How to strengthen recruitment management

First, how to choose recruitment channels

The recruitment channels we often come into contact with are headhunting recruitment, on-site job fair, media recruitment, online recruitment, campus recruitment, intermediary introduction, internal talent recommendation and so on. Now, with the rise of human resources professional service companies, agent recruitment, headhunting and talent dispatch have gradually entered the vision of enterprise recruitment managers. Last year, I participated in the online recruitment seminar organized by ChinaHR.com, and the new recruitment term online recruitment will gradually become familiar to everyone.

1, the recruitment channel is purposeful. That is, whether the selection of recruitment channels can meet the requirements of recruitment.

2. The economy of recruitment channels. Refers to the lowest cost when recruiting suitable personnel.

3. Feasibility of recruitment channels. It means that the selected recruitment channels are realistic and feasible.

Second, how to effectively screen the application materials

The application materials can be divided into two parts: application resume and application form. Resume is the personal introduction material brought by the applicant when he comes to the company to apply for a job, and the application form is the application form provided by the company filled out by the applicant. Some companies need to fill out another application form no matter how detailed your resume is. Some companies have such strict requirements.

In fact, there is no single standard for evaluating resumes, and the selection of resumes involves many problems. At present, most resumes are printed, and there is no way to judge anything from the font.

The content of resume can be roughly divided into two parts, subjective content and objective content. Pay attention to the objective content. The objective content is mainly divided into four aspects: personal information, educational experience and personal achievement. Personal information includes name, gender, nationality, age, education, etc. Educational experience includes school experience and training experience. Work experience includes work unit, starting and ending time, work content, name of participating projects, etc. Personal achievements include winning prizes in schools and work units and so on.

First of all, we should pay attention to personal information and educational experience. If these two items can't meet the requirements, there is no need to browse other contents, and we can directly filter them out. In the educational experience, we should pay special attention to whether candidates use some vague words, such as not indicating the starting and ending time and category of university education. Doing so is likely to confuse the difference between junior college and undergraduate course, or the difference between unified division, entrusted training and adult education.

In terms of work experience and personal achievements, we should pay attention to whether the description of resume is organized and logical. For example, when describing his work experience in a resume, he listed some famous companies and some senior positions, but he came to the company to apply for an ordinary position, which needs attention. For example, another resume says that he has made achievements in many fields and obtained many certificates, but from the analysis of his work unit, it is difficult to have such conditions and opportunities, and such a resume should also be taken seriously.

If we can conclude that there are false elements in resumes, we can directly filter out these resumes. It is hard to imagine what will happen if the company hires a dishonest employee.

When screening the application form, first screen out those incomplete and illegible materials. It is a waste of time to arrange an interview for such a candidate. No matter what his ability is, at least he is not serious about this application, and this alone can filter out these application forms.

It should also be noted that. Did he indicate the name of his previous unit? Whether his past work experience is consistent with the job he is applying for now, whether his work experience and education meet the application conditions, whether he often changes jobs, but this kind of job-hopping lacks reasonable reasons, and so on.

Whether it is a resume or an application form, many materials are more or less false in content. When screening materials, you should mark these questions with a pencil and ask them as one of the key questions in the interview. In order to improve the credibility of the applicant's materials, various certificates proving the applicant's identity and ability should be tested when necessary.

Third, how to organize an effective interview.

Interview is a process in which the interviewer and the job seeker exchange information about a specific job position to judge whether the job seeker meets the position. Interview is a crucial selection method for the interviewer to evaluate whether the job seeker meets the job requirements, which determines whether the organization can successfully attract and select the right person. However, due to the lack of pre-interview preparation and effective pre-interview preparation, interview evaluation lacks pertinence and reliability, and it is impossible to effectively recruit candidates from suitable organizations. Therefore, as interviewers, we should make good preparations before the interview in a planned way, so as to effectively carry out the interview activities, improve the pertinence and effectiveness of the interview and increase the accuracy of selection.

(A) determine the purpose of the interview

Generally speaking, the interview mainly has the following purposes: (1) selecting talents; (2) attracting talents; (3) Collect information about what job seekers can do; (4) collecting information about what job seekers are willing to do; (five) to provide job seekers with relevant information of the organization; (6) Check the matching degree between the job seeker and the applied position.

A clear purpose of the interview can effectively help the interviewer to conduct the interview in a targeted manner, instead of asking some questions that have nothing to do with the interview aimlessly, thus achieving the purpose of improving the interview efficiency.

(b) Clear performance expectations for vacant positions

Expected performance refers to the organization's expectation standard for the candidate's performance level. Because it is the key to assess whether the candidate can achieve the expected performance, determining the expected performance is the first step of accurate assessment and even successful interview. The expected performance includes three parts: objectives, work obstacles and ability requirements, and the expected performance should also be determined from these three parts.

1, determine the Japanese standard

As an integral part of the expected performance, the objectives must be specific and measurable.

2. Identify work barriers

Work obstacle refers to the problem that must be overcome in order to achieve the goal.

The premise of determining work barriers is to be able to distinguish employees with different performances. For example, dealing with general refund requests is not an obstacle for shop assistants, because it is a job that can be effectively completed by both employees with good performance and employees with poor performance. However, dealing with refunds for angry customers who have lost invoices is a work obstacle, because it can distinguish shop assistants with different performances.

3, determine the ability requirements

Competency requirement refers to the expected actions taken by employees when facing work obstacles. However, in some cases, the recruiter may not care what the candidate does, as long as the problem is solved. However, how employees deal with work obstacles is often the key to distinguish performance. Therefore, in order to find excellent employees, it is necessary to describe the ability requirements as concretely as possible, including observable behavior, behavioral background and observable behavioral results.

