郑州台科置业员工招聘体系建设

　　摘要

　　伴随着中国城镇化、信息化、产业化的迅速发展,在新一轮经济发展的背景下,房地产业正经历一次战略转型,传统住宅地产、商业地产的辉煌已经一去不复返,商业地产的扩张开始变得理性,产业地产在产业升级、产业转移、地产金融化等一系列新愿景面前,承载绿色建筑、房地产服务、房地产金融、房地产产业化的历史使命,迎接房地产发展的又一个高峰,在这样的行业背景下,人才战略对该行业的健康发展起着至关重要的作用,人才招聘成为支撑人才战略的主要组成部分。郑州台科置业有限公司(下文中将该公司简称为“台科”)以打造中原产业地产第一品牌为企业愿景,台科运营的郑州台湾科技园项目是河南省重点产业支撑项目,鉴于公司的快速发展及战略规划的调整,对人员招聘的质和量都提出了新的标准,招聘需求也发生变化,依靠原有的人力资源管理及招聘方式已不能满足新时期的要求,更吸引不到8090后的职场主力军,8090后员工崇尚创新、自我价值的实现,责任感不足,在此背景下,构建台科公司员工招聘体系是一项迫在眉睫的任务。

    本文应用了文献研究法、描述性研究法、实证研究法,首先阐述了选题背景,认为产业地产的发展成为必然趋势,台科面临战略升级和战略转型,招聘体系的构建成为一项最基础、最紧急的工作。本文的第二章是相关理论综述,总结了国内外相关研究成果。本文的第三章阐述了台科的招聘现状并进行了分析,为招聘体系的构建提供依据和改进方向。第四章分析了招聘体系的构建,首先,面对多元化的市场氛围及企业内部情况,统一企业文化、用人理念、经营理念,为人才招聘定下基调,为台科员工素质模型构建提供标准;其次,进行科学的人力资源需求预测、工作分析、素质模型构建、招聘团队建设、招募、甄选、录用,拓宽了招聘渠道、引用多种甄选技术;最后,随着品牌理念的提出,大企业开始重视雇主品牌建设,良好的雇主品牌能提升企业知名度、吸引优秀人才,招聘是企业展示雇主品牌的重要途径。本文的第五章分析了招聘体系的评估,每个招聘体系的构建,其最终目的都是应用,为了更好的发挥招聘体系的作用,对招聘体系进行评估。

　　通过上述内容的研究,得出以下几点结论:第一,构建台科员工招聘体系能够更好的发挥雇主品牌影响力;第二,能够更好拓展校园招聘及其他招聘渠道;第三,能够更好地管理8090后员工,第四,能够配合战略来满足急需人才的供应;第五,能够使用人标准统一化,促进企业文化建设并提高人力资源管理水平;第六,招聘体系是一个系统工程,还受多方面因素的影响,进一步认识其动态性,以保证招聘体系的时效性、稳定性、战略性、前瞻性,为公司新战略发展提供支撑。

　　关键词:素质模型;招聘体系;招聘渠道;雇主品牌

　　Abstract

　　Along with the rapid development of Chinafs urbanization, informationization,industrialization,Under the background of a new round of economic development, the realestate industry is experiencing a strategic transformation, The glorious traditional residentialreal estate, commercial real estate is not exist, the expansion of commercial real estate becomerational, industrial real estate financialization in. industrial upgrading, industrial transfer,property, and a series of new vision in front, carrying the green building, real estate services,real estate finance, real estate industrialization historical mission, to meet another peak in realestate development, under such a background, Talent strategy plays an important role on thehealthy development of the industry , recruitment become the main part of support talentstrategy ? Zhengzliou Tai ke real estate co., LTD ? (hereinafter, the company referred to as "Taike"),Vision for the enterprise in making the first brand of zhongyuan industrial real estate,Zhengzhou Taiwan science park project which was operated by Tai ke is key industrialprojects in henan province,Because of the rapid development of the company and theadjustment of the strategic planning, quality and quantity of recruitment, puts forward a newstandard recruitment requirements ,at the sometime,Recruitment requirements change, rely onthe original human resource management and recruitment methods cannot meet therequirements of new period, Attract less than the major talent Born in the 80 s and 90 s, themajor talent Born in the 80 s and 90 s represent the innovation, the realization of self-worthand lack of sense of responsibility, in this context, build a platform company staff recruitmentsystem is an urgent task.

