Five fatal injuries of the hottest enterprise recr

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The five fatal injuries of enterprise recruitment people often say that enterprise recruitment is the first pass in the employment of enterprises. The reason is that recruitment determines the basic employment policies, standards and value orientation of enterprises. A good grasp of this pass can lay a good foundation for the management of all aspects of human resources in the later stage - training and development, salary incentive, performance management, etc., so as to achieve a multiplier effect with half the effort

but in the actual recruitment, has the enterprise grasped this first hurdle? That may not be the case. Enterprises are always confused: the interviewers have high background and qualifications, the interview is OK, and the past work performance (through investigation) is also good. Why is it not like the interview? Some work ideas can not keep up with the development of the enterprise (or the ideas of the boss); Some enterprises are difficult to analyze and solve their business problems from a professional perspective; Some seem to work hard, but their performance is mediocre; Some say more and do less, lacking strong executive power; wait. Although there are more or less these problems in enterprises, this does not mean that these enterprises do not pay attention to recruitment. From the situation I have seen in various enterprises, it can be said that these enterprises attach great importance to recruitment. Why does that cause the recruitment effect to be unsatisfactory? This is mainly reflected in the fact that the enterprise recruitment is similar in form but different in spirit. With the framework of the recruitment process system, the enterprise has not really grasped the essence and connotation of enterprise recruitment. This is mainly reflected in the following five phenomena:

1. The enterprise has not clearly positioned the talents it needs from the strategic and cultural needs. That is, what kind of ability and quality the enterprise needs to have in order to enter the enterprise. For example, when an enterprise is in the period of rapid career development, it needs people who are innovative and enterprising, rather than conservative and indecisive. For example, the corporate culture emphasizes loyalty, and may first screen out candidates who frequently jump the nest. If the enterprise does not have a clear positioning of the talents it uses, it is difficult to say what kind of people it needs to recruit to achieve its strategy and what kind of people it needs to recruit to truly integrate into the corporate culture and form a harmonious team with existing employees; The HR Recruitment Supervisor of the enterprise is also difficult to effectively grasp the requirements of the strategy and culture for talents, and may only recruit according to his own convenience and willingness. As a result, it is difficult to meet the employment needs of the enterprise

2. Mix up seniority and ability, thinking that high seniority and ability are strong. Now when we look at a random recruitment information on the major recruitment stations, we can see that the qualification requirements of the positions recruited are becoming higher and higher, such as what bachelor degree or above, how many years of work in large enterprises (or well-known enterprises), what industry experience, etc. The requirements for ability are vague and unclear. We don't care whether the position requires these qualifications, but we can say for sure: qualification is definitely not equal to ability, that is, is the enterprise recruiting competent people or qualified people? In fact, for an enterprise with such a positioning, have you thought carefully about why a truly qualified and capable person should leave a large enterprise or a well-known enterprise to come to your company? Is it because you pay more? Or can you provide broader development space than large companies? Or do you have more potential than large companies? Due to the excessive emphasis on seniority, the identification and requirements for ability are obliterated. This is like a joke I often hear from my friends: "I was expelled from Harvard University.". Do you have any qualifications? The question is do you want them

3. The direct employment department and the recruitment department seldom communicate and reach an agreement on the employment standards. For enterprises without employment standards, the straight-line employment department and the talent recruitment department often have contradictions due to inconsistent judgments on people; Even enterprises that have established employment standards will reach a consensus understanding due to the lack of communication and discussion between the recruitment department and the employment department, especially in terms of professional ability requirements. After all, recruiters are not omnipotent. Results it is often said by recruiters that the initial test has been conducted according to the requirements of the employing department that its input signal or external load should be limited within the specified range (mostly referring to qualifications), but it will not work once it arrives at the employing department; The employing Department says that the ability of the people recruited by the recruitment department is getting worse and worse

4. Interviewers at all levels have one-sided and inconsistent understanding of the enterprise's salary policy. Some enterprises did not specify who and how to conduct the salary negotiation during the interview during the whole process of recruitment, which is mainly to reduce the output of aging mines, loss mines and unsafe mines. As a result, the salary standards of the interview are not unified in the process of the initial and re examination with the gradual warming of the power market; In addition, interviewers at all levels are not clear about the salary incentive policy and structural system of the enterprise, so they casually explain the salary policy and promise the post salary standard during the interview. As a result, after new employees enter the enterprise, they find that they are different from what they talked about at the beginning, so that they feel like they have been cheated, which greatly reduces the recruitment quality of the enterprise; Another result is that the salary of some new employees during recruitment is much higher than the salary standard of similar or similar positions, resulting in the imbalance of internal original employees and the confusion of salary grade structure

5. The lack of enterprise recruitment supporting system resulted in the focus on the outside and the neglect of the inside. Users do not know what kind of talents the enterprise has and how to cultivate their own talents due to the lack of supporting systems for recruitment, such as employee development system and job qualification system. As a result, they do not know the internal talents, but the lack of internal personnel supply. Once an enterprise has personnel needs, especially high-level personnel needs, it often recruits from outside; Results it blocked the growth path of existing employees and dampened their loyalty to the enterprise and work enthusiasm

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