Human resources training: issues needing attention in campus recruitment
Recruitment is an important part of human resource management, and campus recruitment accounts for a larger proportion of corporate recruitment activities. This phenomenon is often encountered in campus recruitment practice: the turnover rate is as high as 20% or even higher, some work performance is poor, some team relationships are not handled well, and so on. What causes the discrepancy between recruitment and recruitment, resulting in the phenomenon of "seeing away" and improving the accuracy of recruitment? Combining with the experience of recruitment, I believe that enterprises should grasp three aspects in campus recruitment. problem.
I. See micro-persistence, grasp the cultural adaptability of candidates
Enterprises should regard the recognition of corporate values as the primary criterion for recruiting employees. If they do not agree with the corporate values, then no matter how strong their ability is, recruitment is useless. Identifying with corporate values is actually a question of the cultural adaptability of applicants. Working in a recognized environment is like planting seeds in the right climate soil. As far as the company is concerned, it is a question of whether it can recruit, retain, and use it; on the contrary, if it recruits employees who do not agree with the corporate culture, it will be negative and loss. Harmless.
When examining the applicant's cultural adaptability, the following aspects should be noted: first, the degree of identification with the corporate culture, the second is the degree of professionalism to the post, and the third is the adaptability to the enterprise system. These things are hidden in the heart and flow, so you need to master recruitment skills, comprehensively use a variety of recruitment techniques, and accurately measure and evaluate. Specific recruitment practices can be carried out through resume screening, interviews, interviews, written test evaluation and many other links. For example, through the resume screening, you can learn its basic information and growth experience, and then check its talent, hard work, organization, coordination, character, and so on. Interview communication is a necessary process for successful recruitment, and sometimes it is required more than once. Interviews can understand and solve many recruitment problems, but you must also pay attention to "speak insincerely". Language is generally processed by the brain. The information learned through language does not correspond to the true heart, so you should not place too much trust in the content of the conversation. The use of scales, questionnaires, and other means can better examine the applicant's integrity and professionalism. The questionnaires are a simpler way. Generally, some open questions can be set up that involve the applicant's family, life, and hobbies. , Value orientation, etc. For example, the question of campus recruitment design can be: "Who is the person who has the greatest influence on your growth?", "Which one is your favorite literary work?", "How do you pursue your career? Designed? "And so on. This method is easy to operate, intuitive to judge, and can be carried out through the Internet. It is also easy to accept for the candidates and can be used freely.
Second, focus on inspection, grasp the job adaptability of candidates
Job adaptability mainly refers to the knowledge, ability, skills, and experience of the job candidates possessing for the job. This is also an area that needs to be examined during the job interview. Job adaptability can be achieved through a review of basic capabilities and professional levels. Basic abilities include observation, judgment, logical thinking, coordination and communication, etc. According to different positions, the requirements are different. Specifically, there are the following points: First, the ability to analyze and solve problems. The second is communication skills. That is, the ability to deal with interpersonal relationships and communication skills are very important for management positions. The third is management potential. That is, to observe whether the candidate can take the initiative to do something that others have not done, and whether it is more successful, and whether to participate in some public welfare activities. The fourth is personal image. That is, whether the candidate's maturity, whether calm, mature thinking about the problem, but also energetic, ambitious, revenge. Fifth, overall academic performance and academic performance. Dialectically, academic performance is not the most important. For example, students with rich social work will definitely affect the energy of cultural learning. However, companies will not recruit candidates who do not have a good grasp of basic knowledge, because the results also reflect the students' intelligence level, diligence, learning methods and professional interests. Of course, to observe the potential of a candidate's learning ability, that is, the ability to learn, is to consider campus recruitment as much as possible. Campus recruitment should try to pass the inspection of grades, thesis, achievements, awards, community status, professional experience (internship experience) and other inspections, as well as by reviewing their graduation thesis, design topics and levels, inspecting the results of professional courses, and understanding their relationship with The closeness of professional teachers and other means to achieve their investigation and understanding of the degree of professional interest. (Global Online School provides three aspects of HR in campus recruitment)
3. Make accurate judgments and grasp the candidate's personal characteristics and team adaptability
Investigate whether the characteristics, personality, and personality of the candidate's leader and team style are suitable for the candidate's job, which will directly affect the job enthusiasm, commitment, and satisfaction of the candidate in the future, and then affect their job performance. Inaccurate configuration. For example, two people with conflicting styles and mismatched personalities are difficult to deal with together. Not only can't they complement each other's advantages, but they also produce the effect of 11 <2, resulting in low performance and frequent departures. In general, campus recruitment is mostly for students, and they are adaptable and flexible; however, personality characteristics and temperament types are relatively fixed and measurable. Drawing on existing assessment scales, you can more accurately determine the individual characteristics of the candidate, and use it to understand the candidate's self-confidence, reaction mode to things, working methods, stress resistance, tolerance, and interpersonal relationship performance, team consensus Running-in, matching leadership styles, and more. In order to coordinate the leadership, team, and candidates after recruitment, to improve the overall performance of the company, achieve complementary advantages, and harmonious coexistence.
Fourth, comprehensive balance, choose the most suitable talents
The adaptability of the job determines the starting point of the job, that is, whether it can work. The corporate culture and the adaptability of the team determine the end of the job, that is, whether it can work for a long time. This is the principle basis for comprehensively determining whether to hire. Through the above comprehensive evaluation, you can understand the level of matching between the applicant and the company, position, and team in a hierarchical and step-by-step manner. In particular, the scale can be used to achieve quantitative scoring, and provide direct data basis for recruitment and recruitment. The enclosing circle of recruitment determines the appropriate personnel for campus recruitment. In order to achieve recruitment, stay and use, recruit suitable talents for the enterprise.
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