(3) Read your resume in advance

Many interviewers are used to browsing candidates' resumes three minutes before the interview, and then conducting the interview. In this way, the lack of understanding of the background information of the candidates will inevitably affect the effectiveness and fairness of the interview evaluation.

In order to ensure the effective interview, the interviewer should read the resume of the candidate in advance to fully understand the information of the job seeker, which mainly includes the following contents: First, previous relevant work experience and performance; Second, the content of previous relevant training and education; The third is the job interest of job seekers; The fourth is the career intention of job seekers.

In addition, when the interviewer looks at the resume, he should also find out the doubts in the resume accordingly so as to ask further questions in the interview. These places that should be marked include:

1, the reasons for the gap between candidates' work.

The interviewer should pay attention to the gap between two jobs, especially the gap of more than three months, and make obvious signs and questions in the interview to understand that the real reason is that the applicant can't find a suitable job because of his own ability or other objective reasons.

2, frequent conversion work

For those candidates who change jobs three times in a year, the interviewer should be especially vigilant, pay special attention to the interview, understand the true intention of the candidates to change jobs frequently, and judge whether the candidates can adapt to the company environment without rushing to change jobs.

3. Recent training situation

Interviewers can learn about candidates' training and further education by reading their training and further education records, so as to judge whether candidates are eager to learn and whether they can learn the knowledge and skills of their major with a positive attitude. Interviewers should pay special attention to candidates who have never had any training records within five years after graduation.

4. The real reason for leaving the last company

Why does the applicant no longer work in the original company? What prompted him to leave his former company? Do these turnover factors also exist in this company? The interviewer should deeply understand the reasons for the resignation of the candidate, so as to better judge whether the candidate really stays in the company.

5. Work performance in the last company

What kind of work achievements did the applicant achieve in his last company? What was the situation then? What are the conditions? What's the main problem? What resources did the applicant use? What are his measures? Are these measures effective? Can our company provide similar conditions for him to create these achievements? Through this question design, we can have a deeper understanding of the applicant's ability to analyze and solve problems.

6. Inconsistent or unreasonable content.

This mainly includes the inconsistency of the applicant's work experience, or other inconsistent and illogical places. For example, the applicant can not take up important management positions until half a year after graduation. In this regard, the interviewer should pay attention to it and conduct in-depth investigation during the interview.

Ask effective interview questions.

The questions in the interview should be able to get the relevant information needed to evaluate the candidates. Therefore, an effective interview question should imply the following two valid hypotheses: (1) The future behavior can be well predicted by testing the past behavior of the school; Questions closely related to expected performance can better predict a candidate's working ability. According to the above assumptions, we can formulate relevant strategies for questioning in the interview, as follows:

1, need to demonstrate

The key behavior to achieve job performance is to evaluate whether a candidate can accomplish something. The best way is to ask the applicant to give a demonstration, which is usually called job simulation or performance simulation. If the candidate shows the expected behavior through the job simulation, it means that he is qualified for the future job.

2. Describe the past experience in the same situation.

If the demonstration of past experience is not feasible, then the candidate can be asked to describe past experience in the same situation to hear whether he answered the expected behavior of the organization. In order to implement this strategy effectively, interviewers need to learn how to ask questions about work obstacles and know how to overcome them.

3. Describe the behavior in similar situations.

Although it is of great reference value to ask candidates to describe their past experiences in the same situation for interview assessment, this method is not suitable for inexperienced job seekers because the content described is related to specific work. In this case, you can ask the candidate to describe the behavior in similar situations, for example, ask the candidate to answer such a question: "Please describe how you did when faced with several equally important tasks that needed to be completed at the same time with your experience at work or outside work.

4. Ask candidates to describe the relationship between past behavior and expected performance.

In this way, the applicant can be asked to answer whether his work experience makes him qualified for this job, and whether his relevant experience makes him qualified for this job. For example, a ceo pointed out that his music education is very beneficial to his work, because he has to coordinate different parts when composing music, and he needs to do the same in his work. Therefore, this strategy expands the source of job seekers, and some candidates with no relevant work experience may also be hired.

(5) determine the interview method.

The interviewer should choose and formulate appropriate and effective interview methods according to the different positions of the candidates.

Usually, the types of interviews are as follows:

1, unstructured interview

Unstructured interview refers to interview questions without standard answers. Generally speaking, the reliability and effectiveness of unstructured interviews are low. The unstructured interview is open, which can examine the thinking and vision of job seekers and is more suitable for senior management positions. For example, "Please talk about your experience in marketing management."

2. Structured interview

Structured interview refers to interview questions with standard answers. Its reliability and pertinence are high, but the disadvantage is that candidates can't play and express their personality. For example, "salary design should conform to five principles. Can you tell me which five principles are specific? "

3. Situational interview

It refers to giving a job seeker a hypothetical situation in the interview process and asking him to make corresponding answers. The reliability and validity of situational interview are high.

4. Behavior description interview

Behavior description interview means that the interviewer puts forward a series of job-related behaviors to predict the job performance of the candidate. Its reliability and effectiveness are high.

5. Group interview

It refers to a group of people interviewing candidates. The primary group interview can be composed of interviewers from different majors, and the candidates can be examined from different angles, so as to get a comprehensive evaluation of the candidates. Due to the large number of participants, the interview cost is relatively high. Mainly suitable for interviews of personnel in important positions.

(6) Finally, list the interview outline.

When writing an interview outline, the interviewer should consider the following aspects:

1, the interview questions should be from shallow to deep;

2. The questions asked in the interview should cover the core competence of this position;

3. The questions asked in the interview should conform to the principles of the environment, tasks, actions and final results at that time.