Three Needs To Consider For Recruitment Success

The rapid development of an enterprise requires the continuous entry of talented people. Recruitment management is a way to find talents, but many problems can be found in the process of attracting talents. The conditions and benefits of enterprises often do not attract good talents.

In the recruitment management of enterprises, people often fail to recruit people. In the face of all kinds of failures in recruitment, business owners want to recruit successfully, first of all, we need to solve the following three kinds of needs.

Market demand refers to where we recruit talents, and through which channels to recruit.

When we clarify the recruitment criteria, we have to analyze the recruited talents there and understand the local standards.

The characteristic is that we choose the key to recruitment channels. If we do not know the market of our recruiting talents, then we can not correctly select recruitment channels.

If our channel is single or the channel of choice is not suitable for our recruitment of talents, then we may find it difficult to recruit in time. Some spent money but no effect, others spent time but no effect.

If we choose the recruitment channels, we should also make clear the advantages of attracting talents. For small and medium-sized enterprises, they usually proceed from the following aspects:

Companies and culture attract.

Good and excellent corporate culture is the first requisite for attracting talents. Therefore, in recruiting and planning copywriters, companies should spend a certain amount of ink to introduce and describe the company and corporate culture, including the history, development scale, development goals, values and talents.

Position and development attraction.

A good position and space for development are also indispensable factors for attracting outstanding talents.

For example, some companies promise that "the company will provide a broad space for development". In fact, this commitment is also very empty like the above mentioned "providing good treatment". Applicants are more willing to see practical things, such as induction training, employee professional training, middle and high level management training, in-service education, and perfect career development channels.

System, providing career guidance and so on, let the applicant feel the real space.

The needs of people refer to what kind of people we need and when we need them. What kind of people do we need is the standard to solve them. As long as we have clear standards, the personnel departments, recruiters, managers or company leaders will have consistent standards and opinions in the process of interview.

In this process, the recruiter or manager must have more communication with the employment department and company leaders. If we are not able to reach a consensus, we will do a lot of useless work and the staff will not be able to get there in time.

When solving the problem of what people need, the next step is to solve the problem of time needed. When the problem is, we need to solve the recruitment plan and confirm the recruitment needs. We need to understand the needs of the employment department in formulating recruitment plans. We must understand the needs of the personnel department and understand and predict the turnover of employees. We need to understand the company's strategy and personnel structure in order to make human resource planning, but all these need some effective historical data. Therefore, for some small and medium sized enterprises, there may be no human resources planning. We can not do or can not formulate effective human resources planning, so recruitment is always a fire recruitment.

However, whether our company's strategy is clear or not, we have to make human resources planning, even if it is simple. But when we do human resources planning, we can not think that human resource planning is staffing plan. Staffing plan is only part of the human resource planning. We need to take stock of human resources, analyze the structure of talents, such as age, specialty, knowledge, skills, etc.

Only by solving the problem of personnel needs, our recruitment is basically not "fire extinguishing" recruitment.

The demand is whether our recruited personnel are suitable for the position, whether the position needs recruitment and whether it is from outside recruitment or by other post personnel instead of staff promotion, whether there is a clear main responsibility for the position or whether there is a complete and effective job description.

To solve these problems, we must have a job description. If not, or very simple, we have to do some basic work - job analysis (job analysis) to set up job descriptions, post duty instructions, clear job responsibilities, and a clear standard for our selection.

When we solve the job description, we also need to analyze the recruitment needs of the Department, analyze whether it really needs recruitment and whether it can be solved through internal recruitment or promotion.

To solve the problem of whether the recruiter is suitable for the position, there must be good recruitment means, that is, a good and effective interview method and some interview skills. With these, a good interviewer is also required. It is necessary for the interviewing officer to conduct some interview skills and interview method training.

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