What are the problems in HR job fair? How to solve it?

People who do HR often recruit people, recruiting more people and encountering more problems in actual combat.

This paper summarizes eight recruitment problems that HR often encounters at work, and puts forward targeted solutions. If you have more questions, please leave a message and discuss with us.

1 How to review the recruitment requirements submitted by the employing department?

Many HR leaders complain that the employment requirements put forward by the employment department are simply not found in the market; Or we can find such people, but others don't want our platform; Or there are various situations such as conflicts between employment requirements and job characteristics.

The difference of views between human resources department and employing department will lead to the inefficiency of recruitment.

First of all, the company must establish a systematic recruitment process, which can refer to other companies or be improved in the process of continuous recruitment. The core element is to set the business department boss as the person in charge of the audit.

Secondly, it should be linked to the budget, and the budget of each department should include the cost of human resources. If the cost of human resources is regarded as an evaluation index of managers at all levels in the business department, they will inevitably consider how many HCs are better, how to better play their internal combat effectiveness and so on. And the average efficiency of people can also be included in the evaluation index.

Finally, it should be linked to the project. If HR knows what kind of projects in the industry and who is more likely to do them, it can provide more added value to business departments and help them make decisions.

In the case of disagreement with the employing department, the human resources department should always maintain a service attitude, maintain communication and jointly formulate recruitment needs and plans. Even in the recruitment process, it is more direct and effective to let the employing department participate in the whole process, such as screening resumes together, interviewing together and talking about salary together.

If the employing department can't participate in the whole process, then after each interview, the human resources department should record the interview process and results and make statistical classification to determine how many people are unwilling to come because of low wages and how many people are unwilling to come because of poor working environment.

For those who pass the initial test and fail the second test, let the second test taker write the second test evaluation form, do the work seriously and speak with data. They should understand why when they see this.

2 How to effectively solve the difficult and urgent recruitment needs?

The best way for HR to calmly deal with sudden recruitment is to secretly recruit when the boss doesn't need you to recruit. Here, HR should contact more business units and think about the demand for talents from the needs of business development: which talents are saturated? Which talents need to be reserved in advance.

What should the boss do if he is particularly anxious to ask you to confess? First of all, don't recruit immediately, but analyze the reasons for this recruitment demand, mainly to solve the problems of direction, positioning and recruitment standards.

The second is execution, which solves the problem of finding the right person according to the direction, orientation and standards. Then we might as well try to find a way from the internal personnel first, and judge whether the internal personnel of the company meet the requirements according to the recruitment needs, and then hold a mobilization meeting to show the work prospects to everyone and encourage more employees to sign up materially and spiritually.

At the same time, external recruitment is carried out, and the implementation process is closely coordinated at three levels: interview, interview and feedback. For example, we can see the efficiency of different channels from the perspective of search, such as fast and accurate extrapolation, and fast and accurate if there is a headhunter.

Internet channels are cheap and easy to use, although there may not be a particularly good resume, but it can solve most low-end recruitment execution; Social new media can solve the problem of accurate positioning and hooking up of middle and high-end talents, but it takes a long time. Other methods may average 1-2 months, and this may take 4-6 months.

In addition, we also need to communicate with the leaders involved in recruitment on the requirements, arrangements, interview skills and so on. Need to lower some requirements, increase the budget, increase the budget, need the support of other departments and so on. All these need to communicate with the boss for support.

HR is not a god, and it needs a team to do this together in order to effectively break through the recruitment dilemma.

three

The interview attendance rate is very low, how to solve it?

Before talking about all the problems, I think HR should have such a mentality and regard talent attraction as a marketing process. The early communication depends on the intention of the customer, the interview is the process of meeting the customer, and the offer is the intention of signing the contract. This item is only in the early stage of project implementation. Some companies require HR to be responsible for the turnover rate of recruiters, which can be counted as customs clearance and payment.

Second, we must put our minds right. Job hunting and recruitment are two-way. You don't have to come, because you think others should come. The completeness of information obtained through online inquiry is definitely not as high as that of direct delivery, because others are not very concerned about your company. I believe everyone can understand this.

