How to achieve effective recruitment

Staff recruitment is an important part of human resource management. How to effectively introduce suitable talents into enterprises is the most concerned thing for all enterprise managers and the first problem to be solved. Based on the preliminary analysis of the problems existing in recruitment, this paper puts forward corresponding solutions, such as attaching importance to human resources planning, formulating scientific and clear job descriptions, perfecting relevant enterprise systems, rationally organizing recruitment teams, selecting reasonable recruitment methods and channels, and constructing career planning system, so as to provide some reference for the majority of human resources workers. Keywords: employee recruitment, enterprise system, the importance of personnel recruitment, employees are the most valuable resources of enterprises. The purpose of recruitment is not simply to attract a large number of applicants. The fundamental purpose of human resource recruitment is to obtain the personnel needed by enterprises and reduce unnecessary brain drain. At the same time, recruitment also has a potential purpose: to establish a corporate image. In fact, effective recruitment means that an organization or recruiter can achieve the best matching among people, positions and organizations within a suitable time range, so as to achieve the win-win goal of employing people according to their needs, giving full play to their talents and making the best use of them. Mainly reflected in the following five aspects: first, it can recruit people who meet the needs of enterprises in time; Second, the number, quality, level and structure of employees meet the requirements of enterprises; Third, the recruitment cost conforms to the principle of minimization; The fourth is the matching of people and posts, and the personnel are appropriate; Fifth, the turnover rate is low. Whether the right personnel can be recruited is not only related to the reserve of reserve talents in enterprises, but also affects the stable operation of enterprises. How to improve the effectiveness of recruitment is not only a problem that human resources departments must face, but also the focus of attention of executives and employers. The main problem in recruitment is generally believed that the fewer vacancies in an organization, the more timely the vacant positions are filled, and the more the recruited employees match the positions, culture and system of the organization, the more effective the recruitment work will be. The author summarizes the performance of ineffective recruitment into two aspects: 1. It is difficult to recruit people. Although the current talent market generally exceeds demand, it is not easy to recruit talents suitable for corporate culture and job requirements, and the other party is willing to join the enterprise. It should be said that it is quite difficult. The main difficulties in recruiting people are as follows: first, with the expansion of business, the company urgently needs new people to supplement it, and the employing department often puts forward very urgent employment needs, often hoping to get manpower in the shortest time. Many times, the human resources department will arrange the recruitment unprepared, but the recruitment needs a cycle, and the recruitment in an emergency will often lower the recruitment requirements and reduce the recruitment success rate. Secondly, sometimes the recruitment department is too casual, saying "recruit" today and "don't recruit" tomorrow makes all recruitment planning, preliminary test and interview preparation invalid, and also gives the applicant a reasonable reason for refusal. Thirdly, some department heads override the responsibilities of human resources and choose people from their own perspective, which affects the decision-making of human resources and increases the difficulty of recruitment. Although in most companies, whether candidates can enter the company depends on the leadership of the employing department rather than the human resources department, this is not correct. Fourth, recruiting a talent who is not suitable for the company, sometimes the employer will complain to the human resources manager, causing unnecessary friction between departments. In fact, this is largely the result of the lack of communication and cooperation between employers and human resources departments. 2. It's hard to keep people. In the recruitment work, it is often seen that some employing departments have higher requirements for the quality of candidates than the actual needs of posts, no matter how high the educational background, English level and years of work experience are required for any post, blindly comparing high-level talents, resulting in "high consumption" of talents. This one-sided wrong concept of employing people will inevitably lead to the mismatch between people and posts, the loss of personnel and the increase of recruitment costs. Still an old saying goes: "The better the talent, the better. Only the right one is the best. " Moreover, the salary, welfare system and incentive system of many companies are at a medium level in the same industry, and they cannot effectively retain outstanding talents. Often after investing huge recruitment and training costs, employees with outstanding ability leave their jobs, which increases the replacement cost of human resources, affects the continuity and quality of work, and also affects the stability and morale of on-the-job employees. Moreover, it is difficult to attract excellent job seekers because of internal problems such as imperfect basic system, inharmonious corporate culture and blocked communication channels. Some enterprises make empty promises in recruitment, or avoid the important and make beautiful lies to attract job seekers. When job seekers entered the enterprise, many promised conditions could not be fulfilled, which seriously dampened their enthusiasm for work over time and eventually ended in