TalentMagnetsSession1:Whatistheissue?NicoleSexton21August2001Today’sBusinessEnvironmentTheImpactonHRIsTalentanIssue?“Wespendallourtimeonpeople.Thedaywescrewupthepeoplething,thiscompanyisover”.JackWelch,GeneralElectric“Takeour20bestpeopleawayandIcantellyouthatMicrosoftwouldbecomeanunimportantcompany”BillGates,Microsoft

“”ThenextbigkillerapplicationfortheInternetisgoingtobeineducation”JohnChambers,CiscoSystems1AgendaToday’sbusinessenvironmentWhat’shappeningglobally?What’shappeninginChina?ImpactonHRThe“WarforTalent”EmployerofChoiceCommitmentWhatdoesitmean?2Today’sBusinessEnvironmentDoesthisSeemFamiliar?4TheChangingWorld-LabourCompetitionwillbeIntensified

-SupplyoftalentisdeclininggloballyUSCensusBureau5WhatishappeningintheCurrentBusinessEnvironment?Globalisation-1world,1market-the“globalvillage”IncreasedandfiercercompetitionTimetomarketandfirstentryreplacecostastheprimarydriverofbusinesssuccessRapidgrowthisessentialFocusonquarterlyresultsIncreasedimportanceofstockprice6WhatishappeningintheCurrentBusinessEnvironment(Cont.)?Technology-the“InformationAge”e-business

&e-knowledgethegrowthareasValueChaincrucialforbusinesscompetitiveness&HRServicesProfitabilityequalscostsandrevenuegrowthChangingbusinessmodels7WhatishappeningintheCurrentBusinessEnvironment(Cont.)?Attracting,retainingandmeasuringcompetenceandIntellectualCapitalisthekeytobusinesssuccessTalenthasreplacedcapitalandideasasthemostcriticalsuccessfactor(SurveyofVC’s)Talentisthebiggestlimitingfactortocorporategrowthandthefundingofstart-upideas8WhatishappeningintheCurrentBusinessEnvironment(Cont.)?Decliningworkforce-babyboomersleaving2003Velocityofjobchanges/lateralmovesdoublesevery3yearsEmployersandindividuals-newparadigm9ShiftingParadigmonEmployersofChoiceEmployee InvestorWageEarner ProfitSharerLoyaltytotheFirm LoyaltytotheWorkIndividualLearning SocialFormsofLearningRigidWorkConditions FlexibleWorkConditionsImposedPerformance Self-ManagedReviews

Development10ShiftingParadigmonEmployersofChoicePaidforTime RewardforResultsInformationControlled OpenAccessto InformationSuccessBasedon SuccessbasedonTeamIndividualPerformance Interdependenciesand CommunitiesofPractice

11WhatisHappeninginChina?Semi-conductorandITcompaniesaremovingoperationstoShanghaiTaiwanesecompaniesareinvestingheavilyintheSuzhou/Shanghaicorridor1000Taiwanesecompanieshaveinvested$10billioninKunshaninthelast10years(NewsweekJuly2001)50%ofJapanesemajormanufacturersareplanningtomovetheirmanufacturingoperationsfromJapantoAsiawithinthenext3years70%toChina(NikkeiNewspaperArticle9August2001)12WhatisHappeninginChinaCont.?TheMercerRelocationSurvey2001says….26.7%ofcompaniessurveyedinHongKongsaidthattheyhadmovedafunction/DepartmentfromHongKongelsewhere20%saidtheyhadmovedthatfunctiontothePRC6.7%saidtheyhadmovedthatfunctiontoGuangzhou13.3%saidtheyplannedtomoveanotherfunctionfromHongKongelsewhere13Let’sLinkthistoHRTheWarForTalentThevastmajorityofemployersarefindingitincreasinglydifficulttoattractandretainstaff,creatinga“warfortalent”amongstemployersMostkeyprofessionalemploymentareasarecandidateshortattheseniorandoperationalendsofthemarketCompaniesarecompetingforthesametalentThewaris...

toattracttherightpooloftalentandretainexistingskilledemployees15TheWarForTalentCont.EmployeesarenowmoreawareoftheirrelativeworthinthemarketplaceandfocusedondevelopingtheircareerpathinafarmorestrategicmannerthanbeforeItsimportantformanagerstoknowwhatstrategiesareavailabletoattractthebestcandidatesretainthestafftheycanleastaffordtolooseHowtobeamagnetfortalent16WhatOtherOrganisationsareFacing?75%companiessaytheydon’thaveenoughtalentOnly10%companiesmanagetheirtalentpoolwellThedemandfortalentisincreasingThesupplyisdecreasingMobilityisincreasingItcostsupto10timespaytoreplaceTopTalentAglobal“feedingfrenzy”isalreadyhappening17LeadershipSkillDevelopment

Today’sLeadershipPoolisInadequate18WhatMakesanEmployerofChoice?Thesurveysaysthatemployeeswant….

