企业招聘的六大原则

企业招聘的六大原则1：知根知底——员工推荐可信度高企业各层级员工的招聘大都以网络为主，猎头公司主要是为企业寻觅适当的高层管理人才。

传统的报纸招聘广告，由于在费用、效果、反馈等方面不占优势，很多企业并不将此作为首选。

值得注意的是，企业认为员工或者熟人推荐的人选可信度较高，这种招聘方式目前也较为流行。

人才招聘会也是企业招聘的重要形式。

2：内外有别——基层员工外部聘，管理人员内部提拔分别有35％的企业高层管理者和43％的企业中层管理者来自外部招聘；与之相对应的是，81％企业的一般员工由外部招聘而来，仅有19％的企业一般员工是通过非外部招聘渠道进入企业的。

可以看出，企业中各管理职位人员的选拔，外部“空降”的较少，求职者切忌在各公司之间频繁跳槽以期待更高职位，应尽量在同一公司从基层做起，通过自己的能力与努力争取晋升的机会。

3：姜还是老的辣——经验和知识考查受重视企业在选拔人才时，最看重的是工作经验。

大部分企业也很注重应聘者对知识的掌握程度，而且越是普通员工，越注重知识考查。

企业在对应聘者进行选拔时，没有一套较为完整的测试体系，随意性比较大。

企业还特别在意应聘者的各方面背景，特别是对于高层管理者，超过一半的企业会对其背景进行考查。

企业对应聘者最看重的素质依次是：专业技能（80％）、工作经验（80％）、工作态度（70％）、教育背景（48％）、忠诚度（46％）、职业道德（34％）、年龄（20％）和性别（8％）。

4：外来的和尚难念经——企业招工本地人为主一半以上的企业能够放眼全国，甚至在全球范围内招聘企业高层管理者，但中层管理者及普通员工跨地区招聘数量都不足50％。

由此表明，目前我国企业在用人方面地域色彩较为严重。

国家及地方的一些政策性法规也限制了企业招聘人员的范围。

尽管目前这种状况有所缓解，现在基本上不再严格限制，但企业招聘员工本地肯定仍是占多数的。

5：僧多粥少——外资企业招聘通过率低对于一般员工的招聘，国有企业自由性较大，有些职位在很小的范围内选拔，有些职位则在相当多的候选人中选拔。

外资企业中，基层职位的竞争非常激烈，招聘人员甚至可以在五十名以上的应聘者中选择。

在国有企业中，高层管理职位的应聘者来源相对单一，数量较少；民营、私营企业中，更多时候是在三至十名候选人之间进行选拔；外资企业的人员筛选流程相对成熟，操作过程也较为复杂，通常可以从几名到几十名候选人中作出选择，招聘通过率总体较高。

6：一槌不定音——给不给offer，人力资源定不了公司最高层领导对企业高层管理者的录用与否起决定作用，主管人力资源的高层领导对企业的中层管理者是否录用影响较大，一般员工录用与否主要由用人部门和人力资源部共同决定。

对没有录用的候选人，企业一般会保存其中有潜力的人员的简历。

但是保存有潜力人员的简历，一般不超过半年。

调查还显示，大部分企业能够在面试环节中甄选出可以胜任某一岗位的员工，一半以上的新员工可以顺利通过试用期，被企业正式录用。

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