QHR.105.01-Procedure for Recruitment-员工招聘程序
人力资源管理系统员工招聘手册
人力资源管理系统员工招聘手册第1章前言与概述 (4)1.1 招聘政策与目标 (4)1.2 招聘流程简介 (4)第2章招聘计划与策略 (4)2.1 招聘需求分析 (4)2.2 招聘渠道选择 (4)2.3 招聘预算编制 (4)第3章岗位职责与任职资格 (4)3.1 岗位职责描述 (5)3.2 任职资格要求 (5)3.3 岗位吸引力分析 (5)第4章招聘广告与宣传 (5)4.1 招聘广告撰写 (5)4.2 招聘广告发布 (5)4.3 企业品牌宣传 (5)第5章简历筛选与初步面试 (5)5.1 简历筛选标准 (5)5.2 简历筛选方法 (5)5.3 初步面试技巧 (5)第6章笔试与能力测试 (5)6.1 笔试题目设计 (5)6.2 能力测试方法 (5)6.3 笔试与能力测试组织 (5)第7章复试与终试 (5)7.1 复试流程设计 (5)7.2 终试方法与技巧 (5)7.3 面试官培训与选拔 (5)第8章背景调查与体检 (5)8.1 背景调查内容与方法 (5)8.2 背景调查流程 (5)8.3 体检安排与要求 (5)第9章录用通知与薪酬谈判 (5)9.1 录用通知发放 (5)9.2 薪酬谈判策略 (5)9.3 录用合同签订 (5)第10章员工入职与培训 (5)10.1 入职手续办理 (5)10.2 新员工培训计划 (6)10.3 培训效果评估 (6)第11章招聘评估与反馈 (6)11.1 招聘效果评估 (6)11.2 招聘成本分析 (6)11.3 招聘流程优化 (6)第12章招聘风险与合规管理 (6)12.1 招聘风险识别 (6)12.2 招聘合规性检查 (6)12.3 招聘纠纷处理与预防 (6)第1章前言与概述 (6)1.1 招聘政策与目标 (6)1.1.1 招聘政策 (6)1.1.2 招聘目标 (6)1.2 招聘流程简介 (7)第2章招聘计划与策略 (7)2.1 招聘需求分析 (7)2.1.1 企业战略与发展需求 (7)2.1.2 部门岗位空缺情况 (7)2.1.3 人员素质与能力要求 (8)2.2 招聘渠道选择 (8)2.2.1 网络招聘 (8)2.2.2 校园招聘 (8)2.2.3 社会招聘 (8)2.2.4 内部推荐 (8)2.3 招聘预算编制 (8)2.3.1 招聘广告费用 (8)2.3.2 招聘活动费用 (8)2.3.3 人事费用 (8)2.3.4 培训与培养费用 (8)第3章岗位职责与任职资格 (9)3.1 岗位职责描述 (9)3.1.1 负责公司业务范围内的日常工作，保证业务顺利进行； (9)3.1.2 遵循公司规章制度，严格执行工作流程，提高工作效率； (9)3.1.3 与团队成员保持良好的沟通与协作，共同完成工作任务； (9)3.1.4 定期向上级领导汇报工作情况，及时反馈工作中遇到的问题； (9)3.1.5 参与公司内部培训，不断提升自身业务能力和综合素质； (9)3.1.6 根据工作需要，协助其他部门完成相关工作。
旅游管理招聘简章pdf格式文件
旅游管理招聘简章pdf格式文件引言概述：旅游管理招聘简章是旅游行业中招聘人员的重要文件，通常以PDF格式发布。
这份文件详细说明了旅游管理岗位的职责和要求，以及应聘者需要提供的材料和流程。
本文将从五个大点出发，分别阐述旅游管理招聘简章的内容。
正文内容：1. 职位介绍1.1 职位名称和职责：详细介绍旅游管理岗位的名称和具体职责，例如旅游项目策划、客户关系管理、团队协调等。
1.2 职位要求：列举应聘者需要具备的技能和背景，如旅游管理专业背景、流利的外语能力、沟通协调能力等。
1.3 薪资待遇和福利：说明该职位的薪资水平和福利待遇，例如基本工资、奖金、假期等。
2. 应聘流程2.1 报名方式：说明应聘者需要通过何种方式报名，如在线填写申请表格、发送简历等。
2.2 材料准备：详细列举应聘者需要准备的材料，如个人简历、学历证明、语言能力证书等。
2.3 面试流程：阐述应聘者在面试过程中可能会经历的环节，如初试、复试、面试技巧测试等。
3. 选拔标准3.1 学历和专业背景：说明对应聘者学历和专业背景的要求，如本科以上学历、旅游管理相关专业等。
3.2 语言能力：强调对外语能力的要求，如英语流利、其他语种的熟练程度等。
3.3 专业技能：列举应聘者需要具备的专业技能，如旅游线路规划、市场调研分析等。
4. 工作环境和发展机会4.1 公司背景：介绍招聘单位的公司背景、规模和发展前景，吸引应聘者对公司的兴趣。
4.2 工作环境：描述该岗位的工作环境，如办公地点、工作时间、团队氛围等。
4.3 发展机会：阐述该岗位的职业发展路径和晋升机会，如培训计划、晋升机制等。
5. 注意事项5.1 申请截止日期：提醒应聘者注意申请截止日期，以免错过报名时间。
5.2 联系方式：提供招聘单位的联系方式，方便应聘者咨询或提交申请材料。
5.3 其他事项：列举其他应聘者需要注意的事项，如面试准备、面试地点、注意事项等。
总结：旅游管理招聘简章是一份重要的招聘文件，通过详细介绍职位信息、应聘流程、选拔标准、工作环境和发展机会，以及注意事项，为应聘者提供了全面的信息。
英专生招聘简章英文
Moving on, let's discuss the application process. To apply for this position, please submit a resume, a cover letter, and any relevant teaching or tutoring experience to our human resources department. Qualified candidates will be contacted for an interview and teaching demonstration. We are looking for enthusiastic and dedicated individuals who are passionate about language education, so be sure to showcase your passion and skills in your application materials.
