Joke Collection Website - Talk about mood - There are many ways to recruit. Please list two and talk about their advantages and disadvantages.

There are many ways to recruit. Please list two and talk about their advantages and disadvantages.

I hope the following methods can help you. If it is useful, please adopt it. Thank you.

Provide attractive job descriptions.

The traditional job description usually lists the skills, qualifications and work experience required by the company, which can't serve as a marketing tool and can't predict whether the candidate can succeed in the position. Therefore, you must use this list less. From the applicant's point of view, the enterprise should emphasize in the job description what he will do, what he can learn and what kind of person he will become. You should also clearly state the influence he can exert. From a marketing point of view, you must eliminate those non-descriptive titles.

Improve the sense of responsibility of the recruitment team

Before providing a compelling job description, you must ask the recruiter to clearly describe the candidate's future work content and the work results he will deliver. At the beginning, you should ask the recruiter what he would say if the applicant asked him "What is the job I want to complete and how does the company evaluate my performance". Top talents ask this question every time, so everyone on the recruitment team should be very clear about the performance goals of these positions. If you don't know what you need these people to do in actual work, the accuracy of the interview will be lacking, because each interviewer will be limited by his own evaluation criteria, and the top talents who come to apply will be confused by these different criteria.

Let development opportunities become the focus.

The recruitment advertising plan must clearly point out the job challenges, the influence that successful candidates can exert in the company and the growth opportunities. For example, "helping the company to introduce new valve products to the market" is far more attractive than "(you) must have five years of marketing experience in valve products". When the recruiter comes into contact with the applicant for the first time-whether the other person is active or passive, your focus must be on urging the applicant to evaluate the opportunities you offer him from the perspective of career development, rather than letting him just regard it as another job that can raise more salary or be closer to home. This will help the negotiation process go smoothly and minimize his chances of being attracted by competitors.

Search for "early bird"

Top talents will not go to the job market to find jobs that match their skills and experience, but will only quietly enter the pump and valve talent network to register their resumes. First of all, check the recruitment enterprise information, will not take the initiative to submit resumes, but also contact former colleagues to do a top-down industry and company survey. If there is no result, they will use a wider range of contacts to increase the investigation. The enterprise's talent search plan needs to attract these "early birds" by placing job advertisements in suitable places. Be sure to search for the resumes of outstanding talents in Cai Ying talent pool of pumps and valves. You can also actively promote the internal employee recommendation program to ensure that these top talents are the first to contact your employees when looking for a job.

Allow candidates to "look around"

Top talents, especially those "early birds", often just take a look and compare their many choices. In order to meet the needs of these talents, recruiters should not actively promote the recruitment process, and hiring managers must be willing to have "exploratory" conversations and meetings with candidates. The focus of all this must be based on the idea that these early birds just look around first, and they are willing to make a reasonable "migration" provided that they can get the correct information every step of the way.

Expand the partnership

Changing jobs is a big deal. In today's stressful working environment, time is precious. Recruiters need to actively participate in the relationship expansion with candidates, rather than being directly knocked down by the other party's "no". You need to know what career bottlenecks the candidate has encountered and what solutions you can offer him. Many recruiters ask the wrong questions and lack understanding of the real needs of the position, so they leave a superficial impression. In such a highly mobile and competitive market, recruiters will play an increasingly important role. Just like sales, this requires enterprises to provide them with more training, so that they can have a comprehensive understanding of the talent market and establish a real partnership with the leaders responsible for recruitment.

Make the interview your secret weapon.

Most managers and supervisors agree that the main purpose of the interview is to evaluate the candidate's ability. This is similar to the thinking of some salespeople, who believe that the discovery process is used to determine whether customers are qualified to own their products, rather than to determine the basic needs of customers according to it. Note that this is wrong.

If you look at the interview process from a higher perspective, you will find that its real purpose is to find a vacancy, which is between the applicant's background and his expectations for a new job. For example, if the applicant has no experience in managing a large team or has not handled comparable projects, these vacancies can be used as a reason for him to accept your employment invitation. If this gap is large, this candidate is obviously not suitable for this position; If the gap is not big enough, it is not a big career leap, and he is likely to reject you. Keep this in mind at all times during the interview, and the accuracy of the evaluation will be improved.

Implement a fact-based assessment process.

It is not only superficial, time-consuming, but also error-prone to decide who to admit by voting for or out. When enterprises use interviews to collect information, if they are not properly organized, the information collected is redundant and narrow. To make matters worse, since most hiring managers don't consciously look for uncertain information and don't evaluate candidates' abilities according to the actual needs of their work, increasing voting is similar to making an important investment decision only based on the information in the marketing manual. Will this work?

When the members of the recruitment team are aware of the needs of the actual position and only evaluate a few key facts, the accuracy of the evaluation will be greatly improved. You should remember that the key is to evaluate the applicant's ability and motivation. Before the interview, the interviewer should have a meeting together and enjoy the detailed information of the person to be interviewed in the future, instead of relying solely on personal feelings or the technical background of the other party to decide whether to hire.

Ensure that candidates continue to obtain information.

The end of the interview is not to determine whether to recruit candidates, but to start a new round of contact. For enterprises, it is very important to judge whether a candidate is suitable according to many facts; Similarly, for the applicant, he also needs to evaluate different job opportunities according to many facts to see which one suits him best. These facts include opportunities for learning and growth, salary, qualities shown by hiring managers and their teams, job matching, cultural matching and work-life balance. You can send the other person a form, let him make a decision based on many facts, and let him rate your company and other companies that have extended an olive branch to him, even his current company.

We suggest that during the interview, you should let the candidate know all these specific information before making a final decision. If the position offered by your company means a good career leap for him in the long run, he will generally choose you as long as the other party does not give priority to salary.

Link recruitment with performance system

The method of defining real performance goals by using job descriptions is naturally linked to the performance management process used by most companies. Doing so can enable recruiters to evaluate candidates according to actual work needs, and the positions interviewed by candidates are also established according to actual work needs. Clarifying job expectations through each step in the process can promote candidates' understanding and interest in the position.

It is very important to establish a formal pre-employment training plan (between the issuance of employment notice and the start of employment) so that new employees and hiring managers can reach a clear and consistent understanding of performance goals and understand their priorities. In the three to six months after new employees join the company, their performance needs to be closely tracked and evaluated. If an employee's ability and work motivation match the real work needs, his chances of staying and job satisfaction may increase. The problem for many human resource managers and hiring managers is that they think that every step in the recruitment process is independent. Without proper connection, this end-to-end process is likely to fail. The key to making this end-to-end process work is to take a step back and understand the unique needs of these top talents. From this strategic point of view, every step of the process should be fundamentally redesigned.