What are the seven steps of a complete recruitment process?

1. Forecasting the recruitment demand The company should make a forward-looking internal succession plan and reserve a group of candidates who can fill future job vacancies. However, most companies only start recruiting when there are vacancies in senior management positions. In fact, companies should check the demand for senior leaders at least once every two to three years and make a talent reserve plan for senior management positions.

2. Detailed job requirements If the company wants the new executive to be more than a flash in the pan after taking office, it must explain in detail what relevant skills and experience the position requires, determine whether the candidate has the ability to lead the future team, and consider the influence of the company culture and environment on the performance of the new executive.

3. Establishing a pool of candidates When looking for candidates, companies should cast a wide net, not only in the usual scope of talent consideration, but also pay attention to "insiders", that is, candidates with objective perspectives within the company (such as personnel of international branches) and "outsiders", that is, trusted former employees, customers, suppliers or consultants of the company. In addition to considering the candidates themselves, the company should also contact people who can provide excellent candidates to save search time and energy.

4. Evaluation of candidate talents The company should select several smart, well-trained and fair interviewers-usually the future boss of the applicant, the boss's boss, and the top human resources supervisor to conduct interviews and background checks. They can't just use messy and general questions to examine candidates, but should use "behavioral event interviews" to understand candidates' past practices and ideas in dealing with specific events. They can ask the applicant's former boss, colleagues and subordinates about their work ability. It is best for the three interviewers to reach an understanding of the best candidate, and the final decision should be made by the candidate's future direct boss.

In addition to establishing a fair and reasonable salary structure, the contracting company should also promise the candidates to help them achieve career success. Recruiters must describe the job requirements realistically, not just the positive side, so that candidates can accept the job more easily, they are more satisfied with the job, and the turnover rate after taking office is lower. When signing the contract, let the supervisor of the position you are recruiting personally participate, not just the human resources department. If recruiting top management talents, the CEO should be involved.

6. Integrating new talents is just like the integration work that must be done after the acquisition. After recruiting excellent candidates, the company should also try to integrate them into the new environment. To this end, the company can arrange experienced and first-class instructors for them to ensure that new employees will report to their superiors, tutors and human resources departments on a regular basis regardless of whether they encounter problems.

7. Review the effectiveness of the recruitment process A perfect recruitment process can reduce the probability of recruiting the wrong person, but it is impossible to completely avoid recruiting the wrong person. Once the company finds that the recruited talents are not suitable, it should be decisively dismissed in the first year. Companies should regularly check the recruitment work, reward insightful interviewers, and hold all evaluators responsible for their evaluation quality, so as to encourage them to improve the quality of talent evaluation in the future.