How to complete the recruitment index

1, resume screening

A. Length of service: such as graduation time, working time of this position and working time of each company. ...

B. depending on the major: for example, whether there is a professional background and the degree of professional relevance of non-professional courses. ...

C. Look at skills: such as software engineer, what language is used, on what platform, mobile or PC, foundation or architecture, etc. This needs to be carefully understood with the business department, and it takes time to accumulate certain business knowledge. ...

D. Look at experience: For example, what industries and positions have you worked in? ...

2. Telephone communication

A. Ask about the current situation: for example, whether jobs match;

B. ask the area: for example, the distance of the residential address;

C. ask the reasons: for example, the reasons for frequent job hopping and the reasons for the large span of the city.

D questions: such as the role in the team, the way of division of labor and cooperation of the team, and the evaluation of supervisors and colleagues.

Step 3 collect questions

A. Make clear the recruitment direction/responsibilities/requirements in advance;

B. unclear confirmation with the business supervisor, especially in terms of skills;

C. It must be intentional to streamline a good resume and give it to the supervisor for screening;

D. Send it to the supervisor in batches regularly to determine the interview candidates, and then make an appointment, summarize and follow up by telephone;

E. Review the resume quality of different channels and the effect of telephone appointment from time to time, gradually determine the cooperation channels, accumulate the talent pool, and summarize the relevant factors affecting recruitment.

4. Interview follow-up

A. if the employing department needs HR to participate in decision-making.

A. First interview the candidates to further understand whether it matches the company culture, and the personality traits required by different positions will be different;

B interview the supervisor again, exchange opinions and weigh the importance between professional level and cultural EQ.

B. If the employing department decides to re-examine or hire.

A. If there is a second interview, continue to coordinate the arrangement;

B. If hired, first confirm the specific requirements such as date, salary and position with the supervisor, and then clarify the matters needing attention such as entry time, salary, contract and probation period, social security and provident fund, and entry notice (reminding medical examination) with the applicant.

5. Talent accumulation

For resumes that have been screened, or candidates who have been interviewed, but failed in the interview or failed in the job, they should be marked separately and tracked to improve the conversion rate as much as possible.

6. Other aspects

If the supervisor is faced with a more suitable candidate after being hired:

A. first, see if there is a big gap between more suitable and employment;

B. second, see when the hired person will arrive at the post;

C. Then tell a more suitable person to reply later;

D. If there is little difference, don't contact a more suitable one after the hired one arrives;

E. If there is little difference, but the hired person is not on the job, contact a more suitable job immediately;

F. If there is a big difference, those who have been hired will be tried for a few days for further observation. If their abilities do not match, they will be dismissed and contacted with a more suitable new person;

G. If there is a big difference, and the hired person is not on the job, contact a more suitable job immediately.