Requesting corporate human resources management cases and case analysis

To provide you with a case analysis of one of the modules of human resources management - personnel recruitment and allocation:

Shanghai General Motors Co., Ltd. (SCM) is the president of Shanghai Automotive Industry (Group) The company's joint venture with General Motors is one of the largest Sino-US joint ventures in my country so far.

SGM’s goal is to become a leading domestic and internationally competitive automobile company. A first-class company needs a first-class workforce. Therefore, how to build a high-quality workforce is a primary issue of great concern to both China and the United States. At the same time, SCM's development vision and goal positioning also determines its high requirements for employee quality: not only excellent skills and management capabilities, but also outstanding self-motivation, self-learning ability, adaptability, communication skills and teamwork spirit. It is undoubtedly a major challenge for SGM to objectively and fairly recruit and select high-quality employees for various positions in a short period of time.

1. "People-oriented" open recruitment strategy

"Not to control, but to provide services", this is the characteristic of the functions of SGM's human resources department, and it is also consistent with the functions of the traditional personnel department. Significant difference.

First of all, according to the company's development strategy and purpose, it is established to convey the concept of "people-oriented" as the guiding ideology of recruitment. In the process of recruiting employees, SGM also pays special attention to the matching of the two-way needs of applicants and the company while insisting on two-way selection. Applicants must identify with the company's purpose and five core values: customer focus, safety, teamwork, integrity, and continuous improvement and innovation. At the same time, the company also fully considers the high-level value realization needs of applicants for self-development and self-realization, and tries its best to provide good opportunities and conditions for the development of employees.

Secondly, according to the company's development plan and production and construction progress, a pull-type employee recruitment plan is formulated, and recruitment is implemented in a hierarchical and step-by-step manner based on the company's organizational structure and the actual needs of each department's positions. From July 1997 to June 1998, the first-level recruitment plan for senior workshop managers, department managers, key engineers, administrative department managers, professional engineers, and section leaders was implemented in two steps; from the end of 1998 to October 1999 The second-level recruitment plan for team leaders, first-shift operators, maintenance workers, and engineers will be implemented in two steps every month; the recruitment of second-shift and third-shift production personnel will be carried out simultaneously with the pull-type production plan.

Secondly, based on the company's development goal of "a first-class enterprise needs a first-class workforce", establish an employee recruitment policy for a broad selection of talents across the country. According to the level and nature of the position, different news media are selected to publish recruitment information in a targeted manner, and a combination of self-recruitment and entrusted recruitment is adopted, mainly using the media and the talent market.

Thirdly, in order to ensure the reliability and validity of the recruitment work, a personnel evaluation center was established and standardized, procedural and scientific personnel evaluation principles were established. It also invested hundreds of thousands of yuan to hire a well-known foreign consulting company to train evaluators, and drew on the American GM company and its existing "lean production" model model to design a "personnel evaluation plan" with SCM characteristics and clarify various positions. Requirements for personnel quality.

Finally, establish a talent information database and uniformly design job description forms, application registration forms, personnel evaluation forms, employee budget planning forms, and goal tracking management forms.

In the past two years, the company has received more than 50,000 letters from job applicants. At most, more than 700 letters were received in one day, and the mailroom could only use baskets to collect them. These letters came from all over the country, and some came from foreigners from countries such as Australia and Europe. In order to process these letters accurately and timely, SCM established a talent information system and opened a recruitment inquiry hotline. Thousands of applicants and baskets of letters from applicants are the best test of the success of SGM's recruitment strategy.

2. Strict and standardized evaluation and recruitment procedures

Those who attended the SGM recruitment session at the Shanghai Science Hall on February 7, 1998 all lamented: "Shanghai GM has a high talent recruitment threshold!" On that day, all applicants who enter the venue must undergo a preliminary screening of the minimum qualifications for the 12 evaluator positions in the lobby. Only qualified candidates can enter the interview table on the second floor. The hiring department will have an initial two-way meeting with the applicants. If they are interested, The Human Resources Department will then arrange a dedicated assessment time. Among the 2,800 people who entered the Science Hall, only a hundred people were evaluated after passing the preliminary interview, and only a few dozen people were finally formally hired.

