How to evaluate the recruitment effect?

Recruitment effect evaluation is an essential 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 improves the overall business performance of enterprises. Staff 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 investigated from three aspects: quantity, quality, time and other contents that need attention. Quantitative assessment: 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 of meeting or not meeting the demand in quantity, we can find the weak links in each recruitment link and improve the recruitment work; At the same time, through the comparison between the number of employees 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: the proportion of application, the proportion of employment and the proportion of recruitment completion. Its calculation formula is: application ratio = number of applicants ÷ planned recruitment × 100% employment ratio = number of employees ÷ number of applicants × 100% recruitment completion ratio = number of employees ÷ planned recruitment × 100% application ratio can explain the release of employee recruitment information in a certain sense. 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 100%, it means that the recruitment task has been fully completed or the quantity has been exceeded. However, in actual work, overfulfilling rarely happens, because people are generally recruited according to the number of personnel requirements determined in the recruitment plan, unless they meet excellent candidates, they temporarily decide to increase recruitment indicators as talent reserves, or replace some employees with relatively poor performance. Quality evaluation: Is the person recruited qualified? Recruitment quality evaluation is the evaluation of the performance behavior, practical ability and work potential of the hired employees after they join the job. It is not only conducive to improving recruitment methods, but also provides necessary information for employee training and performance evaluation. In fact, it is the continuation of various tests and assessments of 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 × 100% 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 passing the probation period to the total number of employees in the same batch. The basic qualification rate is an absolute index reflecting the effectiveness of previous recruitment, which is expressed by the average qualification rate of previous recruitment. The difference between the qualified ratio of recruitment and the basic qualified ratio reflects whether the effectiveness of this recruitment is higher than the average level of the previous recruitment, and it can be observed whether the recruitment effectiveness is constantly improving. In practice, some people use "the number of qualified personnel ÷ the actual number of employees × 100%" to calculate the basic qualified ratio, which is biased. First of all, ability means that the performance of employees 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 a lot compared with when he applied for the job, and it is precisely the ability and attitude of employees that determine the performance of employees. Therefore, we can't judge the quality of employment decision according to its current performance. Secondly, qualified employment actually means that the quality of newly hired employees matches the job requirements, but the matching between people and jobs is dynamic, and the degree of matching will change with time, and 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 subsequent recruitment of enterprises simply by the matching degree of existing employees. There is no clear, scientific and reasonable conclusion as to how long it takes to examine whether new employees are competent for the job. But obviously, the length of time is related to the nature of the post and the personality characteristics of employees. In some operational and transactional positions, the cycle of completing a job is very short, and the performance can be measured in a short time, so as to judge whether the new employees are competent for the job in a short time. However, for some positions with long work cycle, such as management and technology research and development, the required time should be extended accordingly. From the personality point of view, some new employees may be cautious, and only after fully grasping the nature and environment of the new position will they fully display their talents, and the post adaptation time is longer, while some new employees have a shorter time to adapt to the post. From the experience of foreign countries, generally speaking, this time needs at least half a year, and one year is more appropriate. However, considering that the longest probation period stipulated in the Labor Contract Law is six months, the performance appraisal 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 within these six months and their performance is lower than the qualified level can be judged as unqualified. Time evaluation: Is the recruitment fast enough? The evaluation of recruitment time is also the timeliness evaluation of recruitment, or the evaluation of recruitment cycle. The recruitment cycle refers to the time from putting forward the recruitment demand to the actual arrival of new employees, that is, the vacancy time. Generally speaking, the shorter the vacancy time, the better the recruitment effect. However, due to the different relationship between supply and demand in the labor market, the recruitment difficulty and recruitment cycle of different types and levels are often very different, which needs to be analyzed in detail in combination with the actual situation. Some enterprises uniformly stipulate that the assessment period is three months, and the recruitment demand is put forward at the beginning of each quarter (the recruitment demand window is not open at other times). As long as they arrive at their posts within three months, they are considered to meet the timeliness requirements of recruitment. This method is simple to operate, but obviously unreasonable. Some scarce key human resources in the market may not be available for three months, while some junior positions may be relatively easy to recruit, and it will not take three months at all. In addition, 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 vacancy period and the increase of enterprise losses. Other companies use the average vacancy time (total vacancy time plus the number of supplementary positions × 100%) as the standard to examine the timeliness of recruitment, reflecting how long it takes for new employees to fill in place after each vacancy. For example, when an enterprise recruits 10 junior positions and 1 senior positions, the former takes 20 days to get on the job and the latter takes 6 months, so the total average job vacancy time is 34,5 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 on the basis of job classification and stratification, with reference to local peer standards, combined with the actual situation of enterprises and the actual recruitment time of different positions in the past, and use this as a standard to investigate the timeliness of recruitment, so as to reflect how long it takes for each position to fill the vacancy. Obviously, the smaller the index, the higher the recruitment efficiency.