What should HR do to recruit people for corporate positions?

As a newcomer to HR, recruitment seems simple, but it still takes some thought to do it well. Recruitment is to recruit suitable talents for enterprises. Companies and enterprises are a collection of people, the culture of enterprises depends on employees, the market depends on employees to develop, products depend on employees to develop ... everything depends on employees to do, so the competition of enterprises is essentially the competition of talents. First-class enterprises have first-class talents, and first-class talents make first-class enterprises, so recruitment is very important for the development of enterprises, and the first job of recruitment is to know the recruiter.

First, know the recruiter.

At present, the popular criteria for finding a job are "more money, less work and less responsibility", which of course does not represent the criteria of all job seekers, but it reflects the job aspirations of a large number of people: high salary, proximity to home, power and less responsibility. Job seekers choose this company for many reasons. In addition to the above, there are mainly 1 employment security. Will the welfare of this enterprise be frequently laid off? 2 development prospects. Enterprise assessment standards, incentive mechanism, job rotation and promotion system, etc. 3 corporate culture. Internal information sharing mode, long-term strategy, enterprise concept, etc. 4 interview method. Many companies don't pay much attention to this and don't realize it. In fact, many candidates didn't get enough respect in the interview process, and candidates may not consider this company again in the future. 5. The personality and particularity of the applicant. For example, his girlfriend is in the enterprise.

In addition to the above-mentioned common reasons, there are many other reasons, but even if the applicant enters the enterprise, his direct leadership is extremely critical to realize the above expectations. Therefore, many applicants want to know what his future department manager will be like, whether he is easy to communicate, whether he is strict with his subordinates, and whether he will have the patience to teach them a lesson when subordinates do something wrong or fail to achieve the expected goal, or whether he blames them more than lessons.

Second, identify job vacancies and adopt corresponding strategies.

Before the proposed recruitment plan is signed by the general manager and managers of relevant departments and sent to recruiters, ask yourself whether you can solve the vacancy caused by business expansion or employee dismissal in the following ways. 1 job redesign. People in this department don't work overtime and have some leisure, so we should consider whether the tasks caused by vacancies can be compensated by making corresponding adjustments to the work of other employees. 2 overtime. Of course, it can only be appropriate overtime. When the above two methods are difficult to solve, then it is really necessary to recruit new employees. At this time, we should consider whether the vacancy is long-term or short-term. If the position is vacant for only 3 months, 6 months or at most 1 year, it should be considered as short-term and emergency. At this time, we can recruit temporary workers, hire employees from other related enterprises or completely outsource them to related enterprises, because the cost of hiring an employee and then firing him is quite high. According to statistics, at least the employee's salary plus 34% of his salary can reduce the cost of the enterprise. If it is a long-term job, that is, an indispensable position for an enterprise, it must be recruited through internal promotion and external recruitment. Both have certain advantages and disadvantages. Through internal promotion, employees can get to know the company and adapt to the post quickly. At the same time, the company is familiar with and trusts employees, which saves costs compared with external recruitment. However, if they are all promoted internally, the enterprise will be "single in variety". External recruitment can make corporate culture diversified, thinking diversified and divergent, which is conducive to corporate innovation. It is best to combine this. We should not only consider the promotion of employees in this enterprise to motivate employees to make progress, but also consider making the enterprise full of vitality and innovation through external recruitment, so as to make the enterprise develop stably for a long time. External recruitment usually includes campus recruitment, online recruitment and headhunting recruitment. The first two kinds of students are enough, and this method can be used for some basic positions. But for some key and core positions, it is often difficult to find the right person in a short time, which is time-consuming and labor-intensive, and the effect is not good. At this time, it is necessary to recruit the needed talents through headhunting companies. The agency fee charged by headhunting companies is generally 1/3 of the annual salary of the recruited employees, with a minimum of 1/4. The cost is quite high, but the effect is obvious and rapid, such as deputy general manager and technical director.

At present, few large companies employ this method of employee recommendation to recruit employees. I think this method is popular not only in small enterprises and small companies, but also in large companies. Through employee introduction, it is at least safer than a complete stranger, and employees will feel happy, because helping friends find jobs and working with familiar people will make them feel much happier. Enterprises can encourage employees to be intermediaries by giving certain material rewards to referees.

Third, the interview

In practice, it is easy for the human resources department to conflict with the department that needs to recruit employees. For example, recruiting sales staff and asking the sales manager to attend an interview, but he does have clients to meet. So in order to deal with the relationship between human resources and other departments, we can make a task list for the department manager, with the responsibilities of the human resources department written on the left and the corresponding responsibilities of the department manager written on the right, which is concise and to the point, so that the department manager can know what to do at a glance, and there will be no contradiction when invited to attend temporarily.

What is the responsibility of the department manager? Mainly in the following aspects: 1, describing the business scope of the company, the nature and scale of the enterprise; 2. Enterprise history; 3. Working environment; 4. Development opportunities; Be sure to make a unified statement and be accurate before recruitment. For example, when the applicant asks about the size of your company, you should be specific about how many people there are, and you should not be vague, so as to give the applicant a sense of professionalism and increase your goodwill towards the company. What to say and what not to say should be made clear, because not all candidates are here to apply, some may be doing research, and some may be employees of competitive enterprises. When they ask what products your company will develop next quarter, this should not be said. After the interview, the department manager is the person who finally makes the employment decision, and the human resources department plays an auxiliary role. Because the department manager is very familiar with the talents he needs and will work in other departments in the future, it is more appropriate for him to make the decision.