If you are looking for a resume online, you can communicate with the other person by phone first, talk to him about the company and position, and then see his opinion. Might as well add this sentence: you can think about it first and call us if you are interested. In this way, candidates are more acceptable. Compared with your abrupt statement that I am here to recruit XX positions and inform you to come for an interview, the other party may not know who you are.

Then put yourself in others' shoes. If the other party stood me up, it must be that your company does not meet the requirements of the other party. There are probably three reasons:

1. The company's welfare benefits did not meet her requirements, such as no double holidays, such as no five insurances and one gold;

2. The company found bad reviews on the Internet, which is why the interviewer finally decided not to go;

3. The interview time can't be arranged. If several companies invite to meet at the same time, and my company is not as attractive as other companies, it will naturally be stood up.

You can ask each other when it is convenient, make an appointment to meet, and then call before work the day before the appointment to remind you that you will not be stood up.

Finally, the focus is on collocation. Only when the requirements and expectations of both sides match each other can the probability of success be high. Therefore, it is necessary to accurately define the talents needed by enterprises. For example, what kind of talents are needed for this position, and it is very important to understand the real needs of the department.

4. Due to the high mobility of personnel, how to do a good job in recruitment planning?

In a fast-growing company, it is difficult to make a plan for the whole year. I suggest you make at least a quarterly plan.

All planning is based on business. Our source must be the degree of business, what kind of people are needed and how many people are needed to complete it, then our recruitment planning will come out.

In addition, according to the actual situation of the company, establishing perfect manpower allocation data is the premise of optimizing personnel allocation and rational distribution. Efforts will be made to avoid uneven distribution of manpower, and some employees will be deployed from departments with surplus manpower to departments with insufficient manpower, so as to realize a clear understanding of personnel and post personnel.

In this way, before the brain drain, there will be enough time to replenish personnel, which is a very intuitive and obvious personnel demand analysis.

An effective talent recruitment management system should at least include the following nine aspects:

1) Principles and methods of job description for recruitment positions;

2) Principles and methods for defining the qualifications of recruitment posts;

3) Principles and methods for determining the salary and treatment of recruitment posts;

4) The process and method of active recruitment (different from passive recruitment);

5) Structured interview and evaluation processes, methods and tools;

6) Standard employment contracts and management principles and methods for different types of talents;

7) Ways and methods of background investigation of talents in key positions;

8) Standardize the contents, principles and standards of pre-job training;

9) The process and method of tracking, evaluating and caring for talents during the probation period.

five

How to deal with uncertain recruitment situations such as centralized resignation?

This involves the whole human resource management, including core employee retention, turnover process management, business sorting and so on. Generally speaking, there are several possibilities for replacing positions:

(1) Keep important personnel through communication, even if it is only for a few months;

(2) The work content of emergency resignees shall be handed over by other personnel in the department first;

(3) If the emergency resignation personnel belong to the project maintenance category, they can directly hand over the work to others and no longer recruit people;

(4) seconded personnel from other departments to take over;

⑤ Within one month after the resignation process is put forward, the recruitment and employment departments should find someone to take over. At this time, it is even more important to do a good job in recruiting demand analysis.

⑥ If the demand for post punching is not too great, you can continue to hire the employee as a consultant, and you can pay accordingly in the process of part-time.

six

What if the old employees don't agree to be dismissed?

Being able to devote more than ten years of youth to this job shows that this may not only be a tool for an old employee to earn money to support his family, but also a reflection of his life value. So no matter what the result is, I hope HR can understand the feelings of employees and handle this problem properly and humanely.

(1) The department is dissolved and needs to be dismissed.

The department really doesn't need it, nor does his professional ability need it in other departments. We can terminate the labor contract on the grounds that the objective conditions on which the labor contract was concluded have changed greatly, which makes it impossible to perform the labor contract.

(2) Employees insist on staying behind and adjust their posts.

This is actually the best arrangement, but we must confirm two questions:

(1) What is the real intention of the leader to insist on dismissing employees? Is there really no suitable position? Or is it because other positions don't have such high salaries?

(2) Is the employee's intention to stay professional or attached to the enterprise?

If the employee insists on staying, he can consider arranging post adjustment, but this post adjustment must conform to the general logic and the employee's work experience, and it is best to take into account his expertise.

