Case analysis of human resources

Case: nlc Chemical Co., Ltd. is a multinational enterprise, which mainly develops, produces and sells drugs and pesticides. Niton Company is a subsidiary of nlc Chemical Co., Ltd. in China, which mainly produces and sells medical drugs. With the expansion of production business, in order to manage and develop the human resources of the production department more effectively, the general manager of the branch called Yu Xin, the manager of the production department, and Kou Jianhua, the manager of the human resources department, to his office in early 2000. Finally, the general manager said that he hoped to find talents through external recruitment.

After leaving the general manager's office, Kou Jianhua, the manager of human resources department, started a series of work. On the choice of recruitment channels, Kou Jianhua, the manager of human resources department, designed two schemes: recruiting professionals in the professional media of this industry, with a cost of 3,500 yuan, which has the advantages of higher counterpart ratio and lower recruitment cost; Disadvantages: the propaganda of enterprises is small. Another plan is to do recruitment in the mass media at a cost of 8,500 yuan; The advantages are: the enterprise has great influence; Disadvantages: the proportion of non-professional talents is very high, the workload of early screening is large, and the recruitment cost is high; Initially choose the first option. After reading the recruitment plan, the general manager thinks that the company is in the initial stage of development in Chinese mainland and should not miss any opportunity to promote the enterprise, so he chooses the second plan.

Its job advertisements are as follows:

Your employment opportunity is in Niton Company, which is a subsidiary of Niton Chemical Co., Ltd..

1 position: human resources supervisor of the production department for new industries that want to develop rapidly.

Responsible for the coordination between production department and human resources department.

Seize the opportunity! Full of confidence!

Please send your resume to the human resources department of Netton Company.

Within a week, the human resources department received more than 800 resumes. Kou Jianhua and HR staff screened 70 valid resumes from 800 resumes, leaving 5 people after screening. So he went to the office of Yu Xin, the manager of the production department, and gave the resumes of these five people to Yu Xin, asking Yu Xin to make an appointment for an interview directly. After screening, department manager Yu Xin thinks he can choose from two people ―― Li Chu and Wang Zhiyong. They compared the information of two people as follows:

Name/gender/education/age/working hours/previous work performance/results

Li Chu, male, with a bachelor's degree in business administration, is 32 years old. He has 8 years' experience in general personnel management and production. He has performed well in the first two jobs and can be hired.

Wang Zhiyong, male, with a bachelor's degree in business administration, has 32 or 7 years' experience in personnel management and production, and worked in two units before. The first supervisor has a good evaluation, and there is no evaluation data of the second supervisor, so he can be hired.

As can be seen from the above data, the basic data of Li Chu and Wang Zhiyong are similar. However, it is worth noting that Wang Zhiyong was not evaluated by the previous company director during the recruitment process. The company informed both of them and waited for the notice in a week. In the meantime, Li Chu has been waiting for good news; Wang Zhiyong called the HR manager Kou Jianhua several times, thanking him for the first time and expressing his strong desire for the job for the second time.

After repeated consideration, Yu Xin, the manager of the production department, came to the manager's office of the human resources department to discuss with Kou Jianhua who could be hired. Kou Jianhua said, "Both candidates look good. Which one do you think is more suitable? " Yu Xin: Both candidates have passed the qualification examination. The only problem is that the director of the second company in Wang Zhiyong provides too little information, but even so, I don't see any bad background. What's your opinion?

Kou Jianhua said, "Good, because of the manager, you and I obviously had a good impression of Wang Zhiyong's interview performance. He is a bit smooth, but I think I will get along with him easily. I believe that there will be no big problems in my future work. "

Yu Xin: "Since he wants to deal with you, of course it is up to you to make the final decision." So, I finally decided to hire Wang Zhiyong.

Wang Zhiyong has been working in the company for six months. During his work, through observation, he found that Wang Zhiyong's work was not as good as expected. He often fails to finish the assigned work on time, and sometimes even shows incompetent behavior, which causes complaints from management. Obviously, he is not suitable for this position and must be dealt with.

However, Wang Zhiyong is also very aggrieved: after working in the company for a period of time, the company environment and various aspects described by the recruitment are not the same as the actual situation. After entering the company, the original salary has been reduced. The nature of the job is also different from that described in the interview, and there is no formal job description as the basis of the job.

