招聘计划不规范，执行不到位。在年初制定招聘计划时，对用人需求的分析不够

The recruitment plan is not standardized and the implementation is not in place. When the recruitment plan was formulated at the beginning of the year, the analysis of the employment needs was not comprehensive and in-depth, and the analysis of the positions did not proceed from the actual situation of the company, and did not predict the future demand and loss of some positions in combination with the company's development strategy. Just hire what kind of person you need, or if any position is missing, you will immediately find a person to fill the position. After the personnel is in place, the information of the unhired personnel will be processed immediately, and some can meet the company's potential. Reserve the required personnel, which not only increases the recruitment cost, but also needs to do recruitment summary work frequently and formulate a recruitment plan, but it is more difficult to implement in one day, and it is more casual, which makes the recruitment plan meaningless, like safety. If there is no planning and personnel reserve in advance, the recruitment work will always stay at the level of continuous recruitment plan and continuous recruitment, which greatly increases the recruitment cost and risk of the enterprise and makes the recruitment work more difficult. It is always in a passive emergency state. In addition, with the development of the company, the company's development strategy is constantly being adjusted, but the recruitment work has not changed with the adjustment of the company's development strategy, which makes the recruitment out of touch with the company's development, which is not in line with modern management. idea. For example, in 10 years, the company collected 48,196 job resumes of candidates through various recruitment channels, of which 23,715 came to the company for interview. In the end, 15,482 people were qualified and hired, while the information of the remaining 8,233 people who had participated in the interview but were not hired were randomly discarded by the company's recruiters. After the recruitment, the staff did not analyze these 8,233 people. personnel, which personnel may also be suitable for other positions, etc.

The recruitment plan is not standardized and the implementation is not in place. When formulating the recruitment plan at the beginning of the year, the analysis of employment demand was not comprehensive and in-depth. The analysis of Posts did not start from the actual situation of the company and did not predict the future demand and loss of some posts in combination with the company's development strategy. It's just to recruit people who need what kind of people immediately, or find people to fill the position immediately if there is a lack of position. After the personnel are in place, the information of the non employed personnel is processed immediately, and some personnel who can meet the potential needs of the company are not reserved. This not only increases the recruitment cost, but also often summarizes the recruitment work and formulates the recruitment plan, However, it is more difficult and casual to implement one day, which makes the recruitment plan meaningless. For posts with high mobility such as safety officers, without making employment planning and personnel reserve in advance, the recruitment work will always stay at the level of constantly formulating recruitment plans and constantly recruiting, which greatly increases the recruitment cost and risk of the enterprise and makes the recruitment work always in a passive emergency state, In addition, with the development of the company, the company's development strategy is constantly adjusted, and the recruitment work has not changed with the adjustment of the company's development strategy, which makes the recruitment divorced from the development of the company and does not conform to the modern management concept. For example, in the past 10 years, the company collected 48196 resumes of candidates through various recruitment channels, of which 23715 came to the company for interviews. In the end, 15482 people were qualified for employment, while the data of the remaining 8233 people who had participated in the interview but were not employed were arbitrarily discarded by the company's recruiters. After the recruitment, the staff did not analyze these 8233 people. Which people can be used as candidates and which people can also be suitable for other positions.

The recruitment plan is not standardized and the implementation is not in place. At the beginning of the year, when making the recruitment plan, the analysis of the employment demand was not comprehensive and in-depth, and the analysis of posts was not based on the actual situation of the company, and the future demand and loss of some posts were not predicted in combination with the company's development strategy. Just what kind of person you need will be recruited immediately, or what position is missing, you will immediately find someone to fill the position. After the person is in place, the information of the unemployed person will be processed immediately, and some people who can meet the company's potential needs will not be stored. This not only increases the recruitment cost, but also often makes recruitment summary work and makes recruitment plans. However, it is more difficult and more casual to implement in one day. It makes the recruitment plan meaningless. For positions with high mobility such as security officers, if the employment plan and personnel reserve are not made in advance, the recruitment work will always stay at the level of constantly making recruitment plans, which greatly increases the recruitment cost and risk of enterprises, and makes the recruitment work always in a passive emergency state. In addition, with the development of the company, the company's development strategy is constantly adjusted, while the recruitment work does not change with the adjustment of the company's development strategy, which makes the recruitment out of touch with the company's development and does not conform to the modern management concept. For example, in the past 10 years, the company collected 48,196 job resumes of candidates through various recruitment channels, of which 23,715 came to the company for interviews. In the end, 15,482 people were qualified, while the information of the remaining 8,233 people who participated in the interview but were not hired was randomly discarded by the company's recruiters. After the recruitment, the staff didn't analyze these 8,233 people, which people could be used as alternates, which people might be suitable for other positions, etc.