人事考試教育網(wǎng).doc

【人事考試教育網(wǎng) - 人力資源考試】1、人力資源管理師在經(jīng)過總部批準(zhǔn)的年度招聘計(jì)劃的指導(dǎo)下，按時(shí)進(jìn)行計(jì)劃內(nèi)的人員招聘工作。2、人員的離職或因其它原因出現(xiàn)職位空缺，由相關(guān)團(tuán)隊(duì)的負(fù)責(zé)人提前提出，并擬定崗位職責(zé)和資格條件。由人力資源管理師執(zhí)行并告之總部執(zhí)行人員補(bǔ)充的工作。3、擬定招聘廣告。由所聘崗位的團(tuán)隊(duì)負(fù)責(zé)人編寫招聘廣告，經(jīng)人力資源管理師審核。4、批準(zhǔn)。招聘計(jì)劃報(bào)批后，將最終確定的招聘廣告發(fā)布并備案。5、評(píng)估現(xiàn)有招聘渠道的有效性，根據(jù)崗位的要求發(fā)布相關(guān)媒體。6、人力資源管理師人員負(fù)責(zé)發(fā)掘新的免費(fèi)的招聘廣告發(fā)布渠道。6、將招聘信息掛在機(jī)構(gòu)的網(wǎng)站。 7、發(fā)布期隨時(shí)監(jiān)控招聘進(jìn)展，回顧渠道是否合適。8、收到應(yīng)聘者的各項(xiàng)資料，即進(jìn)行初步審核，審閱其學(xué)歷、經(jīng)驗(yàn)是否符合所需，并初步淘汰資格不合者，之后將材料轉(zhuǎn)交用人部門進(jìn)一步審核，通過書面材料淘汰一部分不合格的應(yīng)聘者。9、根據(jù)需要對(duì)應(yīng)聘者進(jìn)行電話面試并做相關(guān)的記錄，再淘汰一部分應(yīng)聘者。10、組織面試小組成員。11、對(duì)應(yīng)聘者進(jìn)行筆試篩選及第一輪面試。12、如外地應(yīng)聘者，第一輪面試可通過電話完成。11、安排候選人的行程及后勤工作，進(jìn)行第二輪的面試。12、通知被錄用的應(yīng)聘者。 13、與用人團(tuán)隊(duì)的負(fù)責(zé)人共同確定新員工基本的薪資。14、對(duì)被淘汰的應(yīng)聘者寄發(fā)婉拒信。15、通知新聘員工入職，與之簽訂聘用合同。16、將其他優(yōu)良人選資料保存在人力資源庫。該文章轉(zhuǎn)載自無憂考網(wǎng)：The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filled Number of persons Duties to be performed Qualifications required Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making 1. Identify vacancy2. Prepare job description and person specification3. Advertising the vacancy4. Managing the response5. Short-listing6. Arrange interviews7. Conducting interview and decision making The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities. The main stages are identified in the below flow chart Identify VacancyPrepare Job Description and person SpecificationAdvertiseManaging the ResponseShort-listingReferencesArrange InterviewsConduct The InterviewDecision MakingConvey The DecisionAppointment ActionIs this what you wanted or else be precise in your query, if replys are needed immediately or urgently.RegardsSapanaHiring&RecruitingHiring&RecruitingFindSalesResumesFindSalesResumesArticlesArticlesPostYourSalesJobPostYourSalesJobAdvancedEducationAdvancedEducationYourJobSearchYourJobSearchFindSalesJobsFindSalesJobsSubmitYourResumeSubmitYourResumeCareerAssessmentsCareerAssessmentsArticlesArticlesResumeRewriteResumeRewriteGetADegreeGetADegreeAzSalesProsAzSalesProsSeminars&SalesTrainingSeminars&SalesTrainingBooks/Magazines/NewpapersBooks/Magazines/NewpapersEmployeeAssessmentsEmployeeAssessmentsFreeNewsletterFreeNewsletterSalesDiscussionGroupSalesDiscussionGroupEducationResourcesEducationResourcesHomeEmployerJob SeekerCompany InfoSales ResourcesRecruitment AdvertisingCopyright 2000-2003 by Charlie CourtoisJoin our free monthly newsletterfor cutting edge news on hiring, interviewing, and employee retention 窗體頂端Read Current issue We Value Your Privacy! We will NOT disclose your email to any third party! 窗體底端窗體底端(Featured in Cyber Hire Wire) Somewhere between $10 and $12 billion dollars is spent annually on help wanted in the US. The Wall Street Journal alone earns more than $300 million a year from this type of advertising (a full page in the Journals classified section exceeds $100,000!). Is it effective? As the Victorian parson replied, when asked by the bishop whether the plover eggs were tasty, well my Lord, they are exceedingly good in parts, so we can conclude that recruitment advertising sometimes works. The real question should be of course, just how well? To answer that question, we need to examine the case of a mid-western packaged-goods company who is looking for a new Director of Sales. They decide to place an advertisement in the largest regional newspaper and sit back for applicants to roll in. What are their chances of success? Well, firstly, it will depend on how many qualified candidates actually exist in the catchment-area covered by the newspaper. Secondly, how many of those actually read the advertisement. Thirdly, how many of those who are qualified and read the advertisement, are positively interested in the position. Fourthly, of those who are qualified, read the advertisement and are positively interested, actually sit down and respond to the advertisement.And, so it goes on! There is a built-in process of elimination over which the advertiser has no control whatsoever, (known as the negative elimination factor) that, step-by-step, reduces the advertisements effectiveness. But, let us go to a point where, at least some qualified candidates have applied. This number represents the absolute total of the available candidates from which the company is able to select the best person. Let us also suppose that the company proceeds towards a positive conclusion (the intention being to appoint the best applicant), it would seem to be a reasonable assumption that the candidate selected is the best of the bunch. A successful hiring must equal an effective hiring process, so the advertising can be adjudged efficient. But is it? Lets go back to the start again and examine the companys needs. You can be sure that the advertisement waxed poetically about the positions potential; its opportunities, challenges and rewards. As Dr. Johnson once said, the soul of an advertisement is promise, large promise. We can safely assume that the opening is described as an outstanding one, worthy of the interest of the best caliber of talent around. However, the odds favoring the advertisement attracting the most qualified candidates have to be poor indeed, as there are so many factors working against the advertiser, the most important being on target. The busy and mobile (recruitable) Sales Directors (the people who should be the advertisers prime targets) rarely have time to read the thousands of advertisements appearing daily in newspapers and magazines. And what if they dont live in the catchment-area? Talk about a seed falling on stony ground! Obviously you can advertise nationally (for much much more money!) but even then you still have only a one-time-shot at getting their attention. There is little doubt that recruitment advertising does attract considerable response, more often than not, too much. Sadly, for the advertiser, the quality is suspect and the best of the bunch is not the same as the pick of the crop! We are sure you have all heard about the person who went to Las Vegas and beat the system, but never talks about the other