How to do a good job in enterprise recruitment and staffing

Enterprise human resource management has its own development characteristics. With the development of enterprises, it gradually changes from personnel management to human resource management. However, this transformation has also encountered many problems. Most small and medium-sized private enterprises developed in the institutional gap between planned economy and market economy at the beginning of reform and opening up. Influenced by the entrepreneurial environment and institutional factors at that time, the success of enterprises was related to the keen vision, personal charm, entrepreneurial spirit and special endowment of business owners. So how to do a good job in enterprise recruitment and staffing?

First of all, enterprise human resource management should be clearly positioned.

In order to play a better role in the enterprise, the human resource supervisor must understand the management of the enterprise life cycle, adjust the human resource strategy according to different stages, know when and what kind of people the enterprise uses, reserve all kinds of talents for the enterprise and establish a talent echelon. In the period of rapid development and expansion of enterprises, recruitment is the top priority of enterprise human resource management, and the focus of enterprise human resource management should be adjusted according to the period of enterprise development. In the recruitment process, we should understand the development characteristics of enterprises, keep communication and coordination with business departments at any time, and adjust the human resource management of private enterprises in time according to the needs-how to solve the allocation of recruitment and recruitment strategies.

Second, enterprise human resource management should understand the business.

Most private enterprises were established after the reform and opening up, and they are relatively young. Many businesses are in a period of development and adjustment. The human resources department should always know the business development trend of the enterprise and what the enterprise is doing, so as to know what kind of people the enterprise needs and understand the medium and long-term planning of the enterprise, and to organize and recruit talents more predictably. Some enterprises, as well as those without clear development plans, need to keep close contact with business departments and investigate the social situation. Understanding the development model of the same type of enterprises and reserving relevant talents can ensure the timely recruitment rate and effectively support the needs of business development when enterprises need a large number of talents.

Third, the art of communication.

The art of communication and coordination is an important part of the role of human resources supervisor, which involves three aspects: First, communicate with the boss (direct superior), understand the boss's requirements for the human resources department, and strive to make the boss realize the importance of human resources work in order to get support. However, the premise is that the human resources supervisor has done what he should do and has achieved. On the basis of communication and coordination, speaking with figures and achievements, we have done a good job in all aspects and achieved outstanding results. Any boss will also support the work of the human resources department. The second is to communicate with various functional departments and production and operation departments to coordinate and provide good services. There are two aspects. First, we should understand the real needs of the business department, and provide suggestions on human resources planning to the employing department according to our own professional knowledge, so as to use talents more rationally. On the other hand, it is necessary to truly understand the needs of business departments, try to meet the reasonable employment needs of business departments in time, and let business departments know that human resources departments can really help them solve problems;

Fourth, professional standardization.

1, the recruitment process is standardized; The management of many private enterprises is composed of relatives and friends of shareholders or bosses. These people have no professional management knowledge, are not used to dealing with problems according to rules and regulations, and have no professional knowledge of interviewing and selecting talents. This requires the human resources department to formulate various systems in line with the actual situation of the company, such as the recruitment system, including annual and monthly recruitment plans, clear recruitment processes, interview processes for different positions, etc. Considering the continuous development and changes of enterprises, we can formulate a more programmatic system, instead of specifying every detail, we need to keep communication and constantly adjust and improve it according to the actual situation. On the road of professional standardization, we must first convince the human resource management of private enterprises-how to solve the problem of recruiting and deploying bosses, get the support of bosses, and then communicate with the managers of the employing department to clarify the advantages and disadvantages. In practice, we should continue to follow the standardized process and exert a subtle influence on various departments. Because business department managers don't pay attention to the process, many times the demand changes that still occur will not be communicated with the human resources department in time, so we need to establish a demand change mechanism. On the one hand, it is necessary for all departments to put forward demand changes in time, on the other hand, it is necessary to keep in touch with all employing departments at any time, so as to be aware of job requirements and job changes.

2. In the interview process and interview method, the management of many private enterprises still stays at the stage of feeling. In addition to the interviews of human resources departments themselves, they should also actively follow up the interviews of business departments. On the one hand, they can understand the business and the needs of employers. On the other hand, they can study and understand the characteristics of each interviewer, provide professional advice and improve interview skills according to their own personality, and also design corresponding professional interview methods according to the characteristics of the position.

Fifth, establish a talent pool.

1. Understand the business direction of the enterprise and reserve relevant candidates in advance;

2. Maintain timely and effective communication with the employing department and reserve candidates in advance;

3. Make interview records and interview candidate analysis reports, reserve the talent pool, make interview record analysis reports regularly, constantly adjust the selection direction and improve the accuracy.

Six, post competence, job analysis.

Thldl.org.cn, the human resource management of a modern enterprise, puts the post competency analysis in a very important position. However, it is difficult for many private enterprises to establish a post competency model, and even if some of them are established, the effect is not great. The reason is that, on the one hand, the business development of developing private enterprises has changed greatly, and the requirements for posts are constantly changing. On the other hand, the business volume of private enterprises is relatively small, and the division of labor is not too fine, which requires talents to be versatile. Or a person, doing multiple jobs, is created by people, not jobs. If there is a vacancy, the job will be arranged according to the characteristics of the new person, which leads to the position analysis can not meet the needs of the company, and the static analysis results can not meet the position needs of the dynamic development company. However, post competency and position analysis are of great significance to human resource management in enterprises, which provides a scientific premise for realizing the rational allocation of human resources. According to the development characteristics of the enterprise, we can first analyze and model the relatively stable positions, understand the company's business development direction, select the corresponding positions for analysis, conduct dynamic tracking, constantly adjust the position requirements, make the position analysis ahead of time, and guide the recruitment. Effective training.

Seven. Promotion and distribution of employees.

Many private enterprises, bosses and shareholders hold management positions in the company. On the one hand, it hinders the rational allocation of human resources and affects the enthusiasm of employees. This requires the human resources department to make full psychological preparation first, adapt to the company's business model, and do a good job in employee planning within the possible scope, such as establishing horizontal and vertical two-way promotion channels, horizontally setting up rotation and post adjustment mechanisms, so that employees can get in touch with broader knowledge and become compound talents. On the other hand, it is still necessary to establish a talent echelon, reserve and train core talents, and provide more opportunities for core talents. The boss also hopes to have the right person to help him manage the operating company.

Many private enterprises have developed rapidly, but at the same time, the company still has many disadvantages, but more business owners have realized that advanced human resource management is needed to make enterprises go better and further.