1. Recruitment personnel must undergo evaluation.

This is the most important link in SGM's recruitment process, and it is also a major feature of SGM's recruitment and selection method. In order to ensure that it can recruit and select high-quality employees who meet the needs of first-class enterprises and first-class products, the company draws on the experience of GM's factories in Germany and the United States using personnel assessment centers to recruit employees, and combines China's culture and personnel policies to establish a specialized The Personnel Assessment Center is one of the important organizational agencies of the Human Resources Department. The entire assessment center is equipped with a reception room, interview room, scenario simulation room, and information processing room. Center personnel have also received specialized training. The establishment of the assessment center ensures the objectivity and fairness of the recruitment work.

2. Standardized and programmed evaluation model

The entire evaluation activities of SCM are completely conducted in accordance with the standardized and programmed model. Anyone who is hired must go through nine procedures and links including form filling, screening, written test, objective interview, scenario simulation, professional interview, physical examination, background investigation and approval. Each procedure and link has standardized operating specifications and scientific selection methods. The written test mainly tests the applicant's professional knowledge, relevant knowledge, special abilities and tendencies; the target interview involves face-to-face question-and-answer discussions between evaluators trained by international professional consulting organizations and the applicant to verify the information already in the registration form. , and further obtain information, among which professional interviews are completed by the employing department; scenario simulation is to compile a set of test items similar to the actual situation of the position based on the positions that the candidates may hold, and arrange the testees in simulated and realistic situations In the work environment, subjects are required to deal with various problems that may arise, and a series of methods are used to test their psychological quality and potential abilities in a variety of ways, such as completing exercises through two groups of leaders without a leader, and observing candidates for management positions. The candidate’s leadership ability, leadership desire, organizational ability, initiative, persuasive ability, oral expression ability, self-confidence, communication ability, interpersonal skills, etc. SCM has also extended scenario simulation to the selection of skilled workers, such as through gear assembly exercises to evaluate applicants' motor dexterity, quality awareness, operational orderliness and behavioral habits. During the actual operation, observe the various behavioral abilities of the candidates, and it will be clear which ones are better and which ones are worse.

3. The trade-off between the two relationships

SCM’s personnel selection model, especially its theoretical basis, pays more attention to the following two relationships than general interviews and psychological tests including IQ, ability, personality, and character. Comparison and trade-off:

(1) The relationship between personality quality and work skills. The company believes that high-quality employees must have excellent personality qualities and good work skills. The former is the result of long-term education, environmental influence and genetic factors. It includes a person's learning ability, behavioral habits, adaptability, work initiative, etc.; the latter is obtained through vocational training and experience accumulation, such as special work Skills, management capabilities, communication skills, etc. The two are cause and effect to each other; but relatively speaking, work ability is easier to train, while personality quality is difficult to train. Therefore, when selecting and recruiting employees, we must not only look at their work abilities, but also pay attention to their personality qualities.

(2) The relationship between past experience and future development. Countless facts have proven that how a person treats success and failure in his or her past experiences has a positive or negative impact on his or her future achievements. Therefore, analyzing the behavior shown in its past experiences can predict and judge its future development.

SCM selects candidates based on the above two concise and practical theories, experiences and job requirements to select scientific evaluation methods, determine the main behavioral indicators of evaluation, and select candidates.

For example, in an employee recruitment process, an applicant has entered the eighth step. After a background check, it is found that he has concealed the fact that he was punished for fighting in school in the past. When he is questioned again, he still has this information. Conceal things. In this regard, the company believes that although people will inevitably make mistakes in life, concealing mistakes is a matter of personal quality. Personal quality problems will affect their future development. In the end, after everyone discussed and discussed, they unanimously decided not to hire him.

4. Adhering to the principle of "what's lacking, don't overdo it"

In order to recruit a section leader, the recruiters from the Human Resources Department reviewed all the talent information of the Shanghai Talent Service Center and found that those who met the requirements of the position had preliminary qualifications. There were only 6 qualified people, but after evaluation, unfortunately none of them qualified. In this regard, department managers from both the Chinese and foreign sides affirmed: "We will never relax the recruitment requirements for this position. We would rather leave it temporarily vacant than let an unsuitable person occupy it." A random sample of 75 of the 200 employees hired within a period of time was investigated, and a comparative analysis was made between the results of their recruitment evaluation and the results of the half-year performance evaluation. It was found that the evaluation results at that time were basically consistent with the actual assessment results, and the consistency rate was It reaches about 84%, which proves that the assessment of the Personnel Assessment Center has high reliability and validity.

I hope the above information is helpful to you!