What data should HR analyze and how to improve recruitment efficiency?

Human resources practitioners should work hard from the following aspects and complete the following indicators in order to truly play the role of human resources specialty.

(1) Is the recruitment plan controllable? Recruiters should be clear about the company's annual recruitment plan. For example, how many people will the enterprise recruit next year? What are the departments with the largest number of recruits and what is the proportion of the total number of recruits? Where do recruiters use recruitment more? What is the average monthly employment? What is the average annual turnover? How many people leave every month? Wait a minute. These questions. At the same time, in order to ensure the effectiveness of the recruitment plan, it is necessary to know the personnel situation with the person in charge of the employing department regularly every month to prevent changes. Doing so can ensure the initiative of recruitment, and you can publish recruitment information in advance or organize other recruitment methods, so that you won't jump where there is fire all day like a fireman!

(2) Whether the recruitment channels can be fully unblocked. The recruitment channels should be comprehensive, that is to say, the recruitment methods should be diverse. The four most commonly used are online recruitment, campus recruitment, employee recommendation and on-site recruitment. Of course, there are other newspapers, magazines, trade associations and so on. Smooth recruitment channels mean that recruitment channels should be effective and can achieve the purpose of recruitment. If the recruitment channels can't achieve the purpose of recruitment, it's useless to have more.

(3) Whether the recruitment cost can be effectively utilized. In practice, the human resources departments of many enterprises are wasting recruitment expenses. I found that recruiters in many companies always do on-site recruitment when they are short of people. On-site recruitment costs hundreds of thousands every half day or one day, and the cost is very high! And spending money often doesn't necessarily attract the right person. For example, last week, my friend's company attended a large-scale winter talent recruitment meeting. Their company spent thousands of dollars to pay the booth fee and only received four qualified resumes! Then the recruitment effect is undoubtedly very poor, and the recruitment expenses are wasted. Recruiters should use all means to recruit people without spending money or less. In fact, there are still many free or low-cost ways to recruit people. For example, you can take the initiative to search the talent pool; Some new or less well-known recruitment websites always provide some free talent pools for enterprises to search and publicize; At the same time, there are other free ways, some of which are even rarely known and used, but their recruitment effect is very good, such as using alumni records and * * * to recruit. In short, it is a major principle of recruitment to spend the least money to recruit the most people, and anyone who wastes recruitment expenses at will is unqualified.

(4) Whether to recruit people on time. Personnel can be in place in time.

(5) Whether the required number is recruited. For example, the company planned to recruit 12 copies, but only 4 copies were recruited, which was obviously not done well.

(6) whether to recruit the right person. The best person is often not necessarily the most suitable, the key is whether this person is competent for this job and does it well. This requires recruiters to have a pair of critical eyes in the interview, and can provide constructive opinions to department heads and persuade them to adopt their own suggestions.

(7) Age structure of personnel. This is often overlooked. In fact, the overall age structure of a company's employees is very important. Whether it is aging or younger is an important factor affecting the vitality of an enterprise.

(8) the structure of talent education. This is often overlooked. The academic structure of enterprises is often related to the construction of talent echelon in enterprises. A reasonable academic structure can stimulate employees' upward motivation, provide employees with clear development prospects, and is a great weapon to retain employees! The information is taken from China Training Network.