How to effectively recruit employees? Recruitment as a turn-based technology. Mass recruitment How the personal composition of the organization is recruited

14.02.2021

How to effectively recruit employees? Recruitment as step by step technology

You need to recruit the required number of new employees for the position of interest to us. There may be more than one such position. Then you have to organize several recruitment processes in parallel. And in the end, hold several competitions. Recruiting employees for several different positions in the process of one competition is not an easy task. Experienced, savvy recruiting executives can sometimes play these tricks. But for those who do not yet have a truly big and successful experience recruitment, I wouldn't recommend it. It is much better, easier and more reliable to hold a separate competition for each position for which you need to recruit employees. The main thing is that a sufficient number of more or less suitable applicants take part in each of these competitions.

Consider the recruitment competition as a step-by-step technology. Competition is a phased business process. Moreover, the efficiency and effectiveness of the competition at each stage can and should be objectively monitored.

Let's start with the fact that, in accordance with the first principle of effective selection of personnel from the open labor market, "there are NO suitable personnel." You should not expect that at the right moment in the labor market there will be at least one person who is completely suitable for working in our Company in the position of interest to us. At best, we can select and recruit employees with potential. From which we ourselves will subsequently, with our own efforts, make the professionals we need.

This means that without an effective onboarding program and further training, all of our recruitment efforts are doomed from the start. Adaptation should begin from the very first day when new employees come to work with us. And in general, the most important thing for the successful entry of new employees into our team is the first days, and especially the first hours of their work in our Company. If we do not pay attention to them when they are just starting to work for us, they will leave us faster than we have time to come to our senses. It turns out that it is better not to hold a competition at all than to hold it and leave the newcomers to their own fate.

Therefore, first of all, we must plan which of our leaders and experienced staff will conduct the adaptation of newcomers. How will he do it, and when will he be able to make time for it. Please note that those who carry out the adaptation of beginners will have to take time to carry it out from their, of course, important matters. Until we plan who, when and how will carry out the adaptation, there is no point in launching a competition.

By the way, even now you can increase the efficiency of the recruitment process. To do this, I will leave you questionnaires for the competition. Enjoy!

Get questionnaires

Let's consider the key stages of our business process for recruiting personnel from the open labor market to the position of interest to us:

We determine for which position we recruit employees, and how many people we need for this position.
We decide which of the employees of our company will organize the competition and resolve administrative issues for the entire period of collecting resumes and conducting selection.
We decide who will be in charge during the competition, who will be on the jury. And who will be with the applicants in the common room.
We plan who exactly and how many days will carry out the adaptation of job seekers. Based on this and taking into account the fact that it usually takes three weeks to collect resumes before the first selection, and another week before the second, “double” selection, we plan the dates of the competition. We set the dates for the competitive selection, preliminarily approve the budget for the placement of vacancies.
We prepare texts of vacancies, post them on the Internet. If necessary, we prepare blocks of vacancies and place them in employment newspapers. If necessary, we will use other channels for posting vacancies (radio, television, stickers in transport, posting ads - from universities to transport stops, etc.)
We administer the posted vacancies on a daily basis and control the pace of collecting resumes so that all the vacancies posted by us work out as efficiently as possible, and our counterparties do not let us down.
Authorized employees of the company (at least 2-3 specially trained and trained people) effectively respond to calls and letters of job seekers, ensuring the receipt of resumes from the vast majority of targeted job seekers who applied to our company.
A few days before the competition, resumes are printed and sorted. If necessary, steps are taken to strengthen the competition with additional resumes. We select the required number of the most interesting resumes for us to invite applicants.
Authorized employees invite applicants for an interview. Their task is to ensure that the screening of applicants at the invitation stage does not exceed the planned level. And so that, as a result, a sufficiently significant number of applicants targeted for us came to our multi-stage competitive selection at the same time, in the same place.
The first competitive selection usually takes place three weeks after the start of posting vacancies. During the competitive selection process:
a. At the first stage, which needs to be carried out quite quickly, we weed out the vast majority of applicants who are of little interest to us.
b. At the next stages of the competition, the applicants left by us after the first stage are subjected to careful selection and analysis. We make sure to check each of them in practical tasks. Then there are extended interviews, answers to questions, analysis of questionnaires.
c. As a result, we recruit selected applicants to work in our company.
When new employees come to work in our company, an adaptation program is necessarily carried out for them. At the same time, it makes sense to call their previous jobs on resumes and on labor - both recommenders and other employees of the same companies. In order to minimize the risks of accepting a problematic employee into our team, if possible. We also analyze what we did well with this set of personnel, what could be done better. And how we can improve our recruitment technology.
If necessary, one or two weeks after the first competitive selection, a repeated competitive selection is carried out - a “double”. The sequence of actions is the same as in the first competitive selection. From selecting resumes and inviting applicants to the competition - to adapting and checking previous jobs of applicants.

