校园网络招聘存在的问题及对策探讨

随着移动互联网技术的高速发展,应用网络技术进行校园招聘已经成为常态操作,校园网络招聘已成为企业招聘人才最重要的招聘方式之一。校园网络招聘以其成本低、招聘范围广、效率高、方便快捷等特点,成为了一种发展前景广阔的招聘方式。但由于目前模式存在着信息可信度低、信息传递内容单一,过程繁琐等缺陷,给校园招聘带来了许多负面的效应。本文对校园网络招聘中存在问题进行分析,并为校园网络招聘工作提出了改善建议。     

为地方招聘网站加“料”

受经济形势影响,企业为了缩减开支,一定程度上会缩减人力资源投入,人才招聘方面的预算亦有所减少。但,人才的争夺即使在经济危机下也不会停滞。作为人力资源管理工作的重点和难点,招聘走在培训、绩效、薪酬等其他模块之前,成败与否直接决定着"育人"、"用人"、"留人"的成效,决定着企业未来的发展。说到外部招聘渠道和方法,最便捷和使用率最高的当属网络招聘。随着网媒的快速发展和人才供需矛盾的日益凸显,网络招聘平台种类在不     

人才招聘失效的原因分析及对策研究

人才招聘是企业获取人才的重要手段,也是企业创造和赢得竞争优势的重要环节。但由于人的多变性以及应聘者与用人单位间信息的不对称,使得人才招聘过程中的失效现象非常严重。如何减少甚至消除人才招聘失效,成为每个单位都必须认真考虑的问题。本文试图通过对人才招聘系统的构建,分析导致人才招聘失效的影响因素,并提出提高人才招聘有效性的相应策略。     

人才招聘方式创新的探讨

现在企业对人才都高度重视,几乎每个企业都把人才招聘看作是企业最重要的工作之一。企业人才招聘,决定了企业可供选择的人才数量与质量。因此,人才招聘方式的专业化和创新性也在不断发展,主要从人才招聘途径和人才面试方式等方面得到体现。人才招聘途径,随着商业社会的不断发展,从传统的人才市场招聘、内部招聘、猎头公司,发展到了现在的校园招聘、网络招聘、短信招聘等等创新方式,而人才面试方式,则从传统的招聘人员向应聘者提问,创新为情景面试、结构化面试等等,从各方面综合考察面试者的能力、素养等。     

公司如何实施有效招聘

在当今社会,企业的竞争越来越激烈。归根到底,人才的竞争是现代企业竞争的实质,而公司通过招聘是获得人才最基本、最有效的途径。公司开展的招聘工作是否有效对企业的经营战略的发展目标会造成直接影响,与外企相比,现阶段我国大部分企业的招聘策略缺乏系统性和合理性,招聘水平有待提高。本文针对公司招聘过程中需要注意的事项以及容易出现的错误进行总结分析,为提高公司有效招聘水平提出一些建设性意见,通过这些策略,逐步实现企业的有效招聘。     

疫情影响下,企业网上招聘如何吸引人才

春节后,金三银四的招聘旺季就要来了。今年受新型冠状病毒肺炎疫情影响,为减少人员流动和聚集,各地人力资源部门、中介机构和企业都调整并改进了就业服务和招聘方式,面对面的双选会、宣讲会等现场招聘活动由线下变为线上。那么在疫情影响下,HR如何利用好网络招聘吸引企业急需的人才呢?     

企业人才招聘现状与优化对策探讨

人才是企业发展的战略资源,现代企业的竞争从某种程度上来讲就是人才的竞争。企业人才的储备情况、人才的质量及其工作情况直接影响着企业的效益、效率和竞争力。在知识经济与信息化背景下,企业对人才的需求也发生了一定变化,现代企业急需各种复合型、高质量的人才,因此,人才招聘选拔是企业人力资源管理的一个重要环节。本文通过分析企业人才招聘现状,发现部分企业仍存在人才招聘质量不高、人才结构不合理、招聘高端人才难、人才流失严重等诸多问题,基于此,本文进一步对企业人才招聘机制、模式、方法等优化对策进行了探究,以期帮助企业解决人才招聘难题。     

浅谈企业如何进行有效招聘

招聘是最常见的获得人才的方法,现代企业也都非常重视。很多企业招聘人才缺乏科学的方法,仅凭招聘者对应聘者的表面印象便草率决定,结果招来的往往是滥竽充数的"南郭先生",因此,企业如何开展有效的招聘非常重要。剖析了现代企业中常见的影响招聘的三大原因,进而提出了开展有效招聘的六点建议。     

企业招聘中的面试技巧

招聘工作是企业人力资源管理活动的一个基础性环节,它是企业人力资源获取高素质人才的主要途径,招聘的效果直接影响到企业的生存和发展。面试是企业在招聘工作中最常用的甄选工具。文章以面试操作流程为主线,本着实用性的原则,结合个人工作经验,浅谈在企业招聘面试中的各个环节的应用技巧。     

企业人才招聘中存在的问题及对策研究

21世纪,企业之间的竞争,更多的是人才之间的竞争。人才招聘是企业人力资源管理部门的首要任务,也是最基础的任务。人才招聘的成功与否,直接关系着企业是否能够保持持续的竞争优势,是否能够在竞争中立于不败之地。本文,首先,简单介绍了人才招聘的含义及重要性;然后,列举了目前多数企业在人才招聘中存在的一些问题;最后,提出若干提高企业人才招聘有效性的措施。     

Understanding graduate recruitment,development and retention for the enhancement of talent management: sharpening ‘the edge’ of graduate talent