So, whose problem is it?

Case study:

After the recruitment process, the whole recruitment work was not scientifically evaluated. Seemingly completed, it is actually a result of "failure". Perhaps the president of Netton never thought that the main reasons for the failure of recruiting Wang Zhiyong were the lack of human resource management and process, and various mistakes or mistakes in recruitment. Because recruitment is not independent of other human resource management activities, its failure also reflects the shortcomings of other human resource management work in enterprises. Enterprises need to realize that in the whole process of recruitment, selection and employment, every "point" mistake may bring "face" losses to the future human resource management of enterprises. How can enterprises play the role of Bole in "recruitment"? Below we will elaborate on the shortcomings of the above cases in recruitment operation.

crux of the matter

1. Lack of job analysis

Looking at the description of Knighton's job advertisements, readers have an impulse to apply for a job, but this impulse cannot represent others. When job seekers need detailed information, they don't know what this position is for. The company did not mention the detailed description of the position and the knowledge, skills and physical strength needed to be qualified for the position. In this way, in the process of recruiting resumes, a large number of people who are not suitable for this position will come to the interview, which will bring some trouble to the interview work.

On the other hand, in the process of interviewing, screening and evaluating company personnel, due to the lack of scientific tools as a means to evaluate the quality, level, technology and business strength of the personnel, the interviewer's subjective views account for far more than the scientific evaluation methods. Due to the lack of job analysis, there is no scientific basis for employing people in the recruitment process, which is easy to cause the gap between the hired personnel and the job requirements, and even the embarrassing situation that the candidates are completely inconsistent with the job.

2. Lack of human resources planning and recruitment planning

Generally speaking, the problems in enterprises are caused by the lack of human resources planning and recruitment planning. For example, enterprises are often understaffed, and their business strategic plans are often delayed or changed because of the untimely arrival of personnel. The existing staff of the enterprise are facing great work pressure, which affects their work enthusiasm, leads to more and more work to be completed, leads to the decline of the credibility of the enterprise, and thus weakens their business ability. If human resource management can't make proper planning, enterprises will be forced to respond after some upcoming events, not before. This reaction will not be selective, so it will not be stopped.

3. Cost efficiency and recruitment methods are not fully considered.

Knighton company did not consider the cost efficiency of recruitment before recruitment, which caused a series of waste. In the selection of recruitment channels, Nexton wants to strengthen the publicity of enterprises in the market and use influential media. Due to the large audience of advertisements in popular newspapers, if too many people respond to job advertisements, the human resources department will lose the ability to control the recruitment cost, the types of job seekers and the number of job seekers in the recruitment work, which will make it difficult for the human resources department to carry out its work and make the human resources management planning of enterprises unable to be realized normally.

4. Ignore the influence of external and internal factors

Like some business presidents, the general manager of Netton is convinced that anyone they need can always be recruited from the talent market. In fact, in the process of recruitment and employment, enterprises will be influenced by external factors, relevant national laws and external talent market; The internal cultural atmosphere, strategic thinking and goals of enterprises are also the forces that affect the way enterprises recruit and employ people. In addition, technical improvement, personnel model and company behavior, preferences, attitudes, changes in local and international markets, changes in economic environment and social structure, and revision of government regulations and policies will all have an impact on human resource recruitment. Personal factors of job seekers more or less affect their career choice tendency.

5. The recruitment procedure is not standardized and scientific. Select and employ people.

Many enterprises are basically the same as Nexton: many steps or scientific selection methods are omitted in the recruitment process. As far as job seekers Li Chu and Wang Zhiyong are concerned, only basic information such as name, gender, education level, age, working hours and previous work performance is enough for personnel selection. At this time, general enterprises often judge the subjective impression of job seekers through interviews, and the objectivity and accuracy of this judgment are questionable. In addition, Nexton Company does not evaluate job seekers through quantitative evaluation methods such as simulated scenario evaluation, which will affect the recruitment results during the interview.

6. Ignore the background information of job seekers.

7. It is detrimental to the honor of the enterprise to publicize the falsehood of the enterprise and the invalidity of the commitment to the job seeker.

8. Psychological preference of managers.

9. There is no post-recruitment evaluation, cost-benefit evaluation, information and effectiveness evaluation.

solution

First, human resources planning.