　　This article used the literature study, descriptive method,empirical approach,First,elaborated the background of selected topic, with the thought of industrial real estatedevelopment become inevitable trend, company facing the upgrade and transformation ofstrategic,Build a recruitment system become one of the most basic and urgent work.Thesecond chapter is a summary of domestic and foreign research,summarizes the relevant researchresults of domestic and foreign.The third part of the article expounds the current situation andproblems of recruitment analysis,provide the basis for build the recruitment system and thedirection of improvement .The fourth part of the article analyzes the construction of recruitmentsystem, first of all, in the face of diversified market environment and internal conditions, aunified corporate culture, the concept of choose and employ, management idea, set the tone forthe recruitment, provides standard to build staff Competency model ;Second, make scientificforecast of Human resource requirements, job analysis, model building, team building,recruitment, selection, hiring, Widen the recruitment channels, Refer to a variety of screeningtechnology;Third, As the brand concept is put forward, big companies began to pay attention tothe construction of employer brand . a good employer brmid can improve enterprisewell-knownness, attracting talent, recruitment is an important way of promoting the enterprisesto show the employer brand; The fifth part of the article analyzes the evaluation of recruitmentsystem, building the recruitment system, the ultimate goal is applied, in order to play a betterrole on recruitment, evaluate recruitment system.

　　Through the content research above,we draw the following conclusions: First,recruitment system construction, the ultimate goal is applied to build a system of staffrecruitment which can enhance the influence of employer brand,Second,develop campusrecruitment channel and other recruitment channels. Third,manage the major talent Born inthe 80 s and 90 s. Fourth,cooperate with the strategy to meet the need of scarce talent, Fifth,unified standard of choose and employ persons, improve the level of enterprise cultureconstruction and human resource management, Sixth,Recruitment system is a systemengineering, influenced by various factors,further recognize its dynamics, In order to play abetter role on recruitment system, evaluate recruitment system, to ensure the timeliness androbustness of recruitment system, strategic, prospective,Support for the development of newstrategy.

　　Keywords: Competency model; recruitment system; Recruitment channels; employer brand

　　目录

　　1 绪论

　　1.1研究背景

　　1.2研究目的及意义

　　1.2.1研究目的

　　1.2.2研究意义

　　1.3研究方法及研究思路

　　1.4研究内容

　　1.5创新点

　　2相关理论综述

　　2.1员工招聘的相关研究

　　2.1.1员工招聘

　　2.1.2员工招聘的理论模型

　　2.2人力资源规划

　　2.3素质模型研究

　　2.4甄选技术

　　2.5雇主品牌在招耳粤中的应用

　　3台科招聘现状及分析

　　3.1公司简介

　　3.2人员情况

　　3.2.1年龄结构

　　3.2.2学历结构

　　3.2.3性别结构

　　3.2.4拟退休情况

　　3.3招聘现状

　　3.3.1招聘流程的现状

　　3.3.2招聘团队的现状

　　3.3.3招聘渠道的现状

　　3.4招聘问题及成因分析

　　3.4.1人才战略跟进滞后

　　3.4.2存在招聘难问题

　　3.4.3甄选技术科学性不够且形式单一

　　3.4.4雇主品牌的能量尚不足

　　3.4.5招聘流程不完善

　　3.4.6招聘团队专业度有待提升

　　4台科招聘体系的构建

　　4. 1构建台科员工招聘体系的依据

　　4.1.1战略定位及用人理念

　　4.1.2招聘体系构建的流程

　　4.1.3基于素质模型的招聘体系构建

　　4.2招聘流程规范

　　4.2.1内部招聘流程

　　4.2.2外部招聘流程

　　4.3招聘的基础

　　4.3.1人力资源规划

　　4.3.2工作分析

　　4.3.3招聘团队建设

　　4.3.4素质模型构建

　　4.4招募

　　4.4.1台科招聘渠道组合

　　4.4.2招聘信息发布

　　4.5甄选

　　4.5.1初选及笔试

　　4.5.2甄选技术

　　4.5.3其他甄选方式

　　4.6录用及劳动合同

　　4.6.1背景调查

　　4.6.2拟录人员体检

　　4.6.3试用期决策及劳动合同

　　4.7建立人才储备库

　　4.8招聘评估

　　4.9影响招聘体系构建效果的其他因素

　　4.9.1雇主品牌建设

　　4.9.2外部因素

　　5台科招聘体系评估

　　5.1评估宗旨

　　5.2评估项

　　5.2.1招聘结果评估

　　5.2.2招聘费用评估

　　5.2.3雇主品牌评估

　　结论

　　参考文献

　　致谢