To analyze what results should be provided at each stage of the competition, let's go from the end of the business process we are interested in to its beginning. Based on the third principle of professional recruitment, “recruit twice as many”, at the end of the competition we need to recruit several applicants. If we need one employee, we need to recruit at least two. If three - at least six. If you need one employee, and for a position where the simultaneous internship of several applicants is hardly possible, we recruit one, and “recruit” a few more, leaving them in reserve. To each of the “recruited” applicants, we say:

You have successfully passed the first three stages of our competitive selection. Now we would like to take a break, think it over again, discuss it. And make an informed decision. During the week from tomorrow, we may contact you to invite you for a final interview. If you successfully pass this interview, you will start working immediately. If within a week there is no call or letter from us, you are free from obligations to our Company.

If the first applicant you recruited did not show up for work or turned out to be completely unsuitable for testing, contact the first applicant from the “reserve” list. If he came for an interview, you recruited him, he got to work and everything is OK - great! If not, contact the second applicant from the "reserve" list. And so on.

In any case, we need to recruit (immediately, or taking into account the "reserve" list) several fairly promising candidates at once. To do this, we must provide a choice of a sufficiently significant number of applicants at our competition. Preferably - more or less specialized, interesting and adequate. How many applicants should come to each of our competitive selection?

If less than 5 applicants come to the competition, such a competition will not differ much from individual interviews. The probability that you will be able to hire at least one interesting and promising employee is low.
From 5 to 9 applicants - an "average" competition. You need a lot of experience and high qualifications to get a good result from such a competition.
From 10 to 14 - a "good" competition. The probability of hiring good, promising employees is high. The main thing is not to make gross mistakes during the competition.
From 15 to 19 - "excellent" competition. The situation works for you, applicants are much more interested in working for you, and their requests become more adequate.
If 20 or more applicants come to your competition, you can do whatever you want with them!

On the other hand, it is extremely difficult to maintain control during a competition that has 50 applicants at the same time. And it is almost impossible - if 60 applicants or more came. At such competitions, there is usually an uncontrolled screening of applicants. A significant part of the participants leaves the competition on their own initiative. Including those that could be quite interesting to you as employees. Therefore, it makes sense to divide too large competitions into several competitions with fewer participants. Best of all - from 20 to 45 participants in the competition, if you need to hire 1-2 employees. Or several competitions of 20-30 participants each, if you need to select and hire a significant number of employees.

If you completed all four stages of the competition in 2.5 to 4.5 hours, this is an excellent indicator! Of course, provided that you have properly considered all the interesting applicants. And successfully recruited the number of new employees you need. Hurrying up with the competition and, as a result, screwing it up is, you see, not best result!
From 4.5 to 5.5 hours for the four stages of competitive selection - normal, average timing. When holding a competition with the participation of 15-20 applicants, it is not so difficult to meet this time. And you have every opportunity for successful recruitment.
From 5.5 to 6.5 hours for the competition - "so-so". No matter how many applicants come to the competition at the beginning, such a long time for the competition is hardly justified. Most likely, you yourself are delaying the competition. Plus, you give some chatty job seekers some more time. The result of the competition will most likely be worse than if you had kept within 5 hours.
If it takes you more than 6.5 hours to complete the four stages of the competition, this is bad! By delaying the competition beyond any measure, you cause serious damage to its result.

How to make sure that the competition does not drag on, and the time is not wasted inefficiently? According to the logic of our four-stage competitive selection, at the first stage we decide which of the applicants is more interesting to us. And in the next three stages of selection, we pay our full attention only to those applicants whom we have selected for in-depth consideration based on the results of the first stage. We test them in practical assignments, conduct in-depth interviews with them, test them, recruit them.

Therefore, it makes no sense for us to delay the first stage of the competition too much. The faster we conduct it, the more time and attention we can devote to the most interesting applicants for us. How long should the first stage of the competition last?

Within one hour - "excellent"! Especially if during this time we have been able to effectively "sift the wheat from the chaff" by selecting the most promising applicants for us from among those who came to the competition.
An hour to an hour and a half is "acceptable." Especially if more than twenty applicants came to the competition. If there were originally ten or fifteen or fewer applicants, it is still advisable to conduct the first stage of such a competition in no more than an hour.
From one and a half to two hours - "so-so". Most likely, you spent too much time on the first stage of selection.
More than two hours is bad! Time is wasted inefficiently, applicants will get tired of waiting, many will leave on their own. Including those that might be of interest to you as employees. Too long the first stage of selection is detrimental to the effectiveness of the entire competition.