Human resource planning is to transform the business strategy and objectives of an enterprise into the demand for human capital, and analyze and stipulate some specific objectives of human resource management from the perspective of overall promotion and quantification of the enterprise. The results of human resource planning can make managers know what kind of people should be recruited to fill what kind of job vacancies. Its value has been ignored by many companies like Nexton. Some companies think this work is too difficult; Other companies themselves are not aware of the necessity of human resource planning. Few companies make a detailed and thorough analysis of the acquisition and utilization of human resources. How to put the right talents in the right positions is the key to the success or failure of human resource management in enterprises. It is very necessary for enterprises to achieve the predetermined human resource management goals and make corresponding human resource planning.

The key technology of human resource planning is human resource forecasting, one is supply forecasting and the other is demand forecasting.

In the process of forecasting, the accuracy of business forecasting and the management judgment of forecasters are important variables that affect the type and quantity of employee demand. Forecasters should be able to separate these factors and collect historical data for forecasting. Logically speaking, the demand for human resources is obviously influenced by functions such as output, sales volume and tax, but for different enterprises or organizations, the influence of each factor is not the same.

Second, recruitment planning

Recruitment planning requires turning the description of job vacancies into a series of goals, and concretizing this goal and the number and types of related job seekers. More specifically: on the one hand, the number of recruits is required in the planning, on the other hand, the recruitment type should be determined; On the one hand, enterprises must plan to attract a certain number of people to apply for this position.

In the recruitment work cycle, like Nexton Company, it often takes 6-8 weeks to inform and screen job seekers in the recruitment screening process without prior planning, and it takes 65,438+0 weeks or even longer to decide whether to provide jobs. The person selected after the decision must inform himself, which usually takes 2 weeks. Therefore, even if the process goes smoothly, the positions involved will need to be vacant for several weeks. Human resource forecasting predicts the vacancy situation of enterprise positions in demand forecasting, and makes new recruitment plans according to previous recruitment experience, so as to prepare for the implementation of enterprise business development strategy.

The enterprise recruitment plan includes information such as the number of recruits, the quality requirements of recruiters, candidates, funds, recruitment channels, personnel demand plan reports, etc. It is based on low cost and recruits high-quality talents suitable for enterprises. Only in this way can it play a positive role in the overall development of enterprises.

Recruiting people at different management levels in an enterprise requires different tasks. For senior managers, recruitment planning includes reviewing and approving recruitment plans, job analysis and formulating general recruitment policies; Determine recruitment standards, establish employee compensation system, etc. The main job of each department manager is to provide information such as the number and type of vacant positions in his department to the Human Resources Department, and to participate in the screening and evaluation; The human resources department is the core department of recruitment, the department that implements all the work, and the designer and executor of the company's general recruitment policies, plans and procedures. Cooperate with business departments to carry out specific recruitment work, recruit, screen and hire job seekers. In the specific implementation of recruitment, cost control, selection of recruitment channels, error control in recruitment, interview, screening, employment, etc. are all within the scope of work of human resources departments, which have the right to exercise their functions and powers, and senior managers of enterprises should also give help and support to their work.

In the recruitment planning, we should pay attention to the following principles: operability principle, employee saving principle, scientific and effective principle, combination of whole and part principle, and flexibility principle.

Third, job analysis.

Another mistake made by Knighton Company in recruitment is that there is no job description of the corresponding position as a reference and standard for recruitment. Job analysis is the concrete implementation of job description. By understanding the basic situation of the enterprise, analyzing the function of the enterprise, it determines the scale of the enterprise and sets a standard for the enterprise. It collects and analyzes the following work information by compiling a series of "modulus", "unit" and standardized terms: (1) What do people do at work? (2) What methods do people use? (3) What knowledge and skills do people have? (4) What knowledge and skills do people have? Job analysis provides a strong basis for enterprises to determine vacant positions in recruitment planning. In addition, it also helps enterprises to understand what tasks, methods and skills are needed for the positions they recruit; Or it is very important for job seekers to know what they want to do and what the company requires of employees.

Fourth, recruitment, selection and employment procedures

The recruitment procedures of enterprises are generally slightly different according to different positions, responsibilities and positions. The general procedure is as follows:

1. According to the enterprise human resource planning, forecast the demand and supply of personnel, determine the net demand of personnel, formulate the standard selection and employment policy, and formulate supplementary plans, deployment plans and promotion plans for different personnel in different periods under the guidance of the enterprise's medium-term business plan and annual business plan.