Graduates are deemed to be a key source of talent within many organisations and thus recruiting, developing and retaining them is viewed as a logical talent management (TM) strategy. However, there has been little attention paid to university graduates as part of an organisation’s TM strategy. Such a specific focus addresses the need for further research into the segmentation of talent pools and the specific challenges different talent pools are likely to create. This research, which utilised a qualitative data collection strategy, examined the experiences and practices of six large UK organisations in relation to graduate TM. Drawing from Gallardo-Gallardo, Dries and González-Cruz’s (2013. What is the meaning of ‘talent’ in the world of work? Human Resource Management Review, 23, 290–300.) framework for the conceptualisation of talent, the findings from this research indicate and explain why graduate employers are frequently compelled to use the object approach (talent as characteristics of people) due to the unique characteristics that recent graduates possess, even though other studies have found that a subject approach (talent as people and what they do) is preferred by most employers. Ultimately, employers conceptualise graduate talent by what they describe as ‘the edge’ which needs to be ‘sharpened’ to fully realise the potential that graduates offer.     

兰州新区人才招聘模式研究

兰州新区,作为国务院批复的第五个国家级新区,在人才发展上需要更多、更好、更全面的人才,而兰州市为了获得发展也在招聘和吸引人才上做了全面细致的工作。但由于兰州地区地处西部贫困落后地区以及人才培养的条件所限,人才的供给与需求存在着不平衡现象,随着兰州新区建设的全面开展,选择适合新区的人才招聘模式意义重大。     

Book Reviews

The main purpose of this exploratory research was to study the strategic importance of Central and Eastern Europe (CEE) as an emerging source of professional talent for European and American multinational corporations (MNCs) operating in Western Europe. The findings, based on in-depth interviews with 34 human resource leaders and consultants from 16 firms in the European Union and Switzerland, suggest that the new member states currently hold little strategic importance in the context of recruiting knowledge workers to Western Europe, and that MNCs' global staffing strategies may be excluding a strong and untapped source of professional talent. The less obvious and perhaps most important findings about why most of these MNCs do not systematically recruit from CEE countries lead to perceptions about CEE cultures and the communist legacy that still linger today.     

Hiring Managers in the Manufacturing Industry of Malaysia

Abstract

This paper aims to investigate the staffing practices of managerial positions among manufacturing companies in Malaysia. The results are based on responses from 68 hiring managers. A person needs to have at least three years of orking experience before the person can be selected for a middle-level managerial position. Sources for recruiting 60% of the managerial positions are determined by the human resource managers. The top management had the final say in hiring 69% of the managers. Media advertisement is the most highly utilized source to recruit managers. Testing is seldom used to choose managers.     

基于SWOT分析的网络招聘盈利模式选择

新时代企业间的竞争实际上就是对人才的竞争。本文首先通过对传统网络招聘进行SWOT分析,找出其发展的制约点。再结合网络招聘的发展现状,分析新兴网络招聘的盈利模式。最后总结全文。     

Recruiting across cultures: A value-based model of recruitment

With globalization intensifying, knowledge of cultural differences becomes increasingly critical. In the area of recruitment, a cross-cultural knowledge base is vital as the demand for international talent poses escalating challenges to effectively attracting desirable applicants. However, we know very little about the effectiveness of recruitment practices across cultures because most studies have been conducted in the U.S. We propose a theoretical framework of recruitment exploring how cultural values influence the effectiveness of recruitment practices in different cultural contexts. We argue that cultural values may moderate relationships between recruitment practices and recruitment outcomes across all phases of the recruitment process and suggest implications for future research directions.     

浅析企业人才现代化管理

随着市场竞争的不断加剧,人才对企业发展的重要性逐渐凸显。本文通过阐述人才工作是一项社会系统工程,同时提出相应的政策建议,进而为企业人才现代化管理提供参考依据。     

DEA方法在员工招聘中的应用

员工招聘是提高人力资源效率的重要途径。科学、有效的员工评估方法是保证有效招聘的关键。文章针对传统招聘方法存在的不足,提出在员工招聘中运用DEA方法对应聘者进行评估,并以实例证明此方法是有效可行的。     

Watch What You Say: Job Applicants’ Justice Perceptions From Initial Organizational Correspondence

Although it is a common practice for organizations to communicate with job seekers following application submission, little is known about how applicants react to this correspondence. Drawing from recruitment and organizational justice theories, we explore the possibility that specific correspondence content influences job seekers’ fairness perceptions. Data collected from 119 actual job applicants indicated that providing relevant information about the recruitment process (information adequacy) positively related to informational and interpersonal justice perceptions. However, delivering this information in an interpersonally sensitive manner (information sensitivity) had a stronger impact on interpersonal justice perceptions. Finally, post hoc analyses suggested that incorporating specific content delivered in initial job applicant correspondence could allow recruiting organizations to develop practical, cost‐effective strategies for enhancing job seekers’ fairness perceptions following their application submission. © 2014 Wiley Periodicals, Inc.     

Getting the most from MBA internships: Promoting intern learning and job acceptance

MBA internships are commonly used for training and recruiting management talent. Yet, research overlooks what makes them effective. A longitudinal study investigates the relationships that goal clarity, autonomy, and prior experience have with MBA intern learning and job acceptance intentions. Results show learning partially mediates the relationship of goal clarity to job acceptance intentions, and that less experienced MBA interns learn more under conditions of high goal clarity and low autonomy (i.e., when their roles are more structured). We discuss how role structures and learning can inform effective training and recruiting of interns, and management of short‐term workers in general. © 2010 Wiley Periodicals, Inc.