Please share, how to establish a recruitment system in the construction industry?

Establishing an effective recruitment system needs to be forward-looking, strategic, pragmatic and at the lowest cost. At present, the recruitment process of many institutions is that managers of various departments contact the human resources department when there is a vacancy or need to increase the staffing, and they often hope to get manpower in the shortest time. Therefore, recruiters in the human resources department began to adopt various recruitment methods through various recruitment channels. Because of the screening of a large number of resumes, the interview process and the qualified candidates themselves, this process may last for several months. In this way, recruiters may be tired of filling vacancies throughout the process. The results of recruitment may be useful, but the recruitment process is inefficient.

The establishment of an effective recruitment system is not completely divorced from the task requirements of recruitment itself, but should focus on the strategy of organizational management and development, focus on the short-term and medium-term business objectives of the organization, and combine the whole social and economic development. This requires us to establish a scientific, effective, responsive and flexible recruitment system in formulating work objectives, methods and specific work, so as to ensure the stable development of the organization to the maximum extent and reduce blindness and randomness in recruitment.

First of all, carry out job analysis and formulate clear and detailed job requirements description and job description.

In the development of the organization, new jobs are constantly emerging, new production technologies are constantly emerging, and the internal and external environment of the organization is constantly changing. Timely job analysis is very important. As far as recruitment is concerned, the participation of recruiters in the job analysis process can help them understand the qualifications necessary for a certain job, grasp the timely job changes, and predict the potential overstaffing or manpower shortage in the organization in time. A clear and detailed job description and job description is an important foundation in human resources practice. At the same time, it can reduce the blindness in recruitment and avoid the randomness of grasping the qualifications of candidates. Through a clear and detailed job description and job description, the organization may not be the best person but the most suitable person. In the recruitment process, recruiters must pay attention not to be completely attracted by the excellent personal conditions of candidates, but to take the job description as the benchmark. This is because the job satisfaction of people who are higher than the job requirements is low, and the requirements for starting salary will be changeable, which is not conducive to the consistency of the salary system. At the same time, their sense of job accomplishment may soon be satisfied and eventually leave, which will cause great losses to both organizations and individuals. So people often say: find the right person to do good things. A clear and true job description and job description is indispensable for recruiters and the first condition for establishing a recruitment system.

Second, make a reasonable forecasting process of organizational human demand changes.

Generally speaking, the forecast of the change of human demand is corresponding to the development strategy of the organization and the internal and external environment of the organization. The forecast of manpower demand mainly refers to the forecast of quantity, quality and structure. Reasonable forecasting process of human demand changes can not only improve the initiative of recruitment, increase the timeliness of recruitment, enhance the adaptability to the market and competitors, but also help organizations reduce the human risks that may be encountered in the process of business development, thus improving the relevant interests of the organization.

The factors that affect the change of organizational manpower demand are: the adjustment of organizational structure, the relationship between supply and demand in the market, the upgrading of products and services, the target scale of organizational development, the stability of manpower, and the changes of other organizations in the industry. In order to obtain these real, accurate and effective prediction results in time, it is necessary to collect all kinds of internal and external information that affect the changes of human needs.

The collection of internal information of the organization should adopt a flat workflow, formulate a reasonable forecasting workflow according to the above-mentioned related factors, standardize the early warning mechanism and periodic reports of various departments (such as the description of quantitative indicators such as changes in the target market and the increase or decrease of market share provided by the marketing department), strengthen the regular communication between recruiters and line managers, and regularly combine the information provided by relevant departments to obtain more accurate, timely and effective internal personnel demand information. What needs to be emphasized here is that taking the operation degree of the process as a part of the performance appraisal of all departments in the organization is an indispensable guarantee for information acquisition. Without the relevant performance appraisal as a guarantee, it is hard to imagine getting timely and accurate internal information.

External information includes: national economic development trend, industry development level and trend, economic development level of the region where the organization is located, supply and demand of human resources, relevant laws and regulations promulgated by the state and regions, etc. The acquisition of external information is generally the responsibility of the human resources department, and methods such as inquiry investigation, literature investigation, entrusting professional institutions and personal interviews can be adopted.

After obtaining all kinds of internal and external original information materials that affect human needs, we must scientifically process and refine them to find out useful information and delete useless information. For the degree of information utilization, the specific operators must be forward-looking and consider it from the dimension that is conducive to safeguarding organizational interests and giving full play to human potential. The forecasting process of human demand change is an indispensable and important link in establishing a modern scientific recruitment system. It is a change from traditional transactional recruitment: advertising, telephone and interview to modern predictable scientific recruitment, and it is a change from quantity to quality. In the whole process of forecasting the change of people's demand and testing the final result, it is necessary to do a good job of pre-evaluation and post-feedback to make the forecasting process more operable and reasonable.

Third, create rich recruitment channels and flexible recruitment methods.

Personnel recruitment can be implemented through internal recruitment and external recruitment. Internal recruitment can maximize personal potential, improve personal learning ability and work enthusiasm, and reduce the direct recruitment cost of the organization. A fair and transparent internal recruitment service has very positive advantages for the recruitment of large and medium-sized organizations. Opaque and unreasonable internal recruitment services often dampen employees' enthusiasm and reduce their performance.

Internal recruitment refers to the internal announcement of vacant positions through BBS, intranet and feedback meeting after performance appraisal. To ensure the maximum coverage of internal information transmission. At the same time, employees should be encouraged to actively participate, such as self-recommendation, recommendation by others and recommendation by departments. To do this well, it is suggested that when doing performance appraisal, the enthusiasm of candidates should be linked with employees or departments, and employees should be encouraged to apply in the system, so that the enthusiasm of candidates can be linked with personal development, which will be positive in the system and will not hurt employees' self-esteem. For employees who are not selected, it is necessary to explain the reasons in detail and put forward their personal prospects, so that the whole application process of each employee is a promotion process. External recruitment can be used when there is no suitable candidate for internal recruitment, especially when supplementing junior positions and acquiring employees with new technologies and new ideas.

The sources of external recruitment are vocational schools, universities, enterprises and institutions, other organizations in the industry, social unemployment and laid-off workers. Choosing a suitable source of personnel should consider the needs of the position and the development of the organization. Even if the same position is needed in different development periods of the organization, the source of personnel is different. There are many methods of external recruitment. At this time, recruiters should also consider the maximization of results and the minimization of costs, and the adoption of recruitment methods should be suitable for organizational culture and image. In recruitment activities, every organization will have many methods to choose from. With the rapid development of information technology, it will be a development direction to adopt long-term, open, economical and convenient electronic recruitment. To use a popular job advertisement, that is: do your best! To sum up, the essence of establishing an effective recruitment system is to know clearly in the recruitment process: what kind of people to recruit, when to recruit how many people, and how to recruit the right people. In today's organization, almost everyone is saying: people-oriented. In fact, emphasizing people-oriented is the embodiment of the surplus value of science and technology and knowledge. The application of science and technology and the creation of knowledge are inseparable from people. If an organization has no humanistic care and respect for people, even if it increases its capital investment, it will eventually decline with the diminishing marginal benefits. Therefore, in the process of continuous development of the organization, people-oriented is not only the guarantee of maximizing the economic interests of the organization, but also the condition of maximizing the personal interests. Recruitment has a long way to go!