What should be the dropout according to the results of the 1st stage of the competition?

According to the results of the 1st stage, it makes sense to weed out from half to 60-70% of applicants (unless initially too few applicants came to the competition). Leaving 5 applicants after the 1st stage is acceptable, 8 is normal. In any case, I would not recommend leaving more than 12 applicants. Always leave (at each stage of the competition!) 1 applicant more than you really plan to recruit! The last one at each stage should always be the applicant, in whose recruitment you are not really interested. As a "backup" option - and to create competition for other participants.

Let's return to the fact that we need to ensure a decent number of applicants who came to the first stage of the competitive selection in order to be able to choose the right number of candidates suitable for us in the future. To do this, we must organize the competition in such a way as to get the number of resumes of target applicants we need. Moreover, it is desirable that these applicants send their CVs specifically for the purpose of employment in our Company, based on the results of consideration of our vacancies. At any time, you can print out a significant number of resumes posted there by the applicants themselves from employment sites. Only when communicating with these applicants, you will immediately find yourself in a situation where they have not seen your vacancies, they know nothing about your company and are not interested in your work. From such resumes and applicants you will not be very useful.

How many targeted resumes should you receive before each contest?

In Moscow, it is considered a good result if you have collected from 80 to 150 targeted resumes before the competition. If you have collected 200 or more targeted resumes before the competition - that's great! A fairly large number of resumes required for effective competitions in Moscow is due to the fact that in Moscow there is a significantly higher percentage of “dropouts” of applicants at the stage of invitation to the competition than in any other city in Russia and the CIS.
In other cities, it is considered a good result to have from 50 to 80 targeted resumes before the competition. If you have collected 100 targeted resumes or more before the competition - great!

What kind of attrition rate should we expect when we invite them for an interview? It is unlikely that we can count on the fact that 100% of the applicants invited by us will come to our competition!

In regional cities, dropouts are considered normal when 50% of applicants come to the competition, who swore that they would come. Or more. On the verge of acceptable, if only a third of the applicants from the total number of those who swore to come to you came to the competition. If the percentage of applicants exiting is even lower, you have a clear problem with inviting applicants to the competition. Those who invite applicants are killing your competition in the bud. Most likely, the fact is that you have not developed an effective technology for inviting applicants to the competition. Or they didn’t document it and didn’t train their employees to properly invite applicants using this technology. Finally, the problem may be in the low loyalty of employees who invite applicants to the competition. Perhaps they are simply not interested in successful recruitment for your Company.

In Moscow, it is considered normal if a third of the applicants from among those who swore to come to the competition come to you. If from 40% to 50% of applicants come to you, who previously swore to come, then the employees who invited them are simply geniuses! Well, or you have a company with a very promoted brand. Or applicants know that your working conditions are just chocolate. All this, of course, also increases the turnout of applicants! The screening of applicants on the verge of acceptable for Moscow means that only 20% of the number of applicants who firmly confirmed their arrival came. Or a little more. If less than 20% of those applicants who firmly confirmed their arrival came to the competition, you have a serious problem with invitations.

From all of the above, it becomes obvious how important it is to properly organize the administrative preparation of the competition - posting vacancies, answering calls and letters from applicants, inviting applicants. This work must be carried out within 3 weeks before the first competitive selection. And then another week - before the second competitive selection. If this work is not organized at the required level, you do not apply effective technologies at each stage of the organization of the competition - the results will be disastrous. In the same way, all your efforts will not lead to success if you develop ineffective job postings. Or place these vacancies not where they can give you a return. Or do not allocate the necessary funds for paid posting of vacancies:

The average budget sufficient for the effective placement of vacancies, if you have prepared high-quality vacancies and place them where necessary, can be from 25 to 45 thousand rubles. - for the month during which you conduct recruitment, which includes two multi-stage competitive selection.
For the strong advertising campaign in most cases, it will be enough to allocate from 70 to 100 thousand rubles for the placement of your vacancies. These figures will be true for Moscow and other cities in Russia and the CIS.

This budget for job posting will be sufficient if you post high-quality job postings and well-designed job blocks in the most effective media. First of all, we are talking about specialized job sites - especially hh.ru and superjob.ru An attempt to hold a competition and not pay the required amount for paid placement of vacancies these days will in most cases be a fatal mistake. However, if you have not been able to develop a truly high-quality vacancy text, or post vacancies in the wrong media, even a five times larger budget will not help you collect the required number of targeted resumes.

