The salary and social security of recruiters are not recruitment costs.

The cost of recruiting talents can be generally divided into two categories: explicit cost and implicit cost. Explicit costs: such as channel cost, employment cost, employee recommendation reward, etc., and implicit costs: such as time cost, selection cost, management cost, etc.

1. Explicit cost: Explicit cost is easy to identify, and can be divided into recruitment cost, selection cost and employment cost according to recruitment links. 1. Channel cost is increasing with the development of online recruitment, and the service fee, package fee, set-top fee, refresh fee and resume fee of major recruitment platforms are not small expenses. Here, detailed information of recruitment fees can be seen in all platforms. In addition, different channels, such as campus recruitment and job fairs, will also generate corresponding expenses. 2 Employment costs include the salary expenses and welfare expenses of employees (including but not limited to resettlement expenses, relocation expenses, transportation subsidies, The expenses of visiting relatives, etc.) also include the expenses of computers and other office supplies needed by employees for office work ... ③ Employee recommendation reward usually refers to the reward fees given by internal employees who recommend certain job candidates and pass the screening and admission. Generally speaking, each company has clear regulations on recommendation rewards, so I won't say much here. ④ Selection costs may also generate some selection costs for some middle-and high-level positions or core technical positions. The costs here include evaluation fees, expert fees, material fees and third-party service agencies. Second, hidden costs: hidden costs are hidden in daily expenses, which are not easily perceived by the boss, such as the quality of resumes, the time and cost required for training new employees, the retention rate and performance of new employees. ① Time cost Time cost is the most easily overlooked item in recruitment. No matter HR, department heads or higher-level leaders, as long as the interview time is generated, it will generate costs. If the interview is successful and the candidates are strong, the recruitment cost generated is still cost-effective. Once the interviewer lacks experience, it will lead to the phenomenon of post mismatch, which will generate more recruitment costs. If the time cost is converted into salary, it will be a large expense. (2) Training costs The training costs of new employees also account for a large share. After new employees join the company, they need to arrange training on corporate culture, corporate philosophy and business content. It is also necessary to have old employees to bring new employees, so that the resigned employees can make arrangements for the new employees' work handover and related training. No matter what kind of training method, the cost is inevitable. The recruitment cost here includes but is not limited to the cost of training lecturers, the preparation cost of training materials, the power consumption during training, the time cost and so on. If new employees also leave during the training, these training costs will be wasted. After re-recruitment, there will be repeated expenses, which will lead to an increase in the cost of probation and form a vicious circle. (3) Management cost HR After recruiting suitable candidates, it takes a lot of time and energy to manage new employees according to the enterprise system, which is management cost. It includes new employees' entry procedures, familiarity with the environment, interpersonal relationships, various enterprise systems and so on. At the same time, it also takes time, energy and material resources in management to handle the resignation procedures for the resigned personnel. Including resignation procedures, issuance of resignation certificates, termination of insurance, modification of employee roster, transfer of social security relationship, salary settlement, etc. ④ Running-in cost Generally speaking, promoting the integration of new employees is divided into two dimensions: work integration and emotional integration, which complement each other. But most enterprises value the former, and it is easy to ignore the latter. If a person who is full of negative energy and can spread negative energy enters the team, his lethality is enormous. Then the lack of emotional care after an excellent talent comes in will also make the previous recruitment work go down the drain.