Enterprise Recruitment Consulting

The so-called 'competitive recruitment for positions' refers to a personnel selection technique for management positions at all levels that implement an examination system. If it is used for internal recruitment, it is called internal competitive recruitment for positions. All employees of the company, regardless of their position or contribution, stand on the same starting line and accept the company's selection and appointment again. At the same time, employees themselves can also propose their own expectations and requirements based on their own characteristics and job requirements.

Services of ShangShuce

(1) Enhancing credibility: Internal competition involving third-party participation makes the entire event more formal and standardized, while avoiding concerns about internal relationships, and the results of public disclosure have stronger persuasiveness.

(2) Improving accuracy: Professional analysis of competitive positions, repeated refinement of evaluation criteria, application of evaluation center technology, and professional consultant opinions will all enhance the reference power of personnel decision-making.

(3) Efficient and convenient: The application of information platform tools is more efficient and convenient, avoiding human errors.

(4) Comprehensive feedback: Professional third-party internal competition services provide feedback to enterprises in three aspects - competition results feedback, suggestions for subsequent personnel and management measures, and suggestions for improving the abilities of each applicant. 

Specifically, it includes:

(1) Design of enterprise competition workflow;

(2) Enterprise competition plan;

(3) Recruitment interview question bank, personnel evaluation organization and management, personnel evaluation report writing;

(4) Competition guidance, talent selection and appointment management system;

After-sales service

(1) Provide personnel evaluation information for enterprises

In traditional human resource situation information, it generally only includes some simple personnel information, such as gender, age, education, etc. However, this information cannot fully and accurately reflect the quality of personnel, and it is even more difficult to determine whether the current personnel situation of the organization can meet the needs of future development. By introducing assessment techniques into the "job competition" process, a "psychological profile" of candidates' abilities, personal characteristics, and other psychological qualities can be established to facilitate the matching of personnel and positions in future personnel management. At the same time, the enterprise has mastered the overall ability structure and characteristics of some existing personnel, which is conducive to diagnosing the operation of the organization and providing a basis for proposing new management decisions.

(2) Provide training information for candidates

The use of talent assessment techniques in the process of "job competition" defines the quality requirements related to the target position and ranks them according to their comprehensive quality level. This not only effectively selects management personnel but also provides valuable training methods. On the one hand, candidates can receive feedback on their strengths and weaknesses from the evaluation report; On the other hand, candidates can recognize the important elements of management behavior from the evaluation process.

(3) Provide a basis for team building

To build a good team, the quality matching among its members should be reasonable. For example, if two members in a team want to become the "leader", it is easy to have conflicts and power struggles, which will greatly affect the team's combat effectiveness. According to the evaluation results, the team should allocate personnel to complement each other's abilities, attitudes, interests, personalities, ages, etc., which can help enhance team cohesion.