If we look at the situation from this side, what you expect from the competition - success or failure, will be quite obvious. If in the first days after posting a vacancy, you start receiving from 6 to 10 more or less targeted resumes, this is not bad. If in the first week you receive from 30 to 60 targeted resumes, there is hope that in three weeks from the moment the vacancy was posted, you will be able to hold a good competition. And if in the first week you received 100 targeted resumes or more - if you wish, you can hold a good competition next week.

If, on the contrary, you receive from 0 to 3 resumes every day, it's time to sound the alarm. If during the first week of posting vacancies you received less than 20 resumes, you need to immediately take steps to strengthen the posting of vacancies. Perhaps the text of our vacancy is ineffective. Then it needs to be redone. Or the very position for which we recruit employees is not very popular. In this case, it makes sense to place vacancies in several different positions in parallel. With paid posting of vacancies on the Internet, there is usually no difference in costs for you when you post one vacancy - or several. So why not take advantage of this? At the same time, resumes submitted for all these vacancies can be used to invite applicants to the same competition. Finally, you can increase the budget for posting vacancies. And, as an option, try to place vacancies in other media that you have not yet used. And in general, experiment with new channels for posting vacancies and additional sources of attracting job seekers. Be persistent and inventive in experiments, control the number of resumes that came to you from each source and received through each advertising channel. And you will definitely provide yourself with the right amount of targeted resumes. And - as a result - high-quality applicants.

Summary: apply efficient technology set of frames. Your task is to clearly organize and conduct the competition, stage by stage. And then you will be able to recruit employees of a completely different level than those that the vast majority of companies manage to recruit from the labor market. And most importantly - and this is especially nice - you will be able to recruit these employees to your team at a very favorable conditions! In order to then they began to earn many times more from you. And so that at the same time your company earns an order of magnitude more. I hope and sincerely wish you that as a result this will lead to a very serious and noticeable increase in your income! And not only in the near future, but also in the medium and long term.

The best way to quickly master and implement the technology of building a sales department is to visit K. Baksht's sales management training "Sales System".

If you analyze the texts of resumes and what people write in autobiographies, it becomes clear that the majority are focused on production. They write what they have done, what they have achieved, what education and training degrees they have received, what positions they have held before, and just a little about what they are: whether they are respected, they can disagree so as not to offend anyone, and at the same time time to influence others, do they know how to disagree, maybe they should not be trusted? All this is not reflected in the summary.

In this case, it remains to call himself to his former place of work in order to find out if this person can be trusted, his colleagues respected him, he participated in disputes about what kind of person he is in general. Although such information is always very difficult to obtain, it helps us to recruit the people we need. Finding a person is the ability to inspire and inspire confidence with a full set of all abilities for a manager.

When meeting, it will be more efficient to ask candidates in which areas they are weak, in which they are strong. It must be borne in mind that a person who claims that he has no weaknesses or talks about them as if his weakness is his greatest strength is better not to hire. People who don't know their weaknesses don't know who they really are.

How to identify your weaknesses and strengths where to get this knowledge, how to find out who you really are?

Many say that they can determine who they are in contact with, who their boss is, who their subordinates are, but it is difficult for them to determine who they are, to determine their own. This phenomenon is very common, because in order to know yourself, you need an interlocutor. No one can know himself in a vacuum, we know ourselves through the eyes of other people.

You must find out who you are and do it through your influence on others. If you know what other people are. This means that they have an idea of who you are. And if you want to know who you really are, ask your subordinates, they certainly know who you are.

So, a good manager must be with a set of abilities, well packaged, because he cannot achieve perfection in all areas. But can achieve more of its strengths and weaknesses. good manager knows himself, his strengths and weak sides and the only way to know about it is to understand, to feel what you are doing.

A person who hears, listens and feels what he hears, keeps in touch with what is happening, understands the impact he has on others.

You need to learn to see your strengths and weaknesses, because the way to perceive the strengths and weaknesses of other people lies through the perception of your own strengths and weaknesses. If you cannot understand yourself, how can you understand others? A manager who knows his strengths and weaknesses creates an atmosphere of respect and trust around him, he knows how to lose and knows how to get the support of his colleagues.

Hello, dear friend. Very soon, already in March, we will begin the next stream of our training "", when the participants in the flash mob mode build their sales departments.

I often talk to entrepreneurs and I'm interested in the challenges they have when building a sales force. I have highlighted the top three problems that I will talk about in. Today we will look at one of them.