There are three main interview methods: 1 and sequential interview. By selecting talents step by step, it can save the time of superior managers, but it needs enough students as a guarantee, which is generally used for campus recruitment; 2. Serial interview. That is, a department goes through one door, and after the interview of human resources department passes, it will be transferred to the marketing department for an interview, and then to the finance department for an interview; 3. Group interview. That is, the heads of various departments interview candidates at the same time, which is fast, but it puts a lot of pressure on candidates, and is generally not suitable for recruiting bottom-level employees.

According to statistics, the whole interview process is perfect, and the accuracy rate is only 66%, so we should try our best to do every step. Generally, it is better to interview according to the following steps.

First, the applicant needs to fill in the application form. The contents include the applicant's name, health status, contact information, educational background, English level, computer skills, work experience, references of the original company and their telephone numbers. It is indicated below that "all the above information is true, otherwise I am willing to accept the dismissal unconditionally", which requires job seekers to be as true as possible when filling in. The last item is designed for key positions and used for obtaining evidence. After getting the application form, the recruiter should read it carefully, find out the doubts and prepare questions for each applicant.

Second, specific matters and skills. The interviewer can arrive a few minutes in advance to observe the off-site performance of the candidate, and then his performance will be true. For example, the company needs to recruit sales staff. Before the interview, a candidate had a congenial conversation with the receptionist, which showed that this person had good communication skills. If you hire a technical engineer or programmer, it may not be suitable for him. If there is only one applicant and the position is extremely important, the examiner can meet him at the door of the interview room. At the beginning of the interview, the examiner should introduce who he is, who the examiner is and how long it will take. If you pass, there will always be several interviews, when, to ensure that the applicant is comfortable, and then introduce the basic situation of the company, and control it within five minutes. Then just a few pleasantries. Lala is always at home, and the distance is shortened. This part is controlled in 10 minutes. Finally, let's talk about the following three questions about resumes. Ask questions about all kinds of doubts in his application form, such as the real reason for the job gap, the reason for frequent job hopping, and what skills he has learned recently.

During the interview, what employers are most afraid of is that candidates don't tell the truth, so they should master some skills and try to get real information.

1, adopting the star mode, only asking about the past, that is, predicting people's future behavior and evaluating people's ability according to their specific past behavior. Among them, s, that is, the situation, represents the situation that the candidate has faced; T, that is, Task, stands for the task to be undertaken by the candidate; A, AcTion, represents the action that the applicant has taken; R, the Result, represents the result after the employer takes action. S and T answer the reasons why it happened, A answers how it was done at that time, and R answers what effect it had after taking some action. This method is behavior-based, similar to situational interview. Respondents' actions and residence are the key behaviors leading to performance, which can more effectively test whether the directly hired person is suitable for the position.

2. When the examinee doesn't know how to answer a question, if the question is critical, you can ask some similar questions or guide the examinee to answer. If it is not important, skip.

3. Scenario simulation. For example, if our company hired you, one day when you were at work, a customer complained, but at this time your boss was anxious for you to meet a customer and other colleagues were busy, what would you do?

4. Take notes. Before taking notes, explain to the candidates that I will take notes during the interview. I can't let the candidates see what I wrote, I can only listen, and I can't draw any conclusions, lest the people behind me be affected.

5. Listen, try not to interrupt the candidate during the interview, don't answer the phone, don't sign, and listen attentively.

6. Control the interview process, take the initiative in the interview process, and never say anything like "tell me about yourself", because every candidate will choose his own strengths, so it is difficult to compare when evaluating, because the dimensions are different. Be sure to ask some questions about the skills needed for the job. When the other person talks too much, the examiner can look around, or say "You speak very well, let's look at the next question" or "How did you deal with one of them?" At the same time, press the palm of your hand to your heart to signal the examinee to stop. When you signal the other person to talk more, you can put your palm up.

7. Maintain the candidate's self-esteem. This is not realized by most companies. After being respected in the interview process, candidates will have a good impression on the company, tell their friends and promote the company. If it is not respected, it will have a negative impact.

8. Identify the authenticity of candidates' words. If the candidate answers questions fluently, you can interrupt him and say, "I'm sorry, I didn't catch that paragraph clearly." Can you repeat that? If the candidate has memorized it in advance, then when he repeats it, he will not be confused and stutter. " When lying, people usually have the following manifestations: inattention of eyes, mismatch between gestures and words, great change of posture before and after, and disharmony of facial expressions. According to psychologists, body language reflects 55% of the true information, so we should pay attention to the examinee's every move.

Before the interview, you can make a good first impression on the candidate by shaking hands, smiling and nodding. Praise him during the interview, praise his spirit and so on. After the interview, shake hands to say goodbye and express sincere thanks to him for coming to the interview.

Four. follow-up work

Organize the notes in the interview process, determine the dimensions to measure whether the candidate is suitable for the position, and score each item. In the process of grading, we should prevent some misunderstandings: 1, which favors candidates to like themselves or their loved ones; 2. Halo effect; Compared with mistakes, the best is not necessarily the most suitable. Comparing people with the position dimension is not to find a benchmark for the candidate, but to compare other candidates with him; 4. Primitive effect and recency effect; 5. Use some irrelevant information; 6. Blind spots, such as the recruiter being a little careless and the applicant being a little careless. If he is applying for the position of financial accountant, then he must not tolerate this shortcoming, because he can tolerate himself.

Finally, collect some information filled in by candidates for key positions. Evidence should be obtained with the consent of the candidate. In the process of obtaining evidence, don't ask some general questions, such as "how is he working in your company" and "how is his team spirit". These questions seem to have told the respondents the answers. To get real information, try asking: We are going to hire him. No one is perfect. His performance is good, but what do you think he needs to improve? What ability did he lack most when he took up this position?