How to conduct recruitment effectiveness assessment 4

First of all, let’s talk about its role:

Recruitment effectiveness evaluation is an essential part of the recruitment process. It not only helps to test the effectiveness of recruitment work, but also improves recruitment. quality, reduce recruitment costs, improve future recruitment efforts, and improve the overall business performance of the company.

Employee recruitment is an important task of the company's human resources department. It is not only directly related to the quality of new employees, but also affects the efficiency and effectiveness of corporate operations. It can be said that the effect of employee recruitment directly determines the number of employees. and business performance.

Therefore, recruitment effectiveness evaluation is an essential part of the recruitment process.

Generally speaking, recruitment effectiveness evaluation includes the examination of recruitment results, recruitment costs and recruitment methods. Specifically, three aspects can be examined: quantity, quality, time and other things that need attention.

Quantity assessment: Have you recruited enough people? The evaluation of the number of hired employees is an important aspect of testing the effectiveness of recruitment efforts. By analyzing the reasons for meeting or not meeting the demand in quantity, we can find the weaknesses in each recruitment link and improve the recruitment work; at the same time, by comparing the number of personnel hired with the planned recruitment number, we can provide a basis for the revision of the enterprise's human resource planning. . This evaluation can be mainly carried out from three aspects: application ratio, employment ratio and recruitment completion ratio. The calculation formula is: application ratio = number of applicants ÷ planned number of recruits × 100% recruitment ratio = number of hires ÷ number of applicants × 100% recruitment completion ratio = number of hires ÷ planned number of recruits × 100% application ratio can be explained in a sense. Generally speaking, the larger the ratio, the better the effect of employee recruitment information release. The lower the recruitment ratio, it usually indicates that the company has more room for talent selection, and the effect of talent recruitment will tend to be relatively better. When the recruitment completion ratio is equal to or greater than 100%, it means that the recruitment tasks have been fully completed or exceeded in terms of quantity. However, in actual work, overfulfillment rarely occurs because it is generally based on the personnel needs determined in the recruitment plan. Recruit people in quantity, unless you encounter very good candidates and temporarily decide to increase the recruitment quota, use them as a talent reserve, or use them to replace some employees with relatively poor performance.

Quality assessment: Are the people recruited qualified? Recruitment quality assessment is an assessment of the work performance behavior, actual ability, and work potential of the hired employees after they join the job. It is not only conducive to improving recruitment methods, but also provides necessary information for employee training and performance evaluation. In fact, it is the basis for personnel selection. In the continuation of various tests and assessments such as ability, potential, and quality conducted during the process, the quality of recruitment can also be determined by ranking the hired personnel based on recruitment requirements or conclusions drawn from job analysis. Its methods and performance appraisal methods resemblance. There are three commonly used indicators: Recruitment Qualification Ratio = Number of qualified personnel to be hired ÷ Actual number of hires × 100% Basic Qualification Ratio = Past average recruitment qualification ratio. Difference between recruitment qualification ratio and basic qualification ratio = Recruitment Qualification Ratio - Basic Qualification Ratio Among them, the recruitment qualification ratio is generally expressed by the ratio of the number of people who passed the probation period assessment and became regular employees to the total number of employees in the same batch. The basic qualification ratio is an absolute indicator that reflects the effectiveness of past recruitment, expressed by the average recruitment qualification ratio in the past. The difference between the recruitment qualification ratio and the basic qualification ratio reflects whether the effectiveness of current recruitment is higher than the average level of previous recruitment effectiveness. It can be examined whether the effectiveness of recruitment is continuously improving. In practice, some people use "the number of existing qualified personnel ÷ the actual number of employees × 100%" to calculate the basic qualification ratio. This approach is biased.

First of all, being competent for a job means that the employee’s performance meets the job requirements. But for an employee who has been working in the company for many years, his abilities, attitudes and even values ??have changed compared to when he first applied for the job. Huge changes have occurred, and it is employee abilities and attitudes that determine employee performance. Therefore, the quality of the original hiring decision cannot be judged based on its current performance.

Secondly, qualified employment actually refers to the quality of newly hired employees matching their job requirements. However, the matching of people and positions is dynamic, and the degree of matching will change over time, and even the job requirements will change. The position is also different from when I first joined the company. Regardless of the length of tenure, it is obviously unreasonable to evaluate the quality of a company's subsequent recruitment solely based on the matching of existing employees with jobs.

As for the appropriate period of time to check whether a new employee is qualified for the job, there is no clear, scientific and reasonable conclusion yet.

But obviously, the length of the period is related to the nature of the position and the personality characteristics of the employee. In some production operations and transactional positions, the cycle to complete a job is very short, and the performance can be measured in a short period of time, so that it can be judged in a short time whether a newly hired employee is qualified for the job. However, for some management and technology research and development positions, For positions with longer work cycles, the time required should be extended accordingly.

From a personality perspective, some new employees may be cautious and will only be able to fully demonstrate their talents after fully grasping the work nature and environment of the new position. It will take a long time to adapt to the position, while some The time it takes for new employees to adapt to their jobs is relatively short. Judging from foreign experience, generally speaking, this time takes at least 6 months, and one year is more suitable. However, considering that the Labor Contract Law stipulates that the maximum probation period is 6 months, the performance evaluation results 6 months after joining can be uniformly used as the standard to examine whether new employees are qualified, and will be used during these 6 months. Employees who leave the company and whose performance falls below the qualified level are judged to have unqualified recruitment quality.

Time evaluation: Can we recruit people quickly enough? Recruitment time evaluation is also the timeliness evaluation of recruitment, or recruitment cycle evaluation. Recruitment cycle refers to the time between the request for recruitment and the actual arrival of new employees, which is also the vacancy time. Generally speaking, the shorter the job vacancy time, the better the recruitment effect. However, for different types and levels of positions, due to different supply and demand conditions in the labor market, the difficulty of recruitment and the recruitment cycle are often very different, which needs to be analyzed based on the actual situation. Some companies uniformly set the evaluation cycle to three months, and put forward recruitment needs at the beginning of each quarter (recruitment demand windows are not open at other times). As long as they arrive within three months, they are deemed to have met the timeliness requirements of recruitment. This method is simple to operate, but obviously unreasonable. Some key human resources that are scarce in the market may not be recruited within three months, while some entry-level positions may be relatively easy to recruit and do not require three months at all. .

Also, if at other times of each quarter, such as the middle of the quarter, employees in a key position change jobs, and the employing department cannot make recruitment demands at this time, it will inevitably lead to an extension of the job vacancy period and losses to the company. Increase. Some companies use the average job vacancy time (total job vacancy time - number of supplementary positions × 100%) as a criterion to examine the timeliness of recruitment, reflecting the average time it takes for each position to be vacant before new employees can fill it.

For example, if a company recruits 10 junior positions and 1 senior position, the former takes 20 days to fill, and the latter takes 6 months, then the total average job vacancy time is 34.5 days. However, this time actually has little reference value for future recruitment, and cannot provide clear and feasible suggestions for shortening the recruitment cycle of senior positions; and the specific positions recruited may be different each time, and the average job vacancy time is naturally different, and there is no mutual difference. Comparability cannot be used as a criterion to measure recruitment time efficiency. A better approach is to determine an appropriate average job vacancy time for each category and level of positions based on the classification and stratification of positions, refer to local peer standards, and combine the actual situation of the company and the actual recruitment time of different positions in the past. , and use it as a standard to examine the timeliness of recruitment to reflect the average vacancy time for each position before it can be filled. Obviously, the smaller the indicator, the higher the recruitment efficiency.