How to establish an efficient recruitment team?

Yesterday, a friend of HR talked to me about a problem that has been bothering him recently. The thing is this: one of his hiring managers with very good performance offered to resign from him for the simple reason that she felt that the hiring manager, the hiring manager and the hiring director were all doing the same thing, but their salaries were very different. The boss likes to direct the recruiter directly. In essence, the boss is the hiring manager and others are recruiters. Personal development space is limited, I have been in the company for almost 3 years, and I am still recruiting supervisors; Usually work pressure is high, and personal ability cannot be greatly improved; Compared with the previous headhunters, the overall income gap is large and there is a great sense of loss. It is understood that this friend's recruitment team members are all invited from headhunting companies, and all positions in the company are recruited by internal recruitment teams.

This question should be answered from two aspects. First, can the internal recruitment team completely replace headhunters? Second, how to manage a recruitment team, especially the team members are mostly from headhunting companies, so as to make it run stably and efficiently?

Before answering the first question, we need to know the advantages and disadvantages of the internal recruitment team completely replacing headhunting service:

Judging from the above comparison, headhunting service is still needed in some cases, such as some jobs with short time and scarce market, digging the corner of competitors, some jobs that cannot be recruited for a long time, and sensitive jobs that are inconvenient for internal recruitment. Vegetables and radishes have their own tastes. Do you want to use headhunters or how to look at the company with headhunters? I won't comment here.

The second question is the focus of our analysis. How to build an efficient and stable recruitment team, I think we can start from the following aspects:

First, do a good job in recruitment. The recruiter is the first person to contact the applicant in the company and is the facade of the company. Every word and deed of the recruiter represents the image of the company. Professional and friendly recruiters can invisibly increase candidates' goodwill towards the company, so we should recruit recruiters according to the competency model and qualification standards, rather than demanding too much. Recruiters must have good information analysis ability, business understanding ability, insight into people's hearts, ability to open up channels, perseverance, excellent communication skills, and most importantly, have a service mentality, treat candidates as their own customers and parents, and be proud of recruiting people who are better than themselves.

Second, the training system. Before joining the company, recruiters may come from different companies and industries with different levels. They need detailed induction training, including corporate culture and professional knowledge training, company strategy and objectives, employment concept, organizational structure, job responsibilities, salary system, welfare policy, recruitment process, etc., so as to quickly enter the role. Many recruiters don't understand the company and position, so naturally they can't clearly and accurately convey the company and position to the candidates, and even what different recruiters say is inconsistent, which will bring doubts to the candidates. In normal work, we should also ask the company's business experts to conduct business and process training for recruiters to enhance their understanding of team business, so that when talking with candidates, we can chat with them in professional terms and narrow the distance between the two sides. In addition, it is necessary to regularly train recruiters in recruitment skills, so that recruiters can have room for improvement in their professional skills.

Third, clear job responsibilities. As an organization, the recruitment department must have a clear organizational structure, and the responsibilities of each position must be clear. Recruiters, hiring supervisors, hiring managers and hiring supervisors should perform their respective duties, and they should not be absent or offside. The recruitment supervisor or the recruitment manager is responsible for the performance of the whole recruitment department, and the recruitment supervisor and the recruitment specialist are responsible for their respective recruitment tasks. If the number of recruiters is large, they can also be classified by job group. For example, someone is responsible for the recruitment of sales personnel, financial personnel, personnel administration and legal affairs, and technical personnel, which is conducive to cultivating professional recruiters and improving recruitment efficiency.

Fourth, the assessment system. Assessment is a very important work in team management, connecting the past with the future. Through assessment, the company's recruitment objectives can be decomposed into each recruiter, thus achieving the company's phased recruitment objectives; Through assessment, recruiters can be divided into three categories, so as to survive the fittest; Through assessment, recruiters can risk their own shortcomings and improve their own shortcomings through training and guidance; Evaluating the value created by each person through examination can be used as the basis for rewarding merit and promoting position. The assessment of recruiters should not only look at the results, but also at the process control, especially to put an end to the short-sighted behavior of recruiters, behaviors that harm the interests of the company and illegal behaviors.

Verb (abbreviation of verb) incentive system. The salary structure of recruiters consists of basic salary+performance salary+bonus. The basic salary is linked to the level and qualifications of the recruiter, the performance salary is linked to the completion of performance goals, and the bonus is linked to the overfulfilling of tasks. Generally, the bonus base is set according to the level and difficulty of the overstaffed position. In order to assess recruiters more objectively and prevent their short-sighted behavior, candidates can be set to pay 40% bonus within three months, 40% within half a year, 20% after one year and once a quarter. The total bonus level should be linked to the market, and the income of a good recruiter can be compared with the corresponding headhunter income level.

Sixth, flexible promotion channels. Recruiters are also a relatively mobile group, jumping from Party A to Party B and from Party B to Party A ... If the company does not have good promotion channels, it is difficult to retain people. From recruitment assistant-recruitment specialist-recruitment supervisor-recruitment manager-recruitment director, there should be corresponding rank standards and corresponding salary and welfare standards, and there should be a rating of 1-2 every year, so that recruiters can see the direction and hope of their efforts, and only look at the merits, not the hardships.