X公司的招聘和选拔流程改进研究

本文是人力资源管理论文,Reducing cost is one of the reasons why effective recruitment and selection is important for any organization. There are several ways of how effective recruitment practices can help avoid financial losses. For example, if the candidate's competency is precisely assessed, he or she may perform well and make a great improvement that can enhance productivity. By establishing  maintaining an effective recruitment and selection practice, the time spent to hire a new employee will be shorter, and the employee productivity will be increaseTherefore,the time to develop and implement an efficient recruitment and selection process is necessary for the benefit of both business owner and employees. Before an organization begins their recruitment and selection process, there are several issues which need to be dealt with. In the case of Company X, assessing the need for staff falls into two categories -unexpected resignations and new contracts. As was addressed in the previous chapter, one of the main issues the organization faces is the high level of staff turnover. This often occursthrough employees failing to meet expectations during the probation period and the company has decided to terminate or stop the contract. In many cases, when this occurs, the  cannot affordto assess the situation and follow the prescribed steps as highlighted in the literature review as the position will need to be filled as soon as possible.This is a clear example of literature failing to meet reality as the individual needs of the organization require an immediate solution as opposed to the timelier process outlined in the  review. When these types of situation arise, Human resource managers address them by temporarily filling the position with an existing employee in the organization. This allowsthem more time to find a suitable candidate to fill the position on a permanent basis. The inability of the stages set out in the literature review to address the recruitment and selectionneeds of an organization are evident. An integral stage in the recruitment of employees is to carry out a job design using a number of different approaches such as work shadowing inorder to gain a comprehensive understanding of the skills, capabilities and knowledge required. 

Chapter One Introduction 

However, there recently has been a dramatic change in recruitment and selection practice. In today's challenging work environment, HRM plays a vital role in an organization. The effort to attract, motivate and retain employees is a challenge for every organization. A shortage of talented workers has risen as the demand for specific skill sets continues to outpace the supply of suitable candidates. Effective recruitment and selection, attracting the best candidates and ultimately reducing staff turnover are fundamental in an organization. Quite a reasonable amount of time and energy is required in order to recruit and select perfect candidates not only for the job position but also fit well in the company's culture. Recruitment and selection is one of the important activities which every organization is involved in a certain stage. However, just because all organization practice recruitment and selection, it does not necessarily mean that they understand the impact it has on the overall operations of the organization. The correct recruitment and selection process can have many advantages to an organization such as to identify new talents which can fill the vacant position (Armstrong, 2010). It can also be used to gain a competitive advantage through the employees, which is difficult for other companies to copy (Grant, 1991). Getting the recruitment and selection process of an organization wrong can have a major impact on an organization's bottom line. A combination of the fund invested in the process and the time spent possibly training the new staff, is already high enough, without having to do it regularly. This is the consequence of not being able to identify and hire the right person the first time around (Froschheiser, 2019) (Turner, 2010). 

Chapter Two Theoretical Background and Literature Review 

2.1. Theoretical Framework 

In the literature, human capital refers to the productive capabilities of people (Berker, 1964). An employee's skills, experience, and knowledge have economic value to organizations because they enable it to be more productive and adaptable. Therefore, people are the organizations human capital. Human capital has worth in the marketplace; however, the potential value of human capital can be fully realized only with the effective use of human resource management. Therefore, all cost related to eliciting productive behaviors from employees, including those related to motivating, monitoring, and retaining them constitute human capital investments made in anticipation of future returns. Bontis et al. (1999) define human capital as the human factor in the organization, the combined intelligence, skills, and proficiency that gives the organization its distinctive appeal. The human fundamentals of the organization are those that are capable of learning, changing, innovating, and providing creative trust, which if properly motivated, can ensure the long-term survival of the organization. Organizations can use HRM in several different ways to increase their human capital. For example, they can obtain human capital in the market by offering desirable compensation packages or make it internally by offering extensive training and development opportunities. This is a modem extension of Adam Smith's explanation of wage differentials among various occupations. The costs of learning the job task are a very important factor of net advantage. Personal incomes differ according to the amount of investment in human capital, for example, education and training that are undertaken by employees. A further expectation is that extensive investment in human capital creates an indispensable skill-based labor-force for financial growth. The continuity of the human-capital reservoir was said, for example, to explain the accelerated reconstruction achieved by the defeated powers of WWII. Human capital emerges out of any activity able to raise employee's productivity. In practice, full-time education is too actively taken as a prime example. For employees, investment in human capital includes both direct costs and costs in foregone income. Employees can make investment decisions by comparing the attractiveness of alternative future income and consumption streams. Some options may offer to enhanced the expected income, in exchange for higher present training costs and deferred consumption. In principle, returns on societal investment in human capital may be calculated analogously. 

