That professional helps me, what is included in the recruitment and allocation of personnel, and what should I do? thank you

recruitment and allocation of personnel

section 1 implementation of employee recruitment activities

1. recruitment channels for enterprise personnel supplement: external recruitment and internal recruitment (promotion).

Second, the characteristics of internal recruitment (advantages and disadvantages)

Advantages: ① high accuracy; ② Adapting quickly; ③ Strong motivation; (4) low cost; ⑤ Low turnover rate.

Disadvantages: ① Contradictions and adverse effects caused by unfair handling and improper methods; ② Inbreeding is easy to inhibit innovation; ③ The grassroots are promoted step by step, and they are too old to take risks.

Third, the characteristics of external recruitment (advantages and disadvantages)

Advantages: ① bringing new ideas and methods; (2) is conducive to the recruitment of first-class talents; ③ The role of establishing image.

Disadvantages: ① The screening is difficult and takes a long time; ② Slow entry into the role; ③ The recruitment cost is high; ④ The decision-making risk is high; ⑤ Affect the accumulation of internal employees.

fourth, the main steps of selecting recruitment channels

first, analyze the recruitment requirements of the unit; Second, analyze the characteristics of potential candidates; Third, determine the suitable recruitment sources; Fourth, choose a suitable recruitment method.

v. The main procedures for participating in the job fair

First, prepare the booth, second, prepare the materials and equipment, third, prepare the recruiters, fourth, communicate with the co-organizers, fifth, publicize the job fair, and sixth, work after the job fair.

VI. Main methods of internal recruitment

1. Recommendation method (such as supervisor recommendation or acquaintance recommendation, the reliability and success probability are high, but it is easily influenced by the subjective factors of the recommender)

2. Announcement method (such as posting posters on the window bar or posting on the intranet within the enterprise) is especially suitable for the recruitment of ordinary employees. It can make more people in the enterprise understand the information, but it takes a long time)

3. Archives law (finding suitable personnel from employee information database to fill vacant or newly added positions)

7. Main methods of external recruitment

1. Publishing advertisements (two key issues: first, how to choose media; Second, how to design the advertising content)

2. With the help of intermediaries (including talent exchange centers, recruitment fairs, headhunting companies, employment agencies, etc.)

(Problems to be paid attention to when adopting the recruitment fair method: understand the grade of the recruitment fair; Understand the target audience of the job fair; Pay attention to the organizers of job fairs; Pay attention to recruitment information publicity. )

3, campus recruitment (note four: to understand the employment policies and regulations of college students; There should be countermeasures to deal with the phenomenon of "two feet on two boats", such as signing agreements and alternative substitutes; It is necessary to give students career guidance and correct students' misconceptions such as being practical; Be prepared for the questions that students are interested in)

4. Online recruitment (advantages: low cost, convenience, wide choice, no time and space constraints, and more convenient and standardized information processing)

5. Acquaintance recommendation (features: reliable understanding, promoting work, low cost, but easy to appear nepotism; The scope of application is wider.

VIII. Preliminary screening methods for candidates: written test, resume screening and application form screening

1. Features (advantages and disadvantages), scope of application and precautions of written test

Features of written test: The advantage is that many test questions can be produced in one written test, which can increase the reliability and validity of knowledge, skills and abilities; It can screen large-scale applicants with high efficiency; The pressure of applying for a job is small, and it is easy to play the normal level; It is more objective to calm down the results. The disadvantage is that the attitude, morality, management ability and oral expression and operation ability of the candidate can not be comprehensively investigated.

scope of application: only applicable to primary elections.

Pay attention to the following questions: first, whether the difficulty of the proposition is appropriate; second, determine the marking rules; third, mark the paper and check the results.

2. Methods of selecting resumes

① Analyze the resume structure (reasonable structure, highlighting experience, and no more than two pages)

② Examine the objective contents of the resume, such as personal information, educational experience, work experience and personal achievements

③ Judge whether it meets the requirements of post technology and experience

④ Review the logic in the resume

⑤ Overall impression of the resume

. (2) Pay attention to the problems related to occupation, and analyze the motivation for job hunting and the reasons for leaving; (3) indicate the suspicious place, in case of in-depth inquiry during the interview.

IX. Interview

1. Connotation (function): Through direct contact, the employer can fully understand the social background, language expression ability, reaction ability, personal accomplishment and logical thinking ability of the applicant; It can also help candidates understand their future development prospects in the company and find the best combination of personal expectations and reality.

