Analysis on the Problems and Countermeasures in Enterprise Recruitment

As an important responsibility of human resource management, recruitment is to obtain qualified human resources for enterprises, especially in today's increasingly fierce competition for talents. Whether to attract and select outstanding talents has become the key to the survival and development of enterprises, and the absorption function of human resource management is therefore increasingly important, and this function is realized through recruitment. As a basic functional activity of human resource management, recruitment is an important entrance for human resources to enter enterprises or specific positions. Its effective implementation is not only the premise of the normal operation of human resource management system, but also an important guarantee for the normal operation of the whole enterprise.

I _ 6R recruitment principles

Since recruitment is so important to enterprises, it should be carried out in accordance with the principle of rationality and standardization. Generally speaking, a good recruitment activity must achieve the basic goals of 6R:

Right time. This is to complete the recruitment work at the right time and replenish the personnel needed by the enterprise in time, which is also the most basic requirement of recruitment activities.

Appropriate sources. Is to find the target person through appropriate channels. Different positions have different requirements for personnel, so it is necessary to recruit target groups with high matching with vacant positions.

Appropriate cost. Is to complete the recruitment work at the lowest cost. Of course, this is based on ensuring the quality of recruitment. In the case of the same recruitment quality, we should choose the method with the lowest cost.

The right person. It is to attract suitable personnel to participate in the application of enterprises, which includes both quantitative requirements and quality requirements.

Suitable range. Is to carry out recruitment activities in the right space, as long as it can attract a sufficient number of qualified personnel.

Appropriate information. It is a comprehensive and accurate description of the company's job responsibilities, qualification requirements and related information before recruitment, so that candidates can fully understand the relevant information and make judgments on their own application activities.

Second, the problems existing in the recruitment of Chinese enterprises

The investigation on the defects of the plan shows that less than one-third of enterprises have written and formal recruitment plans and can implement them as planned. A large number of enterprises only bring recruitment into the stage work goal, but there is no detailed written plan for the recruitment itself, or it is not strictly implemented according to the plan. The introduction of personnel is more casual, and more often it is hastily recruited under the condition of insufficient manpower or brain drain.

The overall recruitment level of enterprises in China, which lacks scientificity, is still in a relatively primary stage, far from reaching the standardized and streamlined recruitment system that has been formed in developed countries. In all aspects of recruitment, the recruitment method based on subjective experience occupies the primary position, and the scientific and systematic theory has not been popularized.

Whether it is a planning problem or a scientific problem, the professional gap is essentially caused by the lack of grasp of professional literacy by human resources departments and enterprise managers, which is concentrated in the single recruitment form and the grasp of recruitment needs.

Third, measures to improve the recruitment of enterprises in China

Make a reasonable recruitment plan

1. Accurate post positioning. The development and growth stage of an enterprise can not be separated from the supplement of personnel, so it is necessary to prepare and position the job requirements to ensure the reasonable and predictable job function requirements in the dynamic human resource planning of the enterprise, so as to cooperate with the strategic development planning of the enterprise. Therefore, in view of the future development of the enterprise, human resources practitioners need to systematically think about the enterprise strategy, deeply understand the development direction of the enterprise, and make a detailed and systematic talent recruitment plan in advance with foresight, so that the recruiters of the enterprise can fully predict the talent vacancy of the enterprise, fully grasp the background factors of job requirements in the recruitment process, and carry out their work more pertinently.

2. Choose the right channel. Enterprises looking for target groups should first consider the costs and benefits of recruitment before the recruitment process. After clarifying the recruitment demand, locate the target group of recruitment and through what channels will the recruitment information be effectively transmitted to these target groups. For the front-line employees of grass-roots production in enterprises, labor dispatch agencies can be entrusted to save the labor cost of human resources practitioners and the operating cost of enterprises, and improve the recruitment efficiency of enterprises. For middle-level personnel in enterprises, the more effective way is through job fairs, newspaper advertisements and talent websites. For the recruitment of high-level personnel, the most effective and lowest-cost method is internal promotion, followed by entrusting a professional headhunting company to recruit, which is conducive to finding suitable talents for enterprises from outside in the shortest time. However, no matter which recruitment method is adopted, we should consider the recruitment concept of the enterprise and analyze the nature of the position in detail, so as to find the target group needed by the enterprise and recruit the employees who are most suitable for the development of the enterprise.

