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If you were the head of the personnel department of an enterprise, how would you hire someone? There may be no uniform answer to this question, and each enterprise has its own recruitment process and model, and for many large enterprises recruitment is based strictly on the process rather than on the subjective intent of the head of the enterprise. A lot of work has been done on how to recruit employees。
I. Integration of their own reality and, above all, their own reality. Small enterprises are generally at the start-up and development stages, and they are still primarily aimed at survival and rapid development. They are highly competitive, have a lot of management problems, rely on opportunities for their operations, and they are subject to major regulatory contradictions. The demand for human resources by smes should be combined with the characteristics of the enterprise's stage of development, focusing on staff market insight, problem-solving capacity, rapid response and implementation capacity. How can many enterprises, when recruiting, overemphasis on competence and composite qualities, and not knowing that their companies are not perfect, demand that externally recruited employees be perfect? Second, holistic planning. Recruitment must be preceded by an understanding of the human requirements of the job to be recruited, including what is to be done by the person in the post, what responsibilities are to be assumed, and what abilities, character, etc. It is not enough to understand these subjective imaginations or experiences alone, and hiring managers often rely on job analysis to understand what jobs are about. In the recruitment process, enterprises should establish suitable recruitment criteria based on the respective needs of in-house talent, taking into account the results of the job analysis。
Ii. An enterprise that adheres to the principle of matching the characteristics and values of its employees with the job, prior to recruitment, must, in addition to clarifying the characteristics and requirements of the post, be aware of the personal characteristics and the overall structure of the person performing the post. The overall performance of the staff can be improved only if the personal characteristics and characteristics of the staff are matched and the individual staff members enjoy good cooperation and complementarity with the staff at large. While teamwork should be promoted on most occasions, there are specific requirements for the character of employees in certain types of jobs, such as mid-tests in enterprises, quality tests, etc., and the use of unique, principled personnel is more useful. Just as financers are best served by careful, careful and calm people, while salesmen are expected to be more personal, enthusiastic and talkative. Therefore, it is important to know what special requirements the job requires for the character, abilities, skills, etc. Of the job applicant, not just by reference to the job description, so that it can be measured so that the staff recruited can be "matched"。
Iii. Careful preparation for recruitment
Many small and medium-sized enterprises that develop job profiles are often unaware of the different job requirements of their employees, and consider that the higher the qualifications, the better the better, this leads to high consumption of talent and, on the other hand, a high rate of staff jumps if the opportunities for development are not provided for highly educated employees. Therefore, some staff who are familiar with software operations should be recruited, preferably with some experience. Many smes with a recruitment budget often do not have a first-time budget when they are recruited, and how much money is needed in the recruitment process before approval by the owner, which often affects the implementation of the plan. Prior to recruitment, clear funding budgets would help to better plan, for example, by choosing which type of recruitment and which media to select, thereby reducing job blindness. As the recruitment process is a systematic one, it is not only the work of the human resources department, but also the involvement of other departments, preferably through the formation of a recruitment panel and a clear division of labour, such as who is responsible for the interviews and who is responsible for receiving the candidates。
Iv. Flexible recruitment options for small enterprises may recruit professional technicians among university graduates and employ the various employees required by their own firms through employment agencies. There was also a need to broaden the means of recruitment by actively using newspaper advertisements, the talent market, campus recruitment, online recruitment, etc。
V. Conducting interviews and creating a sound interview environment
The interview environment should be relatively independent, closed, quiet and comfortable, ensuring that the interview process is not interrupted by work, outsiders, telephone calls, etc., to ensure the effectiveness of the interview. It also reflects the importance we attach to and respect for candidates. The relaxed and harmonious atmosphere created by the enterprise can also enable candidates to exercise their true power normally. Questions are identified before questions are answered by candidates, while others require flexibility in responding to candidates' circumstances. The purpose of the interview was not to pass the candidate, so during the interview, care was taken to create a light atmosphere in which the applicant's experience, values, etc. Could be understood through easy conversations。
How do companies recruit employees? From the above presentation, we can see that an enterprise needs to do a series of analyses and preparatory work before hiring its staff, so that it can select the right people to do business on the basis of need, rather than scratching their eyebrows. In this way, the problem of recruitment without suitable posts is avoided。
