Beyond the Candidate Sourcing

In daily recruitment activities, struggling are raising up from recruiters in the frontline at certain amounts of client portfolios.

在日常的招聘工作中，在相当比例的企业中，越来越多的一线招聘工作者面临着几点共性的挑战：

• Lack of candidate resource 候选人资源缺乏
• The gap of skillset 所需技能的短缺
• Volume or lack of vacancies need to fill 大量（或者没有）空缺职位需要被填满
• Tighten timeline 紧迫的时间压力
• Strict budget 更严格的预算控制

Through the top 5 concerns as above, discovering the impact to HR and organizations and co-work out solutions to meet present and future challenges become urgent and necessary.

通过上述5点，深刻了解影响HR团队和企业发展的因素，通过共同合作找到解决方案，去面对现在和未来的挑战变得迫切且必要。

At before, formulating a healthy workforce planning can maximize the cost-effectiveness but with competition for talent increasing and high pressure of time to fill, business leaders and senior HR strategy management urge an new way of workforce planning to drive dynamic, diversity and talent attraction which cross over functions and industry sectors.

以前，一个健康有效的人力资源配置计划重点在于最大程度提高用工成本的有效性，这些年来，随着人才竞争加剧，招聘时间压力加大，更多的企业高层和HR战略部门将用工成本的有效性 延展到 更加灵活的用工方式，多样性的人力资源结构和跨技能，跨行业的人才吸引策略上。

A practical model of workforce management included: 一个可操作性的人力资源管理模式包含：

• Strategical Workforce Planning 战略性人力资源规划和配置
• HR Cost Benchmarking HR成本对标和分析
• Workforce Management 人力资源管理
• Recruitment 招聘

Due to time constrains, recruitment teams must take immediately action to response a range of requests from hiring managers, business units and other stakeholders in full recruitment cycle.

由于时间的紧迫性，招聘团队往往需要对来自用人部门的需求做出迅速地反应，当然也包含了在整个招聘环节中各个利益相关者的期望和需求。

Considering an recruitment solution to affect on successful outcome, there are several key points need to be discussed with recruitment team as well as senior management level:

在衡量招聘解决方案是否最终带来成功的结果的时候（包括企业，招聘团队，用人部门，候选人，服务供应商，支持团队），有一些相关点值得与招聘团队和企业高管层进行讨论：

• C-level Support: when recruitment solution are more closely align with your organizations mission, vision and value, it can better your strategic interactives and accelerate achievement of recruitment objective 来自企业高层的支持- 当招聘这件事情能更紧密的联系到企业的战略目标，行业愿 景和核心价值观的时候，当招聘能为企业带来的不仅仅是人员的到岗，还对组织和人才的可持续发展做出贡献的时候，招聘工作本身的价值是得能够得到更广阔的体现和认可的。但是这一切离不开来自企业高管层对招聘工作的关注和支持。
• Measuring recruitment solution success before your recruitment "kick-off". 评估影响整体招聘解决方案是否能够成功的因素，在招聘工作正式开始之前。

Why "before your recruitment kick-off" 为什么是在招聘工作正式启动之前？

1. Process: Prior to the "sourcing" process, generally there are two processes are valuable - workforce planning; requisition process.

流程：在候选人寻访之前，总体上有两个有重要价值的流程不容忽视：人力资源规划和配置流程；招聘流程设计和具象化。

• workforce planning declared a roadmap of talent acquisition from strategic level to meet business goals.

人力资源规划和配置流程展示了人才招聘工作中的路线图，从战略层面契合企业 业务发展目标。

• requisition process ensured job description clarification, established job band/grade and the level of compensation & salary, hiring manager expectation review, recruitment process compliances, reporting etc...

招聘流程的设计和具象化保证在招聘工作中每个环节都具有独特的功能，并能紧密衔接。从岗位说明书的阐述和确认，建立职位体系 职级和职等，薪酬福利水平，用人部门的期望，整个招聘流程的合规性和流畅性，报表等等。

2. Business Level Involvement 业务部门的充分参与和融合

Successful hiring doesn't means recruiter take 100% responsibility for the result. many successful hiring cases show us when hiring manager deeply involving from very beginning in whole process, the effectiveness of process and the engagement of candidates are improved significantly.

成功的招聘并不意味着只有招聘专员对结果负责，相反许多成功招聘的案例显示当用人部门经理从一开始就参与并融合到整个招聘流程中的时候，招聘流程的效率会大大提高，在候选人心目中的 企业的雇主品牌形象也会随着提升。

3. Stakeholder Consensus 利益相关者的共识

In different organizations, stakeholder consensus are very different too at different stage.in Eliminating ambiguity by establishing clarity.

在各种不同的企业中，利益相关者的共识也会不同，在同一个企业中，随着不同发展阶段，利益相关者的共识也会发生不同。由此通过建立共识来减少模糊不清和混沌的认知是这项工作的重点。

Ambiguity may comes from stakeholders who strong functional knowledge but lack of project management discipline. not well-defined requests are one of biggest challenges in implementation of recruitment success.

模糊和混沌不清可能是来自于某部分利益相关者 具有非常优秀的本部门或者本专业的知识和经验，但是对招聘项目的项目管理要求和纪律性不是很了解。定义不清楚的招聘需求（岗位任职要求）是在实施成功招聘项目过程中遇到的最大的挑战之一。

highly effective communicators using on-going dialogues so that individual stakeholders understand why process and certain actions and how.

有经验的招聘管理者会运用递进式的诊断方式，和个别利益相关者进行有效的沟通，帮助他们理解为何 设置这些流程而不是那些流程，为何需要协同工作，以及具体如何实行。

4. Candidate Care 候选人关怀

Radiable candidate care through over the whole recruitment process continually and constantly, in which consolidated with employer branding.

When upskilling or reskilling become to the common agreement both for employers and employees at post-pandemic era, some of employers deployed advanced talent programme integrated employee development, training, HR digital marketing, candidate care for internal talent and external potential talent to win the competition of "talent shortage" and "skill gap".

可信赖的候选人关怀持续性贯穿于整个招聘流程中,也是雇主品牌的一个重要组成部分。

在后疫情时代，技能再提升或者重新学习新技能 已经成为企业雇主和员工的一个共识。有一些企业雇主超前部署了整合性的人才计划：包括员工发展，培训，人力资源数字化，候选人关怀（候选人体验）来应对日益增长的 “人才短缺和技能差距”的挑战。

In generally, an well-organized workforce management program can twice the result with half effort.

综上所述，不断演变的持续改进的招聘运营规划和管理计划把许多工作做在之前，能起到事半功倍的效果。

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