Design recruitment evaluation index system

As far as enterprises are concerned, the effectiveness of personnel recruitment can be tested in many ways. But in the final analysis, all evaluation methods should be implemented: under the condition of consuming established resources, recruiting suitable candidates for posts. This applicability can be measured by the ratio of qualified candidates to all applicants, the ratio of qualified candidates to job vacancies, the ratio of actually hired candidates to planned recruitment, the performance level of new employees after employment, the overall turnover rate of new employees and the turnover rate of new employees obtained in recruitment sources. Of course, no matter what method is used, we need to consider the cost of recruitment, including the cost of the whole recruitment work and the cost of various recruitment methods used; It is necessary to calculate not only the total cost of various recruitment methods, but also the average cost of each new employee recruited by various recruitment methods. In addition, enterprises should also investigate and analyze those applicants who refused to accept the offered jobs after the interview, from which enterprises can find a lot of important information about the wage situation in the labor market at that time.

Quantitative and quality assessment

We can evaluate the hired personnel from three aspects: the employment ratio, the recruitment completion ratio and the application ratio. Its calculation formula is:

Employment rate = number of employees/number of applicants × 100%

Recruitment completion rate = number of employees/planned number of employees × 100%

Application proportion = number of applicants/number of planned recruits × 100%

The smaller the employment ratio, the higher the quality of recruiters may be; When the recruitment completion ratio is greater than or equal to 100%, it means that the recruitment task has been completed or exceeded in quantity; The application proportion shows the effect of recruitment. The greater the proportion, the better the effect of recruitment information release.

In fact, the quality evaluation of the hired personnel is a continuation of various tests and assessments on the ability, potential and quality of the hired personnel in the process of personnel selection. It can also rank the hired personnel according to the requirements of recruitment or the conclusions drawn from job analysis to determine their quality. The method is similar to the performance appraisal method. Of course, the employment ratio and the application ratio also reflect the quality of the employed personnel to a certain extent.

Cost-benefit evaluation of recruitment

Although the above assessment indicators reflect the main concerns of human resources recruitment, they are biased as a systematic performance evaluation index system. The input element of human resource recruitment is the limited resource of recruitment funds, so its output evaluation should include quantitative evaluation of the investment benefit of this resource. In fact, the limitation of resources objectively requires us to account for any work that occupies resources from two aspects: efficiency and effectiveness, and human resources work is no exception.

First, the connotation of recruitment costs

Recruitment costs include: internal costs, external costs and direct costs.

Internal expenses: salary, welfare, travel expenses and other management expenses of enterprise recruitment specialists.

Internal recruitment cost is the most easily overlooked part of enterprise recruitment cost accounting, but it actually accounts for a considerable proportion. In practical work, sometimes a process can't recruit suitable candidates and needs to be repeated two or three times, so the internal recruitment cost can't be ignored.

External expenses: labor and travel expenses of external experts participating in recruitment.

Direct costs: advertising and job fairs; Fees charged by recruitment agents and employment agencies; Employee recommended talent bonus; University recruitment fees, etc.

It is not only the requirement of human resource accounting, but also the consideration of taking recruitment as a systematic and dynamic workflow, which makes the recruitment of human resources related to employee salary and human resource retention.

At present, developed countries are using some new human resources indicators to evaluate human resources work, which has important reference significance for the accounting of unit recruitment costs. From the dynamic and overall point of view, these indicators actually comprehensively reflect the above three aspects, and can be used as important coefficients of the unit recruitment cost accounting model. Among them, the widely used indicators mainly include:

Average turnover rate of positions (turnover rate) Estimation of recruitment repetition rate.

Investigate the quantity and difficulty of the recruitment workload for this position.

Future annual salary, recruitment difficulty and channel investigation of this position.

A survey on the recruitment effectiveness of average job acceptance.

Recruitment efficiency/timeliness of this position.

Investigate the complexity of the relocation cost of this position.

Among them, the resettlement cost is the compensation cost generated by recruiting or sending employees to work in different places, such as moving expenses, house purchase expenses, family visit expenses, transportation subsidies, etc.

It is precisely because these indicators can bridge the gap from qualitative to quantitative and reflect the influence and changes of positions, costs and recruitment channels, so we can consider establishing a model, which consists of three dimensions: position nature, recruitment channels and cost structure, and the unit recruitment cost calculated at each intersection is based on these human resources indicators.

Second, the evaluation model of unit recruitment cost

The American Association for Human Resource Management put forward a "measurement-driven recruitment model" at the annual meeting of 1997, and put forward an idea that the recruitment process should be driven by a set of standards, rather than arbitrary and cost-free, and the procurement cost of human resources for any position should be controlled by this set of standards.

This standard model can not only be used to evaluate the input-output ratio of recruitment, but also provide support for hiring decision. For example, internal recruitment is more cost-effective than open recruitment, and the admission rate is higher. If these two factors are considered in the company recruitment cost calculation model, they can be reflected as a coefficient in the calculation formula, giving a smaller internal cost, such as "100% external recruitment cost +25% internal reimbursement cost". This calculation model clearly reminds recruiters to give priority to internal recruitment, which can reduce the recruitment cost of the unit.

As we all know, the nature of recruitment positions determines the choice of recruitment channels, and different recruitment channels have different cost structures. Job nature, recruitment channels and cost structure are the three modes that determine the recruitment cost of a company. Each module is a collection of several variable elements, which are arranged and combined to form a coordinate matrix.

The standard-driven recruitment model reflects the vertical relationship among position, cost and channel, and the intersection value of each dimension is the multivariate solution of unit recruitment cost. Enterprises can calculate the unit recruitment cost of the intersection through past records, empirical data, talent quotations, etc., and refer to the above human resources indicators (as coefficients).

The model reflects the comparison of various schemes and produces the optimal solution and the worst solution of various decision-making schemes, which is helpful for recruiters to allocate recruitment funds reasonably, control recruitment expenses and optimize the combination of recruitment channels. It provides reference for the recruitment manager's capital budget and makes the evaluation of recruitment performance have rules to follow.

Reliability and validity evaluation

Reliability and validity evaluation is a test of the correctness and effectiveness of the methods used in the recruitment process, which will undoubtedly improve the quality of recruitment. Reliability and validity are the basic requirements for testing methods. Only when the reliability and validity reach a certain level, the result is suitable as the basis of hiring decision, otherwise it will mislead the recruiter and affect his correct decision-making.

Reliability evaluation. Reliability mainly refers to the reliability or consistency of test results. Reliability means that tests over and over again always come to the same conclusion, and either no mistakes are made or the same mistakes are made. Generally speaking, reliability can be divided into: stability coefficient, equivalence coefficient and internal consistency coefficient.