For example, from the technical department to the after-sales service department, such as from the customer service department to the administrative department; If you change from the department manager to the front desk, it is a bit intentional, and the possibility of arbitration being recognized is extremely small.

As for post adjustment and salary adjustment, we can negotiate with employees according to the actual situation to make the salary of employees conform to the post characteristics. The worst plan is to compensate if the negotiation fails.

(3) passed the examination but dismissed.

If the employee agrees to the position you have arranged, the position will be adjusted and the salary will be adjusted. If negotiation fails, the contract shall be terminated if the assessment fails to meet the standard.

Just if you want to dismiss because you don't meet the job requirements or because of serious violations, you also need compensation, and you need evidence of "retraining" and "serious violations".

seven

Post-90s employees have a high turnover rate. How to keep them?

① Let employees feel recognized and respected.

Respecting the value of his work doesn't mean bowing every time you see him. It's that he tries his best to do one thing, hoping to be seen by everyone, hoping that his value will be recognized and respected, which is what they care about very much.

So there should be timely feedback, even if it is verbal respect. You can give him 4.5 points and say I can't give you 5 points. It doesn't matter if you say it directly, but let him feel it.

(2) Hire fewer people and pay more.

Young people are new to the workplace and have no money. They should hire fewer people and make more money. For example, when you can recruit six people, try to recruit four people and then give money to five people. In this case, everyone is actually very happy. They can get more money and I can save money.

(3) find excuses to help life.

The company's normal salary system can't be tampered with, otherwise it will become a charity organization, but you can try to play some clever tricks within the rules. For example, you can give housing subsidies to people with a monthly salary of less than 8 K.

Just like loving a woman. If you really love her, you should throw two things at her, one is time and the other is money.

4 treat young people as decision makers, not executors.

As mentioned above, recognition and respect should be the decision makers in your mind, not how many decisions they have made for you, but let them participate in your decisions, especially the participation of grass-roots managers, and you will find that things will really go smoothly and really give you a different perspective.

eight

How do small and micro enterprises solve the problem of recruiting and retaining people?

Now many start-up small and micro enterprises are facing the same situation, that is, it is difficult to recruit people and cannot keep good employees. We should make breakthroughs in the following aspects:

1. Select a person

In recruitment, HR must clearly inform job seekers of the advantages of working in small and micro enterprises and large companies and their respective development opportunities. On this basis, with a good salary, it will have a certain effect on recruiting people.

Educate people

The most important thing for small and micro enterprises is to make a good training plan at the beginning of employees' employment and arrange people to follow up.

1) professional skills: according to the job requirements and the existing mode of personal ability, the company arranges experienced tutors (masters) to give professional technical guidance and learn while working to improve professional skills. At the same time, you can also seek external training opportunities.

2) Soft ability: Develop good work habits.

3) Implementation supervision: Establish and improve rules and regulations (especially employee manuals and work instructions, etc.). ).

3.？ Retain talents

There are countless reasons for job-hopping, but the essence is nothing more than "I am not happy." Compared with large companies, small and micro enterprises can handle these unpleasantness more flexibly. So how can we solve these unhappiness?

1) Salary and contribution don't match?

Giving employees responsibility is the trust in employees, and giving employees a reasonable salary is one of the most important manifestations of showing respect for employees, so let your employees feel this respect.

2) No room for development?

Do a good job in career planning for employees, so that employees' personal expectations are consistent with the company's business development, so that employees can not only see this cake (goal), but also eat it (achieve the goal) through hard work. For employees with different goals, breaking up at the right time is not necessarily a bad thing.

3) Not satisfied with the company environment

Do a good job in employee relations, strengthen team building, improve working conditions, improve various rules and regulations, create a safe and fair working environment, and gain a sense of belonging in teamwork and humanistic care.

4) Tension with the boss

In terms of work, employees can be strictly required, so that employees can feel personal growth and care for implementation. Bosses should not only keep communication with employees, but also reflect on problems when they find them. Especially for small and micro enterprises, the personal charm of the boss can really retain a considerable number of employees.

5) Family reasons

Care for employees' families, and let employees' families feel the company's care, attention and even gratitude through family days, holidays and daily care. When the employee's family reasons are insoluble and objective, the company's concern will make the resigned employees still grateful.

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