How to evaluate the performance of recruitment?

Performance appraisal is usually conducted by the human resources department to evaluate the performance of other departments. So how to evaluate the recruitment of human resources department? Li Yichen, senior recruitment manager of Tongren Group, believes that it is unreasonable to simply assess the number of recruits. At present, it is difficult for most enterprises to recruit. If assessment is needed, it can be said separately, such as: the number of job fairs, the number of resumes collected through various channels, the number of job seekers invited for interviews, the number of people interviewed this month, etc., which can be used as one of the basis for assessment. We can't say that we didn't recruit enough people, that is, we didn't do a good job. Core: Recruitment Qualification Rate The director of human resources department of a well-known company in Chen Mou believes that the assessment of recruiters should not only look at the number of recruiters. The most important assessment indicators are the completion rate of recruitment and the qualified rate of recruiting employees, that is, the quality of recruitment. Teacher Chen believes that the rationality of the recruitment plan is the evaluation index of the human resources department to the business department, and every recruitment plan is put forward by the business department to the human resources department. Only by the number of people, some indicators can be mutually restricted, and the indicators can't be as complicated as they used to be. Who will assess the assessment directors of other HR departments, all of whom belong to the human resources department, so who will assess the human resources department? A well-known human resources consultant believes that the assessment of the human resources department can actually be done by the human resources department itself. The assessment of human resources department should follow the assessment management procedures, and then be audited by the superior competent leader.