What does recruitment summary and evaluation generally include?

First of all, let's talk about its role:

Recruitment effect evaluation is an indispensable link in the recruitment process, which not only helps to test the effectiveness of recruitment, improve recruitment quality, reduce recruitment costs and improve future recruitment, but also can improve the overall business performance of enterprises.

Employee recruitment is an important work of the human resources department of an enterprise, which not only directly affects the quality of new employees, but also affects the efficiency and effect of enterprise operation. It can be said that the effect of employee recruitment directly determines the performance of employees and enterprises.

Therefore, the evaluation of recruitment effect is an essential part in the recruitment process.

generally speaking, the evaluation of recruitment effect includes the investigation of recruitment results, recruitment costs and recruitment methods, which can be specifically investigated in three aspects: quantity, quality, time and other contents that need attention.

quantity evaluation: have you recruited enough people? The evaluation of the number of employees employed is an important aspect to test the effectiveness of recruitment. By analyzing the reasons for meeting or not meeting the demand in quantity, we can find the weaknesses in each recruitment link and improve the recruitment work; At the same time, through the comparison between the number of personnel hired and the number of planned recruits, it provides a basis for the revision of enterprise human resource planning. This evaluation can mainly be carried out from three aspects: application ratio, employment ratio and recruitment completion ratio. Its calculation formula is: application ratio = number of applicants ÷ planned recruitment× 1% employment ratio = number of employees ÷ number of applicants× 1% recruitment completion ratio = number of employees ÷ planned recruitment× 1% application ratio can explain the effect of employee recruitment information release in a certain sense. Generally speaking, the greater the ratio, the better the effect of recruitment information release. The lower the employment ratio, it usually indicates that enterprises can have more room for talent selection, and the effect of talent recruitment is often relatively better. When the recruitment completion ratio is equal to or greater than 1%, it means that the recruitment task has been fully or overfulfilled in quantity. However, in actual work, the overfulfilled situation rarely occurs, because people are generally recruited according to the number of personnel requirements determined in the recruitment plan, unless they meet excellent candidates and temporarily decide to increase the recruitment index, which will be used as a talent reserve or to replace some employees with relatively poor performance.

quality evaluation: is the recruited person qualified? Recruitment quality evaluation is the evaluation of the performance behavior, actual ability and work potential of the hired employees after they join the job. It is not only conducive to improving the recruitment method, but also provides necessary information for employee training and performance evaluation. In fact, it is the continuation of various tests and assessments on the ability, potential and quality in the process of personnel selection. It can also rank the hired personnel according to the recruitment requirements or the conclusions drawn from job analysis to determine the recruitment quality. Its method is similar to the performance evaluation method. There are three commonly used indicators: employment qualification ratio = number of qualified employees ÷ actual number of employees × 1% basic qualification ratio = difference between previous average employment qualification ratio and basic qualification ratio = employment qualification ratio-basic qualification ratio, in which the employment qualification ratio is generally expressed by the ratio of the number of qualified employees who pass the probation period to the total number of employees employed in the same batch. The basic qualified ratio is an absolute index reflecting the effectiveness of previous recruitment, which is expressed by the average qualified ratio of previous recruitment. The difference between the recruitment qualification ratio and the basic qualification ratio reflects whether the effectiveness of the current recruitment is higher than the average level of the previous recruitment effectiveness, and it can be seen whether the recruitment effectiveness is constantly improving. In practice, some people use "the number of qualified staff ÷ the actual number of employees × 1%" to calculate the basic qualification ratio, which is biased.

First of all, competent work means that the employee's performance meets the job requirements, but for an employee who has worked in the company for many years, his ability, attitude and even values have changed greatly compared with when he applied for the job, and it is precisely the employee's ability and attitude that determines the employee's performance. Therefore, we can't judge the quality of hiring decision according to its present performance.

Secondly, qualified employment actually means that the quality of newly hired employees matches their job requirements. However, the matching between people and posts is dynamic, and the degree of matching will change with time, even the positions they hold are different from those when they first joined the company. Regardless of the length of service, it is obviously unreasonable to examine the quality of follow-up recruitment of enterprises solely based on the matching of existing employees.

as for how long it is appropriate to examine whether new employees are competent for the job, there is no clear, scientific and reasonable conclusion yet. But obviously, the duration is related to the nature of the post and the personality characteristics of employees. In some operational and transactional positions, the period of completing a job is very short, and the performance can be measured in a short time, so that whether the newly hired employees are competent for the job can be judged in a short time. However, for some positions with long working periods such as management and technology research and development, the required time should be extended accordingly.

From the perspective of personality, some new employees may be cautious, and only after fully grasping the work nature and environment of the new position will they fully show their talents, and it takes a long time to adapt to the position, while some new employees have a relatively short time to adapt to the position. From the experience of foreign countries, generally speaking, this time takes at least six months, and one year is more suitable. However, considering that the Labor Contract Law stipulates that the longest probation period is six months, the performance evaluation results of six months after employment can be used as the standard to examine whether new employees are qualified, and employees who leave their jobs during these six months and whose performance is lower than the qualified level are judged as unqualified.

time assessment: is the recruitment fast enough? Recruitment time evaluation is also the timeliness evaluation of recruitment, or recruitment cycle evaluation. The recruitment cycle refers to the time from putting forward the recruitment demand to the actual arrival of new employees, that is, the job vacancy time. Generally speaking, the shorter the job vacancy time, the better the recruitment effect. However, due to the different supply and demand in the labor market, the recruitment difficulty and recruitment cycle of different types and levels of positions are often very different, which needs to be analyzed in combination with the actual situation. Some enterprises uniformly stipulate the evaluation period as three months, and put forward the recruitment demand at the beginning of each quarter (the recruitment demand window is not open at other times). As long as they arrive at the post within three months, they are deemed to have met the timeliness requirements of recruitment. This method is simple to operate, but obviously unreasonable. Some key human resources that are scarce in the market may not be able to be recruited in three months, while some junior positions may be relatively easy to recruit, and it does not take three months at all.

also, if employees in a key position change jobs at other times of each quarter, such as the middle of the quarter, and the employing department can't put forward the recruitment demand at this time, it will inevitably lead to the extension of the job vacancy period and the increase of enterprise losses. Other companies use the average vacancy time (total vacancy time-the number of supplementary positions × 1%) as the standard to examine the timeliness of recruitment, reflecting how long it takes for new employees to fill the vacancy in place after each vacancy.

For example, if an enterprise recruits 1 junior positions and 1 senior position, the former takes 2 days to get on the job and the latter takes 6 months, then the total average job vacancy time is 34 or 5 days, but this time is actually of little reference value for future recruitment and cannot provide clear and feasible suggestions for shortening the recruitment cycle of senior positions; Moreover, the specific position of each recruitment may be different, and the average vacancy time is naturally different, which is not comparable to each other and cannot be used as a standard to measure the efficiency of recruitment time. A good practice is to determine an appropriate average vacancy time for each category and level of positions based on the classification and stratification of positions, referring to local peer standards, and combining the actual situation of the enterprise and the actual recruitment time of different positions in the past, and take it as a standard to examine the timeliness of recruitment, so as to reflect how long it takes for each position to fill the vacancy. Obviously, the smaller the indicator, the higher the recruitment efficiency.