resignation. It is difficult to recruit and retain people, which has become a huge obstacle to personnel recruitment. How to solve these problems and how to carry out effective recruitment has become the focus of attention of human resources departments and senior managers. These problems involve all aspects of the enterprise, which are not only limited by the bottleneck of the enterprise system, but also affected by the degree of cooperation between departments. Some measures to achieve effective recruitment Kōnosuke Matsushita, the Japanese "God of Management", once said, "The key to the success of an enterprise lies in whether the right person is used at the beginning!" The effectiveness of personnel recruitment is a systematic project, which requires enterprises to formulate a strategic plan for talent introduction from a strategic height, people-oriented, combined with the actual situation of enterprises, and effectively implement it in the recruitment plan through scientific recruitment methods. In order to achieve effective recruitment, we need to pay attention to the following aspects. 1. Pay attention to human resource planning. Human resource planning is a kind of strategic planning, which refers to the process of forecasting the demand and supply of human resources in enterprises by using scientific methods according to the changes of internal and external environment and conditions, so as to balance the supply and demand of human resources in enterprises, realize the rational allocation of human resources and effectively motivate employees. The recruitment plan includes the recruitment strategy, the quantity, quality, level and structure of the personnel to be hired, the method of selecting talents, the budget of recruitment expenses, etc. It provides accurate information and basis for the recruitment activities of enterprises, so it can be used as a direction guide for recruitment work. Without a plan, there will be a phenomenon of cramming, which often leads to blindness and arbitrariness of recruiters in the recruitment process, and even makes wrong employment decisions. Therefore, in view of the future development needs of enterprises, human resources workers need to deeply understand the development direction of enterprises, make detailed and systematic talent recruitment plans in advance with foresight, and strive for the support of senior management at the same time to ensure that enterprises always have the most suitable personnel in different positions with the adjustment of organizational structure in different development periods. 2. Develop a scientific and clear job description. Every human resource worker will realize the importance of making a scientific and clear job description for recruitment. To establish a standardized job description, we must first start with job analysis. The one-sided and short-sighted concept of choosing a job without job analysis and starting from the actual situation will only lead to the failure of recruitment results. Through job analysis, we can make clear what the task of the job is and what kind of capable people need to be hired to undertake the job. In fact, this provides a standard for selecting talents for recruitment, which embodies the principle of selecting people according to positions and positions. In particular, job qualifications are the basis for enterprises to recruit candidates. The post qualification explains the basic qualifications and conditions that the person who holds the post should have, including age, gender, education and major, work experience, health status, problem-solving ability, interpersonal skills and so on. 3. Improve relevant enterprise systems. Establishing a competitive new salary system, an objective and fair performance evaluation system, a feasible and effective incentive system and giving first-class talents first-class treatment are important means to attract and retain high-quality employees. It should be noted that in addition to the demand for material rewards such as salary, bonus, allowance and welfare, there are also spiritual rewards such as work ability, sense of accomplishment, sense of responsibility and attention. In reality, we find that the important factor that causes employees to leave their jobs is sometimes not dissatisfaction with material treatment, but because they feel that the space they expect and the platform provided by enterprises are not suitable, and many of their suggestions and ideas are not taken seriously, so they can't display their work and have no sense of accomplishment. Companies must recognize the significance of spiritual reward, create all opportunities and conditions to ensure that employees can display their talents, such as allowing them to participate in decision-making, undertaking more important tasks, giving them greater freedom and authority to work, and preventing brain drain with generous spiritual reward. 4. Establish a reasonable recruitment team. The traditional personnel recruitment is handled by the human resources department, and the employing department only passively receives it. This method can no longer meet the requirements of enterprises to recruit outstanding talents, which makes it difficult for the personnel recruited by human resources departments to meet the needs of employing departments. In modern recruitment, the recruitment team is generally composed of human resources professionals, heads of employing departments or senior managers of enterprises. In fact, only the employing department knows best what kind of employees it needs, and the quality and ability of the recruited employees are directly related to the effectiveness of the employing department. Therefore, in the recruitment process, the employing department should participate, especially the skill assessment, which can play an irreplaceable role. In this way, the close contact and cooperation between the human resources department and the employing department in the recruitment process can effectively improve the recruitment quality. 