What is the recruitment process of outsourcing companies?

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The Cultural Revolution of Cixi Warlords in the Late Ming and Early Qing Dynasties and the Late Qing Dynasty

Activities can create value, and only by putting all activities in a whole framework can value be created. This overall framework is a process. From this perspective, recruitment is actually a process, which includes many interrelated activities. If the whole process from the generation of a job demand to the appointment of the final candidate is compared to a recruitment road, these two ends are like the starting point and the terminal. It can be seen that there are actually many stops from the starting station to the terminal station-such as making recruitment plans, collecting candidate information, screening resumes, re-screening, selecting candidates, interview preparation, interview arrangement, employment, entry and so on. The task of recruitment is actually to "let the right people get on the bus and let the inappropriate people get off the bus" in this whole process. Before RPO service appeared, enterprises actually managed this road by themselves, and may outsource some recruitment business. Every recruitment supplier is like a sports car on this road, but the whole task of traffic management is still completed by enterprises. However, with the intensification of competition, enterprises are increasingly discovering the disadvantages of doing so: First, the road is divided into discontinuous sections, which seriously affects the driving speed. Enterprises have to manage many external and internal recruitment channels. For large enterprises, this is a very complicated management work, and enterprises often do too much by themselves. Because when the enterprise becomes huge, the iron wall between departments often separates the original complete process-one here and one there, and no one can see the complete process. If middle and lower managers in large enterprises want to recruit personnel, they usually apply from top to bottom through a set of procedures throughout the company. Not only does it take a long time, but if the communication between the upper and lower departments is not smooth, it is difficult for middle and lower managers to trace to which level the project has reached, when it will end and when the personnel will be in place. By the time the results come down, either the shortage of manpower has greatly affected the business development, or the "right person" has been unable to stand the long wait and got on the bus of other companies. Not only that, communication channels between internal units are not smooth, and it is also common for large companies not to understand each other's needs. If a candidate wants to apply for positions in different business departments at the same time, he must send his resume to all business departments, otherwise even if he is a "suitable person", if the department submitting his resume doesn't need him, other departments can't get his information. Secondly, enterprises find that the cost of managing this road is very high. Recruitment outsourcing in the form of headhunting is actually outsourcing a sub-process of the recruitment process, which makes enterprises improve efficiency and reduce costs to a certain extent, but many companies gradually find that outsourcing is not enough. On the road of recruiting managers, many vehicle suppliers still make the management cost of enterprises high. For example, if a headhunter finds 100 jobs for an enterprise a year, the enterprise will issue 100 invoices for it a year.

And if a fast-growing enterprise wants to fill 3,000 jobs a year, it will have to issue 3,000 invoices to different suppliers-just the process of issuing invoices, the enterprise will almost be equipped with a financial team to handle it. These complicated and trivial tasks are still a heavy burden for enterprises. Thirdly, because many suppliers on the recruitment road do not provide end-to-end services, they only provide services at a certain link. At a certain station, passengers on the "bus" need to get off and change to another "bus". The more links, the greater the possibility of mistakes, and the delay and repetition of work are almost inevitable. Moreover, because these suppliers only provide some services and lack long-term commitment to enterprises, they will also cause some short-term behaviors, such as some headhunters. As long as they find someone, everything will be fine. As for whether this person is really suitable for the needs of the enterprise, they have no intention to take care of it, because their relationship with the enterprise is only short-term. Moreover, even if these suppliers want to provide almost perfect services, they can't do it because they can't see the complete process. Like Michael. The same is true of Hammer's famous metaphor: people who work in the fragmentation process are like working in a castle surrounded by high walls. They put the finished works in the crossbow car and gave them to people who didn't know. They don't know that this is a hot potato handed down in the past, and even if they know it, they don't care. Because he can only see the cutting process in front of him It is in this case that the emergence of RPO services caters to the needs of enterprises. Enterprises that choose RPO service outsource the whole recruitment process, that is, they hand over the management of the whole recruitment process from the beginning to the end to a supplier. Enterprises only need to face this general supplier and be responsible for the establishment of employer brand, the improvement of recruitment quality, the management of external recruitment channels and suppliers, and the integration and management of internal recruitment channels. Enterprises only need to use it to determine service standards, such as completion time, recruitment cost, turnover rate of new employees, customer feedback and so on. , they can get end-to-end recruitment services. From "efficiency" to "benefit", RPO service brings many benefits to enterprises. One of the most obvious benefits is that it can greatly shorten the "completion time" from the generation of job requirements to the arrival of personnel, and solve the urgent needs for enterprises. If an enterprise's fast-growing business needs to recruit 1700 people with specific skills in just 60 days, it is urgent. If you can't recruit people, you can only watch the huge loss of business opportunities, but how easy is it to find so many people in such a short time? TheRightThing, the leading company of RPO service in the United States, let more than 20,000 candidates enter the recruitment process in just eight weeks to successfully complete the task for customers. Such high efficiency is not only due to the profound professional ability of RPO service providers, but also because the whole recruitment process has been straightened out and is no longer in a fragmented state. "I don't know the true face of Lushan Mountain,

