is qualified or not after the second test, and even the human resources department fails to follow up the interview in time, which leads to the qualified candidates jumping ship to other companies because of the long waiting time.

5. The evaluation of recruitment effect is not timely.

Many enterprises think that the whole recruitment work is over after completing the recruitment, selection and use, but it is not, and it is necessary to conduct recruitment evaluation in time. If the recruiter, recruitment channel, recruitment process and recruitment cost are not evaluated in time, it will be difficult to find the problems in recruitment and improve the existing recruitment efficiency.