5. Choose reasonable recruitment methods and channels. Generally speaking, there are two ways for enterprises to recruit employees: internal recruitment and external recruitment. People who are recruited from inside are familiar with the company's situation, and the recruitment cost is low, so they can adapt to the new job immediately. However, internal recruitment must pay attention to the openness and fairness of recruitment, otherwise it will be counterproductive. External recruitment can bring new ideas and concepts to enterprises and stimulate the vitality of existing employees. In addition, enterprises should first consider the recruitment effect of different recruitment channels before recruitment. For middle-level personnel in enterprises, the more effective way is through job fairs, newspaper advertisements and talent websites. For the recruitment of senior staff, the most effective and lowest-cost way is internal promotion, followed by entrusting a professional headhunting company to recruit. Through the analysis of the recruitment channels of skilled workers in our company, it is found that acquaintance recommendation and newspaper advertisement have better effects. 6. Build a career planning system. An important aspect of retaining talents is to provide them with a perfect career path and establish a career plan that suits each employee's own specialties. Through the joint efforts and cooperation of employees and organizations, the career goals of each employee are consistent with the development goals of the organization, and the development of employees is consistent with the development of the organization, so that new employees can grow up and settle down quickly. If you keep employees with a broad career ladder, you will give new employees more promotion opportunities and greater responsibilities. On the other hand, if employees find that they can't achieve their career planning goals in the enterprise, they may quit to other enterprises that are more suitable for their own development. Professional management is increasingly becoming an integral part of many corporate cultures and value systems. Now more and more enterprises see the importance of enterprise career planning to employees, trying to establish psychological mutual trust with employees and connect the common ideas and expectations of employers and employees. 7. Implement competency-based structured interviews. Interview is the most important part of the recruitment system, which determines whether an enterprise can successfully attract and select the right person. In the traditional recruitment process, candidates are often initially screened according to resumes, and there is no standardized design for interviews. In fact, this method may make enterprises miss outstanding talents. From the perspective of competence, the required abilities of management, market operation and technology development are refined and quantified. For example, the competence of management positions can be divided into decision-making ability, execution ability, interpersonal influence, team spirit, communication and listening ability, crisis handling ability, goal consciousness, time management ability, innovation ability and so on. , so that the selection of talents will be more effective, objective, fair and scientific, not only for the successful selection of talents for enterprises, but also for enterprises. Structured interview is a widely used talent evaluation tool, which plays an increasingly important role in the recruitment, selection and appointment of employees in human resource management. Competency is an effective index to predict future work performance. At present, many enterprises try to select talents by structured interview based on competency. 8. Establish a reserve talent pool. A company that attaches importance to the construction of future reserve talents will surely win the future business war. The talent pool system records the education, training, experience, skills, performance and career planning of each employee. And can find out which candidates' current work is lower than their own knowledge and ability level, who has development potential and who needs what kind of training; We can find people with ability and background to take up vacant positions, so that they can be called when needed in the future to prevent the talent gap (when a position in an enterprise is vacant due to business changes, predecessor promotion, retirement or resignation, two or three suitable candidates are guaranteed to take over the position). For the applicants who come to apply for the job but are not hired due to objective factors, the human resources manager had better keep a record. Although this kind of talents can't work in the enterprise for the time being, it's best to contact regularly, communicate with the development of the enterprise, and get the latest contact information of the other party, so as to introduce them at the right time, which not only saves the recruitment time, but also greatly reduces the recruitment cost. Conclusion Master Carnegie, a famous management scientist, once said: "If I take my workers away and leave the factory behind, the factory will soon be full of weeds; If we take my factory away and leave my employees behind, we will soon have a better factory. " People are the most precious resources of an enterprise. The competition between modern enterprises is, in the final analysis, the competition for talents. Especially in the era of knowledge economy, the importance of human resources has become increasingly prominent, and enterprise management has shifted from emphasizing the management of things to emphasizing the management of people. Paying attention to personnel recruitment and realizing effective recruitment can deliver a steady stream of high-quality human resources for enterprises. Only in this way can enterprises produce high-quality products and realize efficient operation, so as to be invincible in the fierce competitive market.