How do enterprises analyze the demand of employee recruitment?

When the employing department puts forward the recruitment demand, what is the basis for the person in charge of recruitment to determine whether the recruitment is really necessary and reasonable? Don't let them tell you. Therefore, it is imperative to do a good job in analyzing the recruitment needs.

1. Why do you want to confess? There are five reasons:

1. Someone left.

2. Increased workload

3. New position

4. reservations

Ready to change others

Second, there are five sentences to judge whether there is a real demand:

1. Don't recruit if the job content is unclear.

What the recruiter intends to do specifically is not a general statement, but a specific job description;

2. Can't attract anyone to take care of it.

Who will be his master? What does the master think? Are you ready?

3. Internal coordination and deployment cannot be recruited.

If you can't recruit the person in charge of the employing department as planned, what are the alternatives? Is it possible for the alternative to become the main scheme?

4. Don't recruit impossible demands.

Can we make a recruitment plan? If you can't meet the needs of the recruitment plan, don't say "find a way", you should adjust it immediately.

5. Simple alternative needs are not recruited.

If you are not satisfied with the existing staff, if it is only a management problem, don't recruit new people until the management problem has improved.

For the above five sentences, the last two sentences may be controversial. This expression is to force the employing department and HR department to work together, and don't always think about replacing people with new people; We should pay attention to training people, give full play to their strengths, constantly improve management level and revitalize talent assets.

Third, the recruitment demand analysis steps

Strictly speaking, the recruitment demand analysis has not yet formed a particularly scientific and accurate method, but we can try to adopt the following ideas:

Step 1: Collect post information.

The existing materials such as job description, organization, team structure and employment mechanism are important sources of job information. Field visits, interviews with employees and analysis of outstanding candidates are effective methods to collect job information.

Step 2: Organize and refine job information.

All work-related information can be integrated into four aspects:

1. Job responsibilities: What are the main outputs of this position? What is the post's behavior requirement for people? Which of these needs are for people and which are for things?

2. Characteristics of working environment: Is it required to work under greater pressure? What's the pace of work? What is the position of this position in the company? What is the team atmosphere of the incumbent?

3. Corporate culture requirements: What values does the company advocate? What is the spirit of the company? What kind of work style does the company need to embody?

4. Company development needs: What is the future business direction of the company? In the foreseeable future, what changes will happen to the requirements of business development for people?

Step 3: Summarize the employment requirements of the position.

Summarize the above information from the three dimensions of "knowledge, skills, experience", "ability" and "motivation/values" to form the post requirements.

Step 4: Select a valid recruitment element.

The above job requirements are an ideal state, but what enterprises need is the most suitable person, not the "perfect" person. In the recruitment process, you don't need to cover everything, you just need to focus on selecting some core elements as inspection points. The measurement standards of inspection points are as follows:

1. Training cost: the difficulty of training in a short time. Easy to cultivate, as a secondary criterion for inspection or not; If it is difficult to cultivate, take this as the main inspection point.

2. Crowd discrimination: the difference and discrimination at a checkpoint in the applicant group. If the degree of discrimination is small, it shall be regarded as a secondary standard or not investigated; As the main point of investigation, the degree of discrimination is large.

3. Degree of environmental constraints: the degree of influence of environmental factors on the performance of duties at the inspection site. High environmental constraints, as a secondary standard or not to be investigated; If the degree of constraint is low, it will be the main checkpoint.

4. Measurability: The extent to which inspection points can be measured by existing methods. Can't or difficult to measure, as a secondary standard or not; Easy to measure, as the main checkpoint.

The recruitment under unreasonable demand will drag the HR department to death. Our HR department is always busy with personnel affairs and has no energy to think about and implement human resource management. The final result can only be to recruit people every day, and no one is available. Therefore, it is necessary to judge whether the recruitment demand is reasonable.