2.2. Literature Review 

Human Resource Management is a typical new approach to the management of personnel, which attempts to obtain a competitive advantage through the highly committed and skilled workforce (Storey, 1992). This new approach focused on employees as an important resource for the organization. The fundamental contributing factors to the success of an organization is considering human resource management practices where it extends to a strategic plan to manage and motivate employees (Mc Kenna and Beech, 1995). Human resource management is both business practice and academic theory that develops strategic plans to manage a workforce in an organization to create a competitive advantage in the market . HRM plays an important role in helping an organization to gain competitive advantage apart from recruiting (Islam, 2006). The organizations are placing their efforts on the practices of HRM to gain competitive advantage. According to Noe and Wright (2006), Human resource management refers to the activities, practices, and systems of an organization that has to do with recruitment, selection, training, appraisal, and motivation that influence employees in term of behavior, attitudes, and performance. Issues related to people such as compensations and benefits, recruitment and selection, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training are dealt by HRM (Heathfield, 2006). Wright et al. (1994) demonstrated that human resources management could be a source of competitive advantage because it enhances the understanding of the process of recruitment and selection. "Recruitment is the process of generating a supply of capable people to apply for employment to an organization. And selection is the process by which employers use specific tools tochoose from a list of candidates a person or persons most likely to succeed in the jobs, given management goals and legal requirements." (Bratton and Gold 2003) As a result of globalization and enhanced customer expectations in today's business environment, competitions among organizations have become more intensive (Newell 2005). In order to respond, organizations need to attract and retain high-quality individuals who can respond effectively to this changing environment (Newell 2005). Awrongly hired personnel will not contribute to organizational success and may even damage the organization in terms of lower productivity, potential loss of clients, training costs, advertising costs, recruitment fees and redundancy packages (Smith and Graves 2002). Also, according to a journal by Hacker (1997), a poor recruitment decision can cost an employer an amount equal to 30% of the employee's earnings in the first year. Therefore, the organization will need to ensure the effectiveness of their recruitment and selection procedures, since they might be critical in decision-making processes for organizations (Bratton and Gold 2003). 

Chapter Three Company X Management and Recruitment Status ...................................... 30 

3.1. External Environmental PEST Analysis ................................................................ 30
3.2. Foreign Talents in Shanghai ......................................... 32 

3.3. Company Background ......................................... 32 

3.4. Overview of Company X Challenges ......................... 33
Chapter Four Company X Recruitment and Selection Survey and Problem Diagnosis ...... 40 

4.1. Survey .................................... 40
4.2. Data Analysis ..................... 42
4.3. Problem Diagnosis ................................ 51
Chapter Five Optimization Strategies for Company X Recruitment and Selection Process .........57 

5.1. Optimization Strategies ........................................ 57
5.2. Implementation Plans for Company X Recruitment and Selection Process .......... 66 

Chapter Five Optimization Strategies for Company X Recruitment and Selection Process 

5.1. Optimization Strategies 

Company X requires the right people with the right skills to be in the right posts at the right time. Company X always has one aim in mind – to help clients develop, maintain and grow their wealth through personal financial planning. The company is committed to championing in maximizing every opportunity to recruit and engage. The BDMs and Financial Consultants are Company X's greatest asset. The company aimsto value the contribution of all staff through strategies that embrace cultural diversity and form relationships based on mutual trust, respect honesty and integrity. This strategy sets out the approach of attracting applicants to the company, selecting new entrants and selecting existing staff for other posts. A balanced approach to recruitment and selection needs to be implemented to achieve Company X's vision. The recruitment and selection procedures need to be reviewed continuously to help the company meet their particular needs at a given time or to deal with a particular issue. The aim is to recruit and select individuals with the personal qualities and attributes, along with the necessary skills or potential to deliver Company X objectives. It is important that the employee is suitable for the job position. Such employee will have the required ability to make a positive contribution to the values and vision of the company. Another advantage of more efficient recruitment processes is reduced cost-per-hire. The company will also appreciate a positive impact on their business profitability. Reduced time to hire also means competency. The quicker the new candidates are hired, the sooner they will start work and adapt to the organization and achieving positive outcomes against your business objectives. In order to shorten and optimize the recruitment and selection cycle, Company X should restructure their whole process. As discussed in Chapter 3.4, it is known that the recruitment and selection procedure of Company X is very complicated. 

