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How to effectively improve the recruitment success rate
The risk and proportion of recruitment failure are amazing, but few people think about the reasons? Some HR think this is a technical problem, and many hiring managers think that everything will be fine when employees join the company, but they pay little attention to the management of post-employment processes, which is an important reason for employee turnover.
Practice has proved that a well-designed recruitment process can completely avoid the above situation. Most companies should stop and think about the reasons for the low success rate of recruitment, redesign the recruitment management process and control the risk of recruitment failure from the system.
The recruitment process refers to the whole process management from seeing the recruitment information of the enterprise to being qualified for the post, not just the interview and entry. Usually divided into:
Attraction: talent attraction and application process
Recruitment: Recruitment Selection Process
Suitability: the process of entering a competent position
In these three stages, any mistake, even a casual remark, may lead to the failure of recruitment and bring huge losses to enterprises.
A good recruitment process should be the whole process management of attraction, recruitment and job suitability, and the three links should be closely combined, not separated. People in all aspects clearly know the tasks they should undertake, the responsibilities they should undertake and the control over the corresponding resources, as well as the company's definition of talents, the evaluation criteria of talents and the company's concept of employing people. When everything is clear and transparent, the operational efficiency of recruitment will be improved.
If the recruitment efficiency is low and the success rate is low, it is necessary to consider whether there is any problem with the recruitment business process and start to recreate the recruitment business process. This is not difficult. Grasping several key elements of the process and combining with the actual situation of the enterprise, we can design a robust and effective recruitment business process.
First, the attraction stage
The definition of talents, employer's brand packaging, public relations strategies and other attractive means, the design of recruitment channels such as recruitment outsourcing, campus recruitment, headhunting and recruitment websites, as well as the resume application of candidates, all belong to the content that needs attention in the talent attraction stage. Many hiring managers think that it is enough to publish job advertisements through the three major websites. In fact, this is far from solving the problem of talent attraction. We should analyze the business process in the attraction stage from the following angles.
1. Accurately define the "talents" needed by enterprises.
Many companies invest a lot of manpower and material resources in recruitment, and even hire headhunters to spend hundreds of hours on resume screening and interview, but they refuse to spend an afternoon to learn more about the job requirements. The hiring manager will ask the superior supervisor to provide the job description and requirements, but the information obtained may only take the business supervisor ten minutes.
Many executives don't realize that if the captain defines the wrong sailing route, the cost of correcting the mistake is far greater than the sailing itself. In the cases encountered, at least 30% can't recruit people because of the inaccurate definition of talents.
When defining talents, enterprises need to consider the talent competition in their own industries, the cultural values of enterprises and the requirements of posts, and list the abilities and skills that ideal candidates should possess, the role they play in their work and how many years of work experience they need. For example, a position requires more than 7 years of computer programming experience, teamwork ability and cooperation with team members in high-intensity projects.
2. Attract talents as a marketing process, not just recruitment.
China has entered a veritable era of "competition for talents". In order to stand out from the competition of talents, we should regard attracting talents as a marketing process, think about the value we can provide to talents and establish a unique talent value proposition.
With the unique talent value proposition, human resources, market, public relations and senior executives can work closely together around a theme, and transmit the talent value proposition to the target group through appropriate marketing means such as employer brand design, public relations strategy, campus recruitment activities and internet promotion, thus occupying a favorable position in the talent attraction war.
3. Expand diversified recruitment channels.
Many hiring managers only have two recruitment channels: recruitment websites and headhunters, but they have not really solved the talent demand of business departments. In fact, in addition, many enterprises are establishing their own recruitment entrance, internal recommendation system and talent pool.
The online job-hunting system of enterprises is called "online job-hunting system". Candidates can apply for positions and submit resumes through this system. Online application system makes it easy for people who care about enterprises to know the recruitment information of enterprises, which is an effective way for well-known enterprises to attract talents.
Judging from the collection of resumes, at present, enterprises mainly rely on external recruitment websites to collect resumes, and the recruitment portal and internal recommendation are underdeveloped. However, the pass rate of resumes recommended internally is much higher than that of established job search websites.
The concept of "direct marketing" can also be applied to talent attraction. First, the resumes delivered to the company are collected and screened to form a talent pool, and then the latest news and recruitment positions of the company are regularly pushed to talents through SMS and email. This way can attract potential target personnel and effectively enhance the brand of the employer.
Second, the recruitment stage.
Business executives usually focus on business, but they know little about the problems existing in the recruitment process and the recruitment interview technology, so it is difficult for recruitment executives to look at the talents they really need from a business perspective. These phenomena are normal, but the recruitment needs the cooperation of the business supervisor and the recruitment supervisor, and the problem becomes complicated. Communication and cooperation seem to be much more difficult, and a little carelessness will lead to recruitment failure. Therefore, a systematic business process with unified evaluation criteria is very important to solve the above problems.
1. Establish standardized recruitment process.
Recruiting directors often face pressure from business departments. The business director wants to fill the vacancy quickly, and the recruitment director knows very well that it takes time and principles to find a suitable candidate for a position. But the phrase "you should have found a candidate yesterday" often makes the hiring manager speechless and bears the pressure of failed recruitment.