(TMPWorldwide2000)CommitmentPurchasingresourcestosupportprojectsAnorganisational“core”valueDemonstratedbystaffLongtermcommitmentfromthecompanyintermsofcorporatecommitmenttodirectionandtheemployees’personaldevelopmentCompanymustcreateagrowthenvironmentthatallowsrecruitstogroworganically19WhatMakesanEmployerofChoiceCont?CompanywithVision

andaplanforthefutureTheabilitytocommunicatethistostaffOrganisationalFlexibility

TomeetthechallengesofaneweraCandidatesareassuredtheircareerswillnotstagnateRemuneration,interestingprojects,motivatingenvironmentTheBenefitsPackageofferedtostaff(eg.training)Perceivedimageoftheorganisationinthemarketplace20WhatComprisesCommitment?Iamtreatedfairlybymyemployer(58%)Myemployershowsgenuinecareandconcernformywellbeing(50%)Iamtrustedinmyjob(48%)Overallreputationisexcellent(67%)Myjobprovidesasenseofachievementforme(45%)(AIMSurvey2000-ChinaResults)21SoWhatDoesAllThisMean?EspeciallyforGuangzhou?SoWhatDoesAllThisMean?It’sacompetitiveworldoutthere!Thereisa“WarforTalent”beingwagedCompetitiveadvantagewillcomefrom:capturingkeytalentsoyourcompetitorsdon’tretainingyourkeytalentMotivatingyourkeytalentDevelopingtheleadershipofyourmanagementteam(currentandfuture)23SoWhatDoesAllThisMeanCont.?AttractionandretentionoftoptalentisimperativeLeadershipskilldevelopmentisessentialSuccessionplanningiskeyAnexcellentemploymentbrandisamust244WaystobecomeaTalentMagnetStaffAttraction&RetentionSchemesEmployment

BrandingSuccessionPlanningTalentManagementFocusofournextpresentation25AnyQuestions?26烘焙門店人員招聘本次課程目錄1、招聘的定義；2、招聘的目的和意義；3、招聘的渠道；4、招聘流程和方法；為什么聘用合適的員工如此重要?施工起來(lái)會(huì)十分順利材料選得好材料選得不好

施工時(shí)就不得不花費(fèi)額外的時(shí)間精力和資金為什么聘用合適的員工如此重要?員工-素質(zhì)-知識(shí)-技能行動(dòng)員工怎么工作

公司的前途產(chǎn)品/服務(wù)組成公司門店招聘是指門店為了發(fā)展的需要,根據(jù)人力資源規(guī)劃和工作分析的要求,尋找并吸引那些有能力又有興趣到組織任職的人員,并從中選出適宜人員予以錄用的過(guò)程.

門店招聘是什么？招募、錄用、輪崗、配置、晉升、解聘等

招聘的6Wwho——招聘誰(shuí)why——為什么要招聘what——招聘來(lái)干什么when——什么時(shí)候招聘where——到哪里去招whom——為誰(shuí)招聘how——怎樣去招聘銷售員招聘要求一、招到合適的人；1、年齡合適（16-25歲），本地人，有住處；2、身體狀況良好（精神狀態(tài)佳）；3、對(duì)銷售和烘焙行業(yè)感興趣；4、為人正直、積極向上；二、這個(gè)人能做合適的事；1、形象好、笑容好；2、口才好、有禮貌；3、做事快；4、服從安排；1、關(guān)系到門店的業(yè)績(jī)和企業(yè)的發(fā)展；2、使團(tuán)隊(duì)?wèi)?zhàn)斗力強(qiáng)、員工素質(zhì)更優(yōu)良；3、人力成本投入和產(chǎn)出成正比；4、促進(jìn)企業(yè)外部形象提升；5、獲取企業(yè)需要的人才；6、減少員工進(jìn)出組織的流動(dòng)率；7、是企業(yè)的一種較好的廣告形式；8、保持企業(yè)活力的一種方式；

