M Company Recruitment Optimized Design

Recruitment, as the first link in enterprise human resources management, not only is an important channel for enterprise to acquire excellent talents, also determines whether an enterprise can establish a scientific and effective human resources management system, thus becomes the key to win and keep enterprise competitiveness. Along with our economy development since the reform and opening up, China has developed from one of the least developed countries into one of the middle-income developing countries. Undoubtedly, the development of manufacturing industry plays an important role in maintaining steady and fairly rapid economic growth. Nowadays, with the rising of domestic raw material prices and labor costs, manufacturing companies are facing more pressure and severer competition. If China wants to be a world-class factory, it must be a factory with high quality staff, because only highly qualified workers can create products with international competitiveness. While current situation is, the lack and hard-to-recruit of manufacturing industry professional talents and high-quality workforce has become an indisputable fact. Considering that the competition between enterprises is actually a competition of talents in the end, optimizing recruitment process and improving recruiting performance have important theoretical and realistic significance for manufacture enterprises.This article mainly takes the M company located in Hangzhou Binjiang district as an example, analyses the employee recruiting problems of the manufacturing industry in detail. This article first gives a simple introduction of M company and its organizational structure, and then analyses M company’s employee composition proportion and recruitment characteristics, and focus on description of M company’s current recruiting situation and, using the method of questionnaire, analyzes the existent recruiting problems that mainly exist in recruitment strategy, recruitment process and recruitment assessment, including a series of problems--lack of strategic guidance in the practical recruitment work, no clear definition of "talent" for recruiting, lack of detailed job descriptions in the recruitment process, without optimization of existent recruitment channels, no effective screening steps, insufficient professional degree of the hiring process, no unified interview standard, lack of background investigation for key positions, lack of recruitment assessment and follow-up work after recruitment and so on. In order to solve the aforementioned problems. M company shall clear the definition of "talent", do detailed job positions analysis, work out job descriptions, optimize existing recruitment channels, adopt effective screening and interview process, improve the professional degree of its recruitment by using the structured interview method, strengthen the importance of background check, and arrange assessment and follow-up after recruitment.This article has direct applicability for optimizing the recruitment process of M company; meanwhile it has positive reference value to the recruitment work of other manufacturing companies.