2. According to the job description, confirm the qualifications of the vacant position and the criteria for recruitment and selection. On this basis, determine the recruitment and selection technology.

3. Draw up a specific recruitment plan and report it to the top management for approval.

4. The Human Resources Department puts in recruitment advertisements to maximize the attraction and prepare for other work.

5. Check the job application form for preliminary screening.

6. Interview or written test.

7. Psychological test and scenario simulation test.

8. Conduct background investigation and physical examination on the hired personnel.

9. Employment decision-making, probation period and signing labor contracts.

Fifth. Do recruitment evaluation work

Whether it is the operation steps or the specific implementation details of each step, enterprises should refer to certain specifications.

In the process of interview and selection, scientific methods play a vital role in personnel selection. How to objectively understand the professional knowledge level, appearance, work experience, job-hunting motivation, expression ability, reaction ability, personal accomplishment, logical thinking, etc. of job seekers through formal talks, written tests, scenario simulations, psychological tests, skill tests and knowledge tests, and make judgments and decisions on whether to adopt them. But it is difficult to fully understand. As long as we make good preparations, adjust the interview process, do a good job in the interview structure and pay attention to details, we will reduce unnecessary mistakes in the interview screening, such as some problems that need special attention often encountered in enterprises: making employment decisions because of premature impressions; Too much emphasis on the unfavorable content in the interview form, so that it is impossible to fully understand the individual; Interviewers don't understand the conditions of job vacancies and can't master the correct standards to measure them; The interviewer lacks interview experience; The interviewer talks too much during the interview; Recruiting in order to complete the task; Interviewers are easily influenced by job seekers; The interview is unstructured, which is not comprehensive; Psychological deviation, first impression, halo effect and centripetal effect will all lead to different results.

Sixth. Recruitment and selection should pay attention to validity and reliability.

In general, credible tests are not necessarily effective, and effective tests are not necessarily credible. However, these two indicators can not be ignored in the test, which can help enterprises to understand the information of job seekers more accurately and in detail. Validity is the degree of conformity between the qualities that the recruiter really tests and the qualities that he wants to test. Generally speaking, the greater the value of validity coefficient, the more effective the evaluation is. Among the three kinds of validity, predictive validity is more effective in the ability and potential test. The test of job seekers during interview and selection is generally used to compare the performance appraisal scores after employment. The greater the correlation coefficient, the more effective the test is. Compare the effectiveness of the same test with the performance or job evaluation of employees. As a job seeker, if he has little work experience, this test can't understand the ability and potential of the job seeker. The evaluation of content validity is mainly based on the experience of the interviewer or tester, which is mostly used for knowledge test and practical operation test, and is not suitable for predicting ability or potential.

Seventh, publicize the false and invalid promises of enterprises to job seekers.

In order to attract more job seekers, some enterprises publicize what the company itself can't do, and even promise impossible promises. In fact, it may temporarily attract some job seekers to work in the company, but once the job seekers enter the company to understand the details or their unfulfilled promises, the negative impact will outweigh the positive impact brought by publicity. When Wang Zhiyong joined the company, he found that the company's promises didn't match the facts. In his emotions, he was obviously disappointed and felt cheated. If this continues, it will not only affect its work efficiency, but also bring immeasurable losses to the reputation of the enterprise. Therefore, this practice is absolutely impossible for enterprises.

Eighth, objectively and practically influence the psychological preference of managers.

finally

In the process of personnel recruitment and employment, recruiters will encounter all kinds of problems, which requires recruiters to have a fair attitude and corresponding knowledge and skills, so as to avoid all kinds of misunderstandings in the recruitment process and ensure that the recruited personnel meet the requirements of the organization, otherwise it will not only be conducive to the development of the organization, but also to the personal career development of employees. In this case, mistakes caused by the recruiter's personal reasons should be avoided. The gradual normalization of enterprise recruitment can greatly improve the overall human resource management of enterprises. There is an old saying: "A thousand troops are easy to get, but a general is hard to find", "A swift horse often has bole, but not often". The role of recruitment in the formation of enterprise human resources is like "Bole". Only when enterprises learn to be "Bole" well can many "talents" gather in the enterprise, and an excellent staff can be formed to take advantage in the fierce market conditions.