Just because you are in this mountain, people in the enterprise stand inside the enterprise, and it is difficult for them to look beyond the "departmental fence" to coordinate their work optimally. In the past, scattered external suppliers were limited to a fragmented process, and it was even more impossible to look at the overall situation. This has caused the whole recruitment work to be task-driven, not process-driven, so all departments collide with each other, delay, repeat work and be inefficient. After outsourcing the whole recruitment process, RPO service providers can further optimize the whole recruitment process from an external perspective. When the road is clear, cars on the road will run more, faster and more efficiently. Another obvious benefit is to reduce the cost of enterprises. Companies that outsource the recruitment process usually see the recruitment cost decrease 10% to 40% in the first year, and then the recruitment cost will decrease year by year. LiisaRowan, human resources consultant of IDC, said: If enterprises want to reduce the recruitment cost, RPO service is a good choice. Outsourcing the recruitment process can also form a close and long-term cooperative relationship between enterprises and recruitment suppliers, so as to enjoy stable, high-quality and continuous improvement services. RPO service really goes deep into one end of the enterprise, and what suppliers pass on to the enterprise is no longer a "hot potato". For example, after new employees take up their jobs, suppliers will not give up, but also give them a ride. There will be a series of processes to help them adapt and integrate into the new company as soon as possible, because the turnover rate of new employees, as a key performance indicator, will be closely related to the performance of suppliers. But even these are not the most important benefits brought by RPO services. The most important thing for an enterprise is to outsource the recruitment process management that it is not good at, so that the human resources department can be completely freed from the complicated administrative affairs brought by recruitment, which can make it more focused on the strategic core. Management guru Peter? Drucker once mentioned the difference between "efficiency" and "effectiveness" In his view, "efficiency" means doing things right, and "efficiency" means doing things right. If cars and roads are used as metaphors, high efficiency means that cars run fast, and high efficiency means that cars run in the right direction. The master emphasized the importance of "efficiency"-if the car runs in the wrong direction, it will not reach its destination no matter how fast. If we look at the work of the human resources department from this perspective, we will find that there is still considerable room for improvement. Nearly 80% of the working time of human resources departments in most enterprises is still spent on administrative affairs, and only the remaining 20% is spent on strategic planning and customer consulting services, while administrative affairs are related to efficiency and have nothing to do with efficiency. Only by doing a good job in strategic planning and customer consulting services can we truly ensure that enterprises move in the right direction, help enterprises acquire core competence and gain advantages in the competition. When an enterprise chooses RPO service, it can let the human resources department do this part of the work.

Greatly increased, the integration of free energy into the commercial field has really played a role. From Europe and America to China, RPO service has developed rapidly in Europe and America since it came into being in the early 1990s, and many Fortune 500 companies have chosen this service. It is estimated that the global market of RPO was $20 billion in 2005, and it is expected to rise to $30 billion in 2008. BrettGerard, a consultant of TPI, a human resources consulting company in Houston, USA, believes that RPO service will be the fastest growing part of human resources outsourcing. In China, RPO services have also begun to appear. Career International, which started as a headhunter, has been exploring this field for three years, and has successfully developed a number of international customers and become a leader in this field. For RPO service providers, the most important thing is to have the "right people" in order to gain an advantage in the competition. Ke Rui International has 200 professional recruitment consultants, 50% of whom are from Fortune 500 companies and 30% from well-known domestic listed companies. They are familiar with the recruitment process of multinational companies and have rich recruitment experience. The areas visited by customers cover nearly 20 countries and regions in Asia-Pacific region. In 2006, Ke Rui International became its customer. Gao Yong, the founder of the company, believes that RPO service has just started in China, and this kind of business will grow greatly in China market in the next few years. Gao Yong's optimism is not unreasonable. The demand of Chinese enterprises for RPO services mainly comes from two aspects: First, China's economy is developing rapidly, and many enterprises have also achieved rapid development. Many companies have opened up new businesses, or set up new departments or launched new products. These companies have a long-term demand for recruitment, which is urgent in quite a few cases, which provides a place for RPO service providers. RPO service makes customers' recruitment ability flexible. Customers don't need to increase or decrease manpower internally to cope with the fluctuation of recruitment demand, and suppliers can "move on demand", which brings great convenience to customers. Take Ke Rui, a multinational customer with a three-year cooperative relationship, as an example. Three years ago, the company decided to increase R&D investment and develop new products in China, which means that it has a long-term demand for R&D personnel. This demand is still urgent at the beginning, but the resources of candidates within customers are limited, and customers do not want to increase the cost and quota of internal recruiters. In this case, the company chose Ke Rui's RPO service, and quickly benefited from this service: the completion time was reduced from 50 days to 20 days, the interview employment rate was reduced from 4: 1 to 2.5: 1, the internal recommendation was increased from 10% to 22%, and the recruitment volume of "traditional" channels was increased from 8%.

I got on the "car" conveniently. Secondly, the fierce competition in China's talent market makes enterprises urgently need human resources departments to exert their effectiveness. There is a shortage of middle and senior management talents in China, and the fierce talent competition makes the employee turnover rate in China higher than the global level by about 1/4. Gao Yong believes that such a competitive situation urgently requires the human resources department of an enterprise to shift its energy from administrative affairs to strategic affairs such as developing and retaining talents, do a good job in core work such as corporate culture and employee relations, and improve employee satisfaction and professionalism. Outsourcing the recruitment process can enable the human resources department to focus on its core work. University of Michigan professor David? Juric found that human resources professionals in China "take on more daily work, not more important parts. They often struggle with things like paying wages, recruiting people or dismissing people. " The management scientist who first put forward the concept of human resources (HR) has been studying "human resources competence" on a global scale for a long time. After investigating the situation in China, he thinks that the influence and contribution of human resources departments in China enterprises still have a lot of room for growth. What about David? Ulrich is right, so CEO and HR directors have reason to pay more attention to RPO service, which has great development potential and prospects in China. Because it allows the "right person" to get on the bus faster and more conveniently, it not only improves the efficiency but also reduces the cost. It is an effective way for the human resources department to provide influence and contribution by liberating the human resources department from the tedious transactional work of recruitment and focusing on strategic things. Hope to adopt