2. Objectives

The objective of the interviewer

To create a harmonious atmosphere for talks

Let the candidates know more about the applicant

Understand the professional knowledge, job skills and non-intellectual qualities of the candidates

Decide whether the candidates will create a harmonious atmosphere for talks through this interview

The objective of the candidates

. Try to show your actual level

have enough time to explain to the interviewer what you have

hope to be understood, respected and treated fairly

fully understand the issues you care about

decide whether you want to work in this company

make necessary explanations around the interview objectives

For example, bowing your head during the interview is to prevent forgetting. Interrupted answers in the interview process are to ensure the time schedule, etc.

3. Basic procedures

First, the preparation stage before the interview (determining the purpose of the interview, designing interview questions, selecting interview types, determining the interview time and place, etc.)

Second, the initial stage of the interview (starting with simple questions such as work experience and education level to eliminate the nervousness of candidates)

Third, the formal interview stage. Get to know the candidates in depth, observe their words and deeds, pay attention to their expressions, and ask questions from easy to difficult in the primary election.

Fourth, end the interview stage (you can ask the candidates if they have anything to ask, or ask the candidates to modify or supplement the previous answers, and end the interview in a friendly atmosphere)

Fifth, the interview evaluation stage (the interviewer evaluates the candidates in a comment or scoring manner according to the interview records, and the comments can deeply reflect each one. The score can compare the same side of each candidate horizontally)

4. Layout of interview environment P72-73 < P > Quiet place, comfortable tone and seat, and suitable positions for both sides (round table or oblique pair is the best.

5. Types and methods of interview

From the interview effect, it can be divided into preliminary interview and diagnostic interview. The preliminary interview is similar to a simple and casual interview, which enhances the mutual understanding between the employer and the applicant. The applicant supplements the written materials, and the employer introduces or explains the relevant information. The diagnostic interview is a formal test of the practical ability and potential of the qualified candidates in the face of the in-depth supplementary information from both sides.

according to the structural degree of interview, it can be divided into structured interview and unstructured interview. Structured interview is to have a fixed framework or list of questions in advance, and interview each candidate one by one according to this framework or list. The advantage is that the same standard is convenient for analysis and comparison, reducing subjectivity and improving efficiency, but the disadvantage is that it is too stylized and difficult to improvise. Unstructured interview has no fixed pattern, so it doesn't need too much preparation in advance. It is a rambling style, which varies from person to person, and deeply examines personality characteristics. Advantages and disadvantages are just the opposite.

6. Design skills of interview questions

First, review the job description, grasp the job responsibilities and qualifications, and prepare some skills to judge whether the candidate has the main abilities required by the position; Second, by screening resumes and application forms, we can find some interesting issues; Third, you can prepare some questions that candidates have experienced in the past.

7, interview questioning skills

★ From the questioning process: in the lead-in stage, questioning should be natural, friendly and gradual; Interviewers use standard words to express their questions accurately, popularly and concisely; Asking questions is easy before it is difficult, concrete before it is abstract; Pay attention to the choice of questioning methods, and properly switch, shrink and end.

★ From the main ways of asking questions: open-ended questions (for example, talk about your work experience), closed-ended questions (for example, have you ever been a secretary), list-based questions (which do you think is the main reason for the decline in product quality among these factors), hypothetical questions (if you are in this situation, what would you do? ), repetitive questions (if I understand correctly, you mean ……), confirmatory questions (this is intended to encourage candidates to continue to communicate with the interviewer, such as: I understand what you mean! This idea is very good! ), example questioning (this is the core skill of the interview, also known as behavior description questioning, which is intended to identify the authenticity of the answer and examine the actual ability to solve the problem, such as "Can you give me another example?" )

★ From the problems that should be paid attention to when asking questions: avoid asking leading questions; Ask some contradictory questions intentionally; Understand the motivation of job seekers; The questions asked should be straightforward and the language concise; Besides listening to the candidate's answers, we should also observe his nonverbal behavior.

1. Meaning, characteristics and types of psychological test

1. Meaning: It refers to the method of providing a slowly standardized stimulus to the examinee in a controlled situation, and taking the response as a sample representing the behavior, so as to evaluate his personal behavior.

2. Features: more standardized than written examination; It needs to be carried out by professional psychological testing institutions or personnel.

3. Type: personality test; Interest test; Ability test; Scenario simulation test

4. Meaning, characteristics, classification, methods and application requirements of scenario simulation test method

① Meaning:

It is an effective personnel selection method, which refers to compiling a set of test items similar to the actual situation of the post according to the position that the subject may hold, arranging the subject in a simulated and realistic working environment, and requiring the subject to deal with various possible problems.