This is a typical "lack of recruitment process". If there is no standard recruitment process, when there is a problem, all the blame points to the hiring supervisor. Establish unified processes and standards from personnel demand analysis, personnel planning, job posting, personnel interview and selection, evaluation and decision-making, and accurately define the responsibilities and cooperation processes of all parties.
For example, the business supervisor needs to make a personnel demand plan six months in advance, and with the help of the hiring supervisor, it will force the business supervisor to think about the employment demand earlier. The emergence of problems will also prompt enterprise executives to consider whether the lack of pre-planning has led to the untimely recruitment.
In addition, who screens resumes, who makes the final employment decision, how the interviewer's information flows, how to coordinate the interview time of business executives, and how to ensure the interview ability of business executives are all business categories of the recruitment process.
A well-prepared recruitment process not only solves the cooperation dilemma of the recruitment department, but also solves the employment dilemma of the business department. Although the process seems difficult at first sight, it should not be an excuse for the business department not to implement it.
2. Introduce evaluation technology and establish a unified talent evaluation standard.
We usually decide whether to hire or not according to the interview and the background of the applicant. In fact, interviews can be trained and can beautify the background of candidates. In the interview process, business executives who lack interview experience often "pat their heads" to decide whether to hire a person, and the hiring supervisor should bear the responsibility of recruitment failure.
Recruiting supervisors should consider introducing talent evaluation techniques, such as talent evaluation, structured interviews, and leaderless group discussions. And train business executives in talent evaluation technology, so that business executives can understand that successful recruitment depends not on intuition but on a set of processes and methods.
Next, hiring managers and business managers can apply evaluation technology to specific positions, which requires clear evaluation criteria for recruitment positions. This process will make enterprise executives reflect: Have I thought clearly about what kind of talents I should hire?
Once there is a clear definition of talents, evaluation criteria and evaluation techniques, interviewers from different business units can interview and communicate in a unified way, which greatly improves the efficiency of collaboration.
3. The recruitment management system is essential.
Enterprises with a little scale will have a large recruitment team, which is often the biggest, hardest, most tired and most difficult to make achievements in the human resources department. They spend a lot of time screening resumes, coordinating the time between business executives and candidates to arrange interviews, informing candidates of the recruitment progress and so on. A lot of transactional work has made the original heavy recruitment work almost a disaster.
Establishing a recruitment management system from resume application to employment will completely change this situation. The system will automatically integrate resumes from recruitment websites, enterprise recruitment portals, headhunters and internal recommendations, effectively improve the efficiency of communication and cooperation with job seekers and interviewers by using email and SMS functions, and classify and summarize information such as applicant information, evaluation reports, interview records and evaluations of different examiners. Greatly simplify the recruitment process and save a lot of time.
Third, the appropriate stage.
In most companies, employees just get their own computers, account passwords, desks, and everything else is gone. In fact, this is also the reason why Mike left at the beginning of this article. The company has no induction process management at all. In fact, we found that some HR in China have never heard of the word "on-the-job".
Maybe you don't believe it: because employees don't understand the job itself, the United States and Britain waste about $37 billion a year (this is from a research white paper by IDC).
On-boarding refers to the process of integrating and accelerating the integration of new employees into the organization, providing them with tools, resources and knowledge to make them more successful and efficient. This actually refers to the whole process from accepting the Offer to being competent for the job.
For a new employee, it is a great challenge to integrate into the enterprise, and the probability of failure is extremely high, which often becomes the "Waterloo" of the recruitment campaign. This kind of intangible loss caused by employees' misunderstanding or employees' improper behavior without understanding the company's policies, business processes and job responsibilities is immeasurable. Ignoring the management of this process is very likely to make HR's recruitment efforts go to waste and start again.
A well-designed "work-suitable process" can reduce the probability of new employees' failure, improve learning efficiency, increase new employees' contribution to the company, and help employees find value in their new positions and move towards success. In this process, communication plays an extremely important role. Enterprise executives should clarify their communication responsibilities, express their expectations to newcomers and understand their expectations, especially knowledge workers.
The mission and result of enterprise talent management is the success of employees, so is recruitment. No matter how good the recruitment is, if employees can't adapt to their jobs and achieve career success, it won't last long after all. Therefore, in order to make the recruitment successful, retain new employees and effectively consolidate the increasingly expensive recruitment results, it is necessary to pursue talent success. Otherwise, talents are recruited, but after careful training, they leave, wasting a lot of recruitment costs.
A coup to recreate the recruitment management process
The hiring manager may be a little uneasy when he sees this, because the process of attracting talents and getting suitable jobs seems to be beyond his scope of work. The so-called recruitment process reengineering is also a fog, just talking, it is too difficult to achieve.
Simplifying complexity, implementing in stages and continuous improvement can greatly reduce the pressure of reengineering recruitment management process. Once enterprise executives and company executives realize the value, they will actively participate in the recruitment management process reengineering.
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