5.2. Implementation Plans for Company X Recruitment and 

Selection Process The recruitment and selection is a complicated process. It requires strategic planning, detailed continuous maintenance of records, and the right metrics to ensure a solid hiring decision-making. In today's technology-driven world, Company X can easily be overwhelmed with their current HR recruitment tool without recruitment automation, The manual screening and sifting through resumes for every single hire is a very tedious, time-consuming task. There are technologies to address this problem, which gives HR professionals and recruiters a chance to focus solely on the most qualified candidates. Automating the recruitment process will allow the organization to customize steps to meet the specific needs of Company X. An automated HR management tool lets the company set a personalized approach and aid the gap between all theorganization's software applications to solve the most common challenges faced by recruitment and selection process. By using data-driven metrics can provide Company X with some great insights on which parts of the recruitment and selection strategy work well, and which ones have room for improvement. Paying attention to the HR analytics and using data-driven recruiting has proven to improve some of the most urgent hiring metrics such as time to hire, cost to hire and quality of hire. Through the collection of relevant data, Company X can now have the basic idea on which channels lead to the best hires. The data will help reveal the traits of an ideal candidate and whether the company is capable of ensuring the retention of such individuals. As anticipated, this approach will result in better selection and will lowerthe turnover rate in the long term. Basically, data could be used to anticipate the behaviors and come up with patterns for the future. As technology advances even further, Company X willcontinuously gain access to even more thorough reports that will enable intuitive recruitment decisions. 

Chapter Six Conclusion 

6.1. Answers to the Research Questions 

What are the effective recruitment channels for Company X? Most of the recruitment internal and external sources described in the theoretical framework mentioned in chapter two are not suitable for Company X in the Shanghai office. However, employee referrals are an exception for Company X. As the company hires a lot of interns, they can quickly spread information concerning available open positions among their friends and recommend them to the managers. A survey conducted by Linked In and the survey for this particular paper confirm that employee referrals are a useful source of recruitment for the case company. Concerning external recruitment, it can be said that online channels play a significant role in today's recruiting process. Moreover, these channels attract various applicants from overseas, which is very important for Company X. The questionnaire shows that majority of the respondents use online websites to find a job vacancy. At the same time, the interns at Company X did found an open position online. Effective online recruitment channels for Company X are online recruitment (Linked In, e Chinacities.com) and social networks (We Chat and Facebook), and company website. Another important recruitment channel for Company X is campus recruitment. Universities and colleges are a great place to find talented students, especially when the company is looking to hire an intern or entry-level job positions. 

6.2. Main Conclusion 

It is essential for organizations to select the right person for the right job, so recruitment an important activity for any organization. The employees of the organization have a greatinfluence on the performance of the organization, and it definitely must be critically managed. Recruiting and selecting the wrong candidate in the organization can have an adverse impact on the business. Such employees will not be satisfied with their role and unlikely to perform to their best ability or perform with bare minimum effort. Low morale employees will eventually seek jobs elsewhere, which can cause an increase in the turnover rate and financial cost. Ultimately, managers will have to spend more time going through the recruitment and selection process to find a new replacement for the job position. It will result in an endless cycle of recruitment and selection. Contrarily, recruiting and selecting the right candidate can cause a positive effect on the organization's performance. Such employees will be satisfied with their role in the company. A great organization culture will result in better quality services and products and successfully increase bottom-line financial profit. The common problems that can occur during recruitment and selection of employees can be avoided. Thus, establishing an efficient recruitment and selection strategy is necessary in order to build better customer experience and positive internal culture. First of all, a bigger population for qualitative research could be examined in order to make the results more accurate and complete. In addition, such a topic as improving motivation could be a good theme for next research, as this topic is very broad and the research could result in a productive strategy of motivating employees for the case company. Another topic for future research could be a deep analysis of the leadership styles and concepts applicable in the case company. The final suggestion for further research is designing a new training strategy which will improve the training sessions and overall training of employees. Like all research studies, this study encountered some challenges. First and foremost, the time frame for the study was rather too short. The issue of financial constraints also cropped up. The cost of printing, distribution and collection of questionnaires imposed a financial burden on the researcher as a student. Another limitation was the unwillingness of some respondents to disclose vital information like, their social networks, requisite qualification, which they perceived as uncomplimentary. I was however, able to convince that whatever information given would be treated with utmost confidentiality hence Company X. Based on the theory of enterprise recruitment, this paper conducts an in-depth investigation of Company X, analyzes the status quo of enterprise recruitment management, uses face-to-face communication method and questionnaire survey method to sort out the problems existing in enterprise recruitment, and leads the idea of recruitment management optimization through the analysis of the causes of existing problems. Based on the stable development of the company's elders, a new version of the recruitment management plan suitable for the company is proposed. Targeted solve the problem of new employees coming to work for a long time, new employees are not satisfied with water, etc., and help companies establish a series of effective measures such as standardized interview process, so as to create a professional human resources team to break the dilemma of enterprise development and human resources. 

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