3. Scientific interview process. Interview is the most important part of the recruitment system, which is mainly used in the final selection stage of employees. Interview refers to the process in which the interviewer and the applicant interview, observe and communicate with each other according to the pre-designed purpose and procedures. Interview is a crucial selection method for the interviewer to evaluate whether the candidate meets the job requirements, which determines whether the enterprise can successfully attract and select the right person.

4. The interviewer must make a correct judgment and evaluation of the personal quality and ability of the applicant by asking questions under the premise of rational employment concept and the principle that people and posts must match, and compare the quality evaluation report of the applicant, and finally decide whether to hire. In order to recruit qualified employees, different methods are needed in the interview. For technical positions, the questions in the interview should focus more on the practical ability and technical experience of the candidates; For management positions, we can use methods such as no leading group to comprehensively and systematically examine the quality characteristics of candidates, such as communication ability, coordination ability, organization and management ability, etc. No matter what method you use, you should carefully design the interview questions. In order to let the most suitable personnel get the most suitable position and improve the harmony between personnel and positions.

Improve the quality of recruiters

1. Recruiters are the representatives of corporate image. Recruiters are the first contact between employers and talents, and the impression they leave on talents is the first impression left by employers. No matter how good the company is, the bad quality and attitude of the recruiter will also affect the image of the company among talents, affect the choice of talents to employers, and weaken the attraction of the company to talents.

2. Recruiters are the implementers of enterprise talent competition. Recruiters are in the front line of talent competition and the first link to attract talents. Whether an enterprise cares, respects and cherishes talents is first reflected in the attitude of recruiters. Imagine, a recruiter who neglects the management of talents and has a rude attitude, how can he convince them that such a unit will reuse them and treat them well? How can we reassure the recruiting unit? Excellent recruiters are conducive to increasing the attractiveness of strong units to talents and their competitiveness in the talent market, and to improving the effect of talent recruitment. However, low-quality recruiters will weaken the unit's attraction to talents and competitiveness in the talent market, and affect the effectiveness of talent recruitment. The poor performance of a recruiter is likely to make all the recruitment efforts and investment of the unit go to waste, make the unit miss the talents it needs, and make the enterprise at a disadvantage in the talent competition. It can be said that the quality and performance of recruiters determine the attractiveness and competitiveness of talent recruitment and the effectiveness of talent recruitment when other conditions of recruiting units are similar.

Hire employees according to the actual needs of enterprises.

1. Avoid blind recruitment. From the definition of recruitment, recruitment itself is a behavioral process. Therefore, in this kind of behavior, we must adhere to the scientific and rational concept of employing people and emphasize the planning of behavior, so as to have good results and achieve the purpose of recruitment. On the other hand, there is no long-term, strategic talent demand and supply planning, no job analysis, no rush to recruit from reality. This one-sided and short-sighted concept of employing people will only lead to the failure of recruitment.

2. Avoid mismatch between people and posts. At present, when faced with the recruitment needs of enterprises, human resources practitioners in enterprises often only analyze the functional requirements of positions on the surface, without objectively and deeply exploring the concept of employing people in enterprises. Therefore, there is no clear recruitment behavior under the condition of recruitment position, which will inevitably lead to the inability to grasp the basic quality requirements of job seekers and realize the reasonable connection between personnel and positions. In this way, the people who join the job are either "overqualified" or "overqualified".

3. Avoid "high consumption" of talents. In the recruitment process, some enterprises and human resources practitioners often blindly demand "perfect people", hoping that candidates can be perfect in all aspects, and the quality requirements for candidates are far higher than the actual needs of the post, while ignoring the principles of individual differences and job differences. This one-sided and wrong concept of recruitment and employment will inevitably lead to the failure to recruit employees or the high turnover rate of employees in the company.

It is no exaggeration to say that the success of recruitment determines whether an enterprise can develop well. Talent is a scarce resource, and the competition for talent will be intensified in 2 1 century. Only by doing a good job in recruitment and recruiting suitable talents can enterprises continue to develop.