The Six Hidden Rules Of Enterprises You Must Know

35% of the top managers and 43% of the middle-level managers come from outside recruitment respectively. Correspondingly, the general employees of the 81% enterprises are recruited from outside, and only 19% of the employees in the enterprises enter the enterprises through non external recruitment channels.

It can be seen that the selection of management positions in enterprises is less than that of outside, and job seekers should avoid job hopping among companies so as to expect higher posts. They should try their best to start at the same level from the grassroots, and strive for promotion opportunities through their own abilities and efforts.

The recruitment of employees at all levels of the enterprise is mostly network oriented, and headhunting companies are mainly looking for appropriate high-level management personnel for enterprises.

Traditional newspaper recruitment advertisements do not take this as the first choice because of their lack of advantages in cost, effectiveness and feedback.

It is worth noting that enterprises believe that employees or acquaintances recommend highly qualified candidates, and this recruitment method is also popular.

Talent recruitment is also an important form of recruitment.

Liang Peijie, deputy manager of Human Resources Department of China Construction International Construction Company, confirmed to reporters that "our company's external recruitment channels are followed by network, employee / acquaintance recommendation and talent recruitment".

Hidden rules 3: foreign monks are hard to chant scriptures - local enterprises are mainly employed.

More than half of the enterprises can look at the whole country, and even recruit top managers from all over the world, but the number of middle level managers and ordinary employees in cross regional recruitment is less than 50%.

This shows that at present, the regional color of Chinese enterprises is more serious in terms of employing personnel.

National and local policies and regulations also restrict the scope of recruitment.

On this issue, Liang Peijie said, "before, now basically no longer strict restrictions, but the local must be the majority."

Hidden rules 4: ginger or old spicy? - experience and knowledge examination is emphasized.

When enterprises select talents, the most important thing is the work experience.

Most enterprises also attach great importance to the degree of knowledge of applicants, and the more ordinary employees, the more emphasis on knowledge testing.

When selecting candidates, there is no more complete testing system.

Enterprises are also very concerned about the background of applicants, especially for senior managers, more than half of the enterprises will examine their backgrounds.

The most important qualities for applicants are: professional skills (80%), work experience (80%), work attitude (70%), educational background (48%), loyalty (46%), professional ethics (34%), age (20%) and gender (8%).

The leaders at the top of the company play a decisive role in the hiring or not of the top managers. The senior leaders in charge of human resources have a greater impact on whether or not the middle managers are recruited. Whether the general employees are hired or not is mainly determined by the personnel department and the human resources department.

For candidates who are not hired, enterprises will normally keep their resume with potential staff.

"We will keep a resume with potential staff, but usually not more than half a year."

Liang Peijie said.

The survey also shows that most enterprises can select employees who are competent for a certain job in the interview session, and more than half of the new employees can pass the probation period smoothly, and are formally hired by enterprises.

Hidden rules 6: too few -- the low passing rate of foreign-funded enterprises

For general staff recruitment, state-owned enterprises have greater freedom, some jobs are selected in a very small scope, and some are selected among quite a number of candidates.

In the foreign-funded enterprises, the competition for grass-roots jobs is very fierce, and recruiters can even choose among more than 50 applicants.

In state-owned enterprises, the source of candidates for top management positions is relatively simple, and the number of candidates is relatively small. In private and private enterprises, more often than not, 3~10 candidates are selected; the screening process of foreign-funded enterprises is relatively mature, and the operation process is also complicated.

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