1. Lack of quality staff

The problem with the staff excites absolutely everyone. 99% of business owners say: "We can't find good shots, we would love to build a sales department, but we are not able to find them. People come who are not suitable for us.”

At IPS, we solve this problem simply: we use flash recruiting technology to recruit staff. This is a very cool technology that allows us to find 15 new candidates literally in a month - successful future salespeople who become real leaders of the company.

How does this technology work?

Technology in the funnel analysis mode - the funnel for hiring and attracting personnel - brings a potential candidate to the final interview and to being hired. What does our funnel look like?

Profile - let's call it Avatar

The first task of flash recruiting technology is to create the right avatar of your candidate, the profile of the ideal employee that you need.

Vacancy

Once you've compiled your candidate's avatar, the next task is to write a very clear, tasty, interesting and attractive job posting that you post on job search portals. Now is the time that it is not enough just to write a job offer. The vacancy should be clear to such an extent that the candidate, having seen it on the site, wants to come to you, and fall in love with your company at first sight. But your search work doesn't end there.

Script

An obligatory element of flash recruiting technology is writing and using scripts for your HR manager or secretary, who will be engaged in the selection of candidates who have responded to an invitation for an interview. Your hired manager, HR, or secretary invites people to you for an interview using a special script. If the script is inefficient, the conversion at this stage will fall.

Many entrepreneurs say: “20-30 people respond to me, we call, invite them for an interview, 3-5 come. Why is there such a situation?” Because the script doesn't work. It's not tested, it's wrong.

Screening Summary

There is another important element that I specifically skipped now, it is called a screening resume. it special technology, which allows you to select from a huge number (when hundreds of resumes come) those candidates who fit your avatar.

Meeting and interview

The guys come to you for an interview. Flash recruiting technology allows you to conduct interviews with a large number of candidates at the same time, when you spend not an hour or two, but a maximum of 15 minutes each, communicating with a person.

How to conduct? In these 15 minutes there is a specially painted plan:

what the candidate should tell you,
what questions you should ask him in order to fully understand during this time whether the person is right for you or not.

It all ends with a role-playing game or a simulation of the sales process - this is the most important part. If the candidate completed it successfully, then with a high degree of probability we can say that he suits you. But that's not all.

Interview #2

After the initial interview, you determine those leaders-candidates that suit you the most and invite them to the final interview, after which you make a decision on the job and employment of this person.

Offer (offer)

The last element of the flash recruiting funnel is a well-formed offer to get a person to come to work for you.

If you recruit staff according to this scheme, then it is absolutely realistic to recruit the number of people that you need. You drive traffic from candidates, and at the end you get successful people that will work for your business.

If you are interested in learning how to really launch this funnel in your business, with scripts, with job samples, with avatars, with interview scripts, come to my training "", which starts very soon. And I'll teach you how to do it right and fast. See you!

Instruction

First, decide what kind of employees you need, how many of them you need and which of them will perform certain functions. Thus, you will determine the requirements for future employees. After that, you will be able to view the resumes of only those people that you really need, without wasting your time and interviewing the wrong candidates. The “look at the person, and then decide” approach will not be effective, as it will take a lot of time. If you have very little time to select employees, then you can entrust the preliminary selection of resumes to your assistants, familiarizing them with the requirements for them.

The selection steps are usually as follows:
1. selection of resumes;
2. telephone (having spoken with the candidate on the phone, you will be able to understand in general terms his level, claims and, if they suit you, invite him for an interview);
3. actual interview;
4. on professional knowledge(you can give them directly to);
5. final interview.

It is better to schedule interviews so that specialists from other departments (your business partners) can also attend. Thus, you will make a decision collectively, and what one person may not notice, another will notice.

Ask your employees to make small tests for professional knowledge or do it yourself. Those who need a foreign language in their work must also be given a test for proficiency foreign language. If you are fluent in it yourself, you can have a discussion in this language instead of such a test.

As a rule, people are divided into those who work better for the result and those who work better for the process. The first is very important for sales managers, forensic lawyers, account managers. The second - for accountants, analysts. Try to see during the interview how it is easier for this candidate to work. This may not be decisive, but a very important selection criterion.

Try to recruit employees of approximately the same age category for similar positions, do not allow an older leader to report to a leader who is too young. Such seemingly unimportant things greatly affect the climate in the team.

Pay attention not only to professionalism, but also to how pleasant it would be for you to work with this employee. Even if the employee is very competent, but inspires you with distrust, is unpleasant, refuse him, because otherwise it will be difficult for you to work with him. However, this only matters if the dislike is really strong, otherwise you can refuse useful company to a person.