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2 * 90 minutes coaching sessions

Benefits:

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RMB 5,880

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  • Achieve 1 primary goal

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By William Xu

TALENT ACQUISTION

成为团队管理者之后,新经理必然会接触到人才招募这个话题,这项工作是以往作为个人工作者没有机会接触的

September 2019

在人才招募方面,新经理人应掌握以下6点

用人部门经理首先要提

- 说明是因为人员离职而产生的补招,还是新增职位

- 说明是否在年度的人员预算之内

- 写明职位及岗位职责描述,招聘要求

- 经由上级经理(有的公司需要批到部门最高负责人)批准

- 交至HR招聘部门

用人部门经理首先要提

- HR负责岗位发布及候选人的初轮面试,

- 用人部门经理负责第二轮面试,

- 用人部门更高一级经理负责第三轮(最终)面试





用人部门经理首先要提

- HR负责提供职级及薪资参考范围

- 部门经理确认

- HR和候选人沟通,并根据需要进行背景调查(需要在出聘用意向书offer letter之后,并征得候选人同意)




对于岗位的招聘要求,并不是所有的条件都是同等重要的,例如,很多职位都写着必须要有硕士学 历,且有三年以上相关工作经验。但是是否有硕士文凭就能做好该岗位,是否二年工作经验就一定 不行呢?

必要条件是指,缺少任何一项就必须结束面试流程。比如说,对于驾驶员,如果没有驾照,那就绝 对不行了。

而优选条件则是加分项,例如,更高的学历,更好的外语水平,关键任务的成功经验等。经理要有选择,必要条件越多,可供挑选的候选人越少。

招聘技巧,请详见我往期文章“行为化面试技巧”。

当部门出现一个招聘需求时,很多经理会默认从外部招聘,但是其实也许从内部提拔是个更好的选 择, - 内部提拔是很好的激励 - 内部人员有过往的工作表现作参照,选错的概率更低 - 内部提拔后,招聘的岗位会变得较低,招聘难度大大下降

此外,还可以考虑将一个较高的职位拆分,由现有人员承担,实现花3个人,拿4个人的钱,做5个 人的事。这样甚至不需要招聘了。

对于用人需求,还需评估是暂时性的人手不足,还是长期需要。对于暂时性的可考虑使用实习生, 一方面成本更低,另一方面待忙季过后,减少实习生不会产生劳动合同纠纷。而且,经过实习期间 的观察,可以深入了解其工作表现和与企业文化的适配性。待其毕业后转正,也可大大增加招对人 的成功率。

经理人必须在人才招募中,采取更为主动的姿态。特别是对候选人的挖掘。部门缺人是很痛苦的, 多出来的活必须由现有人员承担掉。而经理人的人脉和朋友圈,往往是类似专业或是相关人士。比 如,财务的自己的人脉圈也多是财务相关的,搞研发的人脉圈也多是研发人士。

将招聘的海报发在自己朋友圈,并且主动询问朋友的推荐,很大程度上会比HR的招聘网站来得更有 效。而且朋友推荐的,往往更值得信赖。

现实中,要招到一个100%符合的员工几乎不可能,每个人总有其长处和短处。对此,经理要有宽容的心态,和对员工持续培养的承诺。毕竟人员替代和培训的隐性成本可以达到该岗位年薪的1.5倍甚至更高。

在员工的试用期内,经理需要多观察,多指导,多帮扶,使其尽快融入。这样会使你有更多人手可用,并建立你的职业口碑。如果真的“看走了眼”,无法胜任,或是品行方面有问题,当断则断,不要拖泥带水。

好,这次就先聊到这儿,下一话,我们讲讲绩效管理。