企业人力资源 三级 招聘与配置.pptVIP

* * 一、外派劳务工作的基本程序 个人填写《劳务人员申请表》进行预约登记 外派公司负责安排雇主面试劳务人员 外派公司与雇主签定《劳动合同》 递交办理手续所需的有关资料 劳务人员接受出境培训 办理《健康证明书》、《预防接种证明书》 外派公司负责办理审查、报批、护照、签证手续 离境前缴纳有关费用 * * 二、外派劳务的管理 外派劳务项目的审查 外派劳务人员的挑选 外派劳务人员的培训 * * 三、劳务引进的管理 聘用外国人的审批 聘用外国人就业的基本条件 入境后的工作 * * 劳务外派与引进的重要性 走出去，请进来 国际经济技术合作 为世界人民服务 * * 谢谢大家！ * KEY MESSAGE: special about MS hiring SLIDE SCRIPTS: Focus on competency more than experience (such as number of years working experience). I will explain the competencies later on. Very formalized and strict hiring process. No exceptions including internal transfer. Very few candidates pass resume scanning/informal interview/interview process. We would rather leave the position open than hiring someone that is not fully qualified. Invest in interns to make them good candidates for full time when they graduate (why? Because trainable interns are “white papers” and you can draw your own pictures from scratch.). Performance and feedback on the interns play a big role in hiring. Besides regular interview process, performance review, job level, and feedback from previous managers also play a role in making hiring decision for internal transfers. This is to avoid candidates that can do good in interviews but cannot make commitments in real job. Hiring decision is made by hiring manager, not by human resource Not all qualified candidates can be hired, subject to headcount. Very difficult and relative long interview process. Talk about my own interview process (difficulty, length) SLIDE TRANSITION: In the rest of this session, we will drill down into details of Microsoft hiring process to show what do I mean here. Let’s talk about today’s agenda first. * * 第五单元　员工录用决策 学习目标：掌握办理录用员工的各项事宜 一、人员录用的决策 1、多重淘汰 2、补偿式 3、结合式 二、录用决策应注意 1、使用全面的衡量的方法。 2、减少作出录用决策的人员。 3、以双向选择为标准 * * 第二节 招聘活动的评估方法 一、成本效益评估 1、招聘成本 2、成本效用评估 总成本效用=录用人数/招聘总成本 招募成本效用=应聘人数/招募期间的费用 选拔成本效用=被选中人数/选拔期间费用 人员录用效用=正式录用人数/录用期间费用 3、招聘收益---成本比 * * 二、数量与质量评估 录用比=录用人数/应聘人数x100% 比例越小，录用者素质可能越高 招聘完成比=录用人数/计划招聘人数x100% 完成