② Features (advantages and disadvantages):

Compared with written interview, it is easier to identify the practical abilities of candidates by observing their behavior process and behavior effect; It is more suitable for recruiting personnel in services, affairs, management and sales. The advantage is that it can comprehensively inspect and evaluate candidates from multiple angles; Those who pass the test and are selected can be directly employed, saving a lot of training expenses for enterprises. But the disadvantage is that the design is complex, and the test is time-consuming and costly. At present, it is mostly used to recruit senior managers.

③ Classification:

According to the content of scenario simulation test, it can be divided into language expression test, organizational test and transaction test

④ Application method:

First, document processing simulation method, also called document basket test. This is a method of evaluating management cadres, and it is a process of analyzing all kinds of official documents, processing all kinds of information and making relevant decisions for managers in practical work. The test is conducted in a simulated situation. By observing this process, the examiner judges and evaluates his personal self-confidence, enterprise leadership, planning ability, written expression ability, risk-taking tendency, information sensitivity and other practical abilities. In advance, these official documents are put in an official document basket, so it is called official document basket test.

The operating steps of this method are as follows: firstly, a set of 2 or so files should be distributed to the subjects, and the files should be realistic, with different processing difficulties and sufficient materials; Secondly, introduce the background to the candidates and ask them to take full responsibility for handling these documents according to their job roles; Finally, the processing results are handed over to the evaluation team for evaluation.

Second, the leaderless group discussion method, P8

⑤ Application requirements:

First, we should pay attention to protecting the privacy of candidates, second, we should have strict procedures, and third, we should not take the test results as the only evaluation basis.

Xi. Employee employment decision

1. Definition of employment: the activity of making employment decision and making placement according to the selection results. The most important content is to make a good employment decision

2. The main strategies of personnel recruitment:

① Multiple elimination: multiple assessment and test items are implemented in turn, and several low-scoring people are eliminated at a time

② Compensation: the results of different tests can complement each other, and finally the employment decision is made according to the total scores of candidates in all tests.

③ Combination:

3. Three points should be paid attention to when making the final employment decision: ① Use the method of comprehensive measurement; ② Minimize the number of people who make employment decisions; (3) can't perfect the blame.

evaluation of employee recruitment activities in the second quarter

I. cost-benefit evaluation

1. recruitment cost

① total recruitment cost: refers to the acquisition cost of human resources, including direct cost and indirect cost. P83

② Recruitment unit cost: the ratio of the total recruitment cost to the actual number of employees (i.e. shared cost).

2. The main calculation formulas of cost-utility evaluation include:

Total cost-utility = number of employees/total recruitment cost

Recruitment cost-utility = number of applicants/expenses during recruitment

Selection cost-utility = number of selected employees/expenses during selection

3. Ratio of recruitment income to cost. Total recruitment cost

II. Quantity and quality evaluation

1. Main calculation formula of quantity evaluation

Employment ratio = number of employees/applicants× 1%

Recruitment completion ratio = number of employees/planned recruits× 1%

Application ratio = number of applicants/planned recruits× 1%

Reliability evaluation:

① Definition of reliability: refers to the reliability or consistency of test results

② Reliability is divided into three indicators: stability coefficient, equivalence coefficient and internal consistency coefficient

③ Application principle of each indicator P84-85

2. Validity evaluation

① Definition of validity: the degree of conformity between the actually measured characteristics of the candidate and the characteristics to be tested

② Validity is divided into three indicators. Content validity, co-test validity

③ Application principle of each index P85

IV. Typical examples:

Item (1) Calculation in Item 5 of p>P115

Calculation in Item 1 of Exam Instruction P113

Section 3 Effective allocation of human resources (spatial allocation and time allocation of personnel)

I. Five principles of personnel allocation

. Correctly identifying employees is the premise of rational personnel allocation)

2. Principle of correspondence between abilities and positions (great talents and great use, small talents and small use, each doing his best and making the best use of his talents; An organization can generally be divided into decision-making layer, management guide layer, execution layer and operation layer, and it can be undertaken by people with corresponding ability levels, so as to be able to correspond with each other and improve efficiency. )

3. complementary value-added principle (only by optimizing the combination and learning from each other can we form the overall advantage and realize the optimization of organizational goals; The resultant force generated by complementation is greater than the sum of individuals, and the overall function of the group will be positively amplified)

4. The principle of dynamic adaptation (the unsuitability between people and things is absolute, and the suitability is relative, and only by constantly adjusting the relationship between people and things can new suitability be achieved)

5. The principle of elastic redundancy (trying to achieve full load but not overload in the staffing process)

2. Division of labor in enterprises <