发布时间：2014-09-26 来源：人大经济论坛

目录 一、引言..................................................1 二、理论综述.............................................2 （一）招聘理论依据.........................................2 1、人职匹配理论..........................................2 2、胜任力................................................3 （二）招聘体系构成.........................................4 1、招募..................................................4 2、选拔..................................................4 3、录用..................................................4 4、评估..................................................4 三、星沙家福公司的招聘现状分析............................5 （一）星沙家福公司现状分析................................5 1、星沙家福公司概况.......................................5 2、星沙家福公司企业文化....................................6 3、星沙家福公司的战略规划................................6 （二）星沙家福公司人力资源现状分析.......................8 1、星沙家福公司人员构成...................................8 2、星沙家福公司人员年龄结构................................9 3、星沙家福公司人员学历结构...............................9 （三）星沙家福公司招聘现状分析..........................10 1、星沙家福公司的招聘现状................................10 2、星沙家福公司招聘存在的问题...........................11 3、对招聘现状的分析......................................11 四、星沙家福公司员工的招聘体系设计......................12 （一）工作分析...........................................12 （二）年度招聘计划.......................................12 1、招聘计划的主要内容...................................13 2、招聘原则..............................................14 （三）招募..............................................15 1、星沙家福公司招募渠道...................................15 2、渠道分析..............................................16 （四）选拔..............................................16 1、星沙家福公司人员选拔方法..............................16 2、选拔方法的测评维度.....................................19 （五）人员录用............................................20 （六）招聘评估...........................................20 1、招聘定性分析..........................................20 2、招聘定量分析..........................................20 五、星沙家福公司招聘体系的具体运用——以市场部经理为例...22 （一）职位分析............................................22 （二）市场部经理的胜任素质...............................22 （三）岗位胜任指标设计....................................23 （四）招聘选拔方法设计....................................26 1、选拔方法测评维度......................................26 2、市场部经理选拔方法.....................................27 六、总结与展望...........................................35 （一）对星沙家福公司招聘体系的总结.......................35 1、星沙家福公司招聘体系设计的结论.........................35 2、需进一步研究的问题.....................................35 （二）对招聘的展望.......................................35 1、招聘外包日益兴起.......................................35 2、人才高消费现象逐渐减少.................................36 3、招聘方法的不断更新.....................................36 致谢....................................................37 参考文献................................................38 附录....................................................40 摘 要 在当今社会主义市场经济条件下，人力资源管理已经成为现代企业管理中的一个重要组成部分，而甄选合适的员工成为了公司人力资源管理的关键。如何甄选合适的员工一直以来都是困扰企业的难题。笔者通过在星沙家福公司的实习，发现了其在人力资源尤其是招聘上的诸多问题，由此而引发了对此选题的探讨。 从文章的框架来看，本文先介绍了选题的背景意义，再阐述了人职匹配、胜任力的理论和招聘体系的相关要点。接着通过对星沙家福公司的概况以及公司人力资源和招聘现状的分析，找出了其在招聘上所存在的问题。针对公司的这些问题，设计了一套科学完整的招聘体系。同时，对市场部经理岗位的选拔过程进行了具体探讨。其中运用人职匹配理论，进行工作分析，得到岗位说明书。再分析此岗位的胜任素质，设计了一套科学的甄选方法。 关键词：招聘体系；人职匹配；胜任力 ABSTRACT Under the condition of socialism market economy, human resource management (HRM) has become a vital part in the modern corporate management. How to select the right staff is the key issue in human resource management. Finding the right person is the difficulty among many companies. The author of this article underwent an internship in Hangzhou TUV-Nord Co., Ltd, discovering a number of problems in the recruiting process of that company. The paper begins on this issue. In the perspective of the overall structure, this paper introduces the background and meaning of the theme chosen, then it illustrates the relative theories including person-job fit, competency and recruiting system. The article analyzes the general condition and its human resource strategy of Hangzhou TUV-Nord, and puts forward its existing problems. In that context a sophisticated recruiting system is designed to modify such problems. Meanwhile, the paper applies the person-job fit to discuss the post of market department manager, conducts a job analysis and obtains a “post manual”. Such “post manual” is used to analyze the characteristics of the post competency, and a sophisticated selection methodology is designed . Key words: Recruiting system; Person-job fit; Competency