招聘的意義：招聘信息發(fā)布填寫工作申請(qǐng)表，初步篩選面試入職手續(xù)辦理試工（三天）簽訂合同、購(gòu)買保險(xiǎn)新人培訓(xùn)、傳幫帶人員招聘的一般程序內(nèi)部招聘

來(lái)源：1、內(nèi)部提拔2、工作輪換3、內(nèi)部公開(kāi)招聘4、重新雇傭或5、召回以前的雇員方法：1、推薦法2、檔案法3、布告法（張貼海報(bào)）1、刊登廣告2、職業(yè)中介機(jī)構(gòu)3、門店現(xiàn)場(chǎng)招聘4、校園招聘5、熟人介紹6、網(wǎng)絡(luò)招聘7、自薦外部招聘招聘的渠道劣勢(shì)內(nèi)部招聘外部招聘1、對(duì)組織目標(biāo)更有認(rèn)同感，更不容易辭職2、了解全面，準(zhǔn)確性高3、可鼓舞士氣，激勵(lì)員工4、可更快適應(yīng)工作5、使培訓(xùn)投資得到回報(bào)6、選擇費(fèi)用低1、來(lái)源廣，余地大，利于召到一流人才2、帶來(lái)新思想、新方法3、可平息或緩和內(nèi)部競(jìng)爭(zhēng)者之間的矛盾4、人才現(xiàn)成，節(jié)省培訓(xùn)投資5、有利于樹(shù)立企業(yè)形象

1、來(lái)源局限、水平有限2、“近親繁殖”3、可能造成內(nèi)部矛盾1、進(jìn)入角色慢，不熟組織流程2、對(duì)應(yīng)聘者情況缺乏深入了解3、可能影響內(nèi)部員工積極性優(yōu)勢(shì)內(nèi)外招聘之比較

發(fā)布招聘信息的渠道報(bào)紙新聞發(fā)布會(huì)雜志電視電臺(tái)布告口頭

不同類型的人員，招聘途徑不同人員類型招聘途徑管理人員專業(yè)人員辦公人員和秘書生產(chǎn)工人主要途徑是顧問(wèn)或同行的推薦、獵頭、招聘廣告、主動(dòng)上門征聘等主要途徑是招聘廣告、高等院校、其它公司中的同類人員、自薦或他人推薦主要途徑是招聘廣告、大中專學(xué)校、就業(yè)培訓(xùn)機(jī)構(gòu)等主要來(lái)源有就業(yè)廣告、就業(yè)機(jī)構(gòu)、技術(shù)學(xué)校等門店招聘渠道1、廣西人才網(wǎng)；2、地方性的咨詢媒體（如雄基廣告）3、門店、街道宣傳布告(POP)4、年輕人多的街道（如門店、步行街等）5、熟人介紹6、本地中專學(xué)校的校園現(xiàn)場(chǎng)招聘；門店班長(zhǎng)、儲(chǔ)備干部招聘渠道1、廣西人才網(wǎng)；2、地方性的咨詢媒體（如雄基廣告）3、熟人介紹4、大中專學(xué)校的校園現(xiàn)場(chǎng)招聘；5、地區(qū)性人才招聘現(xiàn)場(chǎng)地；理論性問(wèn)題、引導(dǎo)型問(wèn)題和行為性問(wèn)題如何使面試有效面試合格后需告知的事項(xiàng)1、告知其試工期限及試工期內(nèi)需注意的事項(xiàng)；2、待遇和相關(guān)福利；3、企業(yè)簡(jiǎn)單介紹；4、上班時(shí)間及考勤制度；5、門店相關(guān)崗位的工作要求；張貼招聘POP填寫工作申請(qǐng)表1、字體工整；2、內(nèi)容真實(shí)；3、填寫全面；面試形象好笑容好人品好勤奮資料呈交辦入職手續(xù)1、考勤卡2、工牌試工3天觀察其態(tài)度、行為并記錄；做好傳幫帶詢問(wèn)、交流關(guān)心合同簽訂購(gòu)買保險(xiǎn)辦理健康證領(lǐng)工衣工服門店招聘的程序門店服務(wù)員批量招聘流程前期宣傳/專題宣講參加招聘會(huì)收集應(yīng)聘者信息根據(jù)任職資格進(jìn)行篩選是否合格結(jié)果反饋應(yīng)聘者收集學(xué)校/生源信息開(kāi)發(fā)/聯(lián)系中介儲(chǔ)存資料應(yīng)聘者信息進(jìn)行筆試組織體檢集合體檢合格者培訓(xùn)部開(kāi)始崗前培訓(xùn)進(jìn)行培