Recruitment process
Recruitment processThe recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows:Identifying the vacancy:The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: • Posts to be filled• Number of persons• Duties to be performed• Qualifications required•Preparing the job description and person specification.•Locating and developing the sources of required number and type of employees (Advertising etc).•Short-listing and identifying the prospective employee with required characteristics.•Arranging the interviews with the selected candidates.•Conducting the interview and decision makingAdvertising the vacancyAdvertisements to recruit personnel are ubiquitous, even thought, they typically generates less desirable recruits than direct applications or referrals—and do so at greater expense. However, because few employers can fill all their vacancies with direct applications and referrals, some form of advertising is usually needed.Moreover, an employer can take many steps to increase the effectiveness of this recruitment method. The two most important questions to ask in designing a job advertisement are, What do we need to say? And to whom do we need to say it?Perhaps the biggest problem with most advertisements is that they are oftenwritten to be overdemanding in terms of the actual skill requirements that areneeded for the work, decreasing the number of legitimate applicant more thannecessary. Some have estimated that roughly half of the labor shortage in certain engineering fields can be traced to this problem.Conducting interview and decision makingEvaluating the quality of a source is most important in decision making, because there are few rules about the quality of a given source for a given vacancy, it is generally a good idea for employers to monitor the quality of all their recruitment sources. One means of accomplishing this is to develop and compare yield ratios for source. Yield ratios express the percentage of applicants who successfully move from one stage of the recruitments and selection process to the next. Comparing yield ratios for different sources help determine which is best or most efficient for the type of vacancy being investigated. Data on cost per hire are also useful in establishing the efficiency of a given source.1.Identify vacancy2.Prepare job description and person specification3.Advertising the vacancy4.Managing the response5.Short-listing6.Arrange interviews7.Conducting interview and decision makingSources of recruitmentThe recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment .In general ,relying on internal sources offers a company several advantages .First ,it generates a sample of applicants who are well known to a firm. Second, these applicants are relatively knowledgeable about the company’s vacancies, which minimizes the possibilities of inflated expectation about the job. Third, it is generally cheaper and faster to fill vacancies internally. With all these advantages, you might ask why any organization would ever employ external recruiting methods. There are several good reasons why organizations might decide to recruit externally. First, for entry-level positions and perhaps even for some specialized upper-level positions, there ever not be any internal recruits from which to draw. Second, bringing outsides may expose the organization to new ideas or new of doing business. Using only internal recruitment can result in a workforce whose members all think alike and who therefore may be poorly suited to innovation. Finally, recruiting from outsides source is good way to strengthen one’s own company and weaken one’s competitors at the same time.SOURCES OF RECRUITMENTFactors affecting recruitmentThe recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:FACTORS AFFECTING RECRUITMENTRecruitment policy of an organizationIn today’s rapidly changing business environment, a well defined recruit ment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process.It specifies the objectives of recruitment and provides a framework for implementation of recruitment program. It may involve organizational system to be developed for implementing recruitment programs and procedures by filling up vacancies with best qualified people.COMPONENTS OF THE RECRUITMENT POLICY•The general recruitment policies and terms of the organization•Recruitment services of consultants•Recruitment of temporary employees•Unique recruitment situations•The selection process•The job descriptions•The terms and conditions of the employmentFACTORS AFFECTING RECRUITMENT POLICY•Organizational objectives•Personnel policies of the organization and its competitors.•Government policies on reservations.•Preferred sources of recruitment.•Need of the organization.•Recruitment costs and financial implications.A recruitment policy of an organization should be such that:•It should focus on recruiting the best potential people.•To ensure that every applicant and employee is treated equally with dignity and respect.•Unbiased policy.•To aid and encourage employees in realizing their full potential.•Transparent, task oriented and merit based selection.•Weight age during selection given to factors that suit organization needs.•Optimization of manpower at the time of selection process.•Defining the competent authority to approve each selection.•Abides by relevant public policy and legislation on hiring and employment relationship.Integrates employee needs with the organizational needs.Recent trends in recruitmentThe following trends are being seen in recruitment:OUTSOURCINGIn India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organizations for their services.Advantages of outsourcing are:pany need not plan for human resources much in advance.2.Value creation, operational flexibility and competitive advantage3.turning the management's focus to strategic level processes of HRMpany is free from salary negotiations, weeding the unsuitableresumes/candidates.pany can save a lot of its resources and time•POACHING/RAIDING“Buying talent” (rather than developing it) is the latest mantra beingfollowed by the organizations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organization might be a competitor in theindustry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talkedabout. Indian software and the retail sector are the sectors facing the mostsevere brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strengthof the firm.•E-RECRUITMENTMany big organizations use Internet as a source of recruitment. E- recruitment is the use of technology to assist the recruitment process. They advertise jobvacancies through worldwide web. The job seekers send their applications orcurriculum vitae i.e. CV through e mail using the Internet. Alternatively jobseekers place their CV’s in worldwide web, which can be drawn byprospective employees depending upon their requirements.Advantages of recruitment are:o Low cost.o No intermediarieso Reduction in time for recruitment.o Recruitment of right type of people.o Efficiency of recruitment process.Recruitment vs. selectionBoth recruitment and selection are the two phases of the employment process. The differences between the two are:1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization.3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates.4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests.5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.。
岗位录用条件确认书
岗位录用条件确认书岗位录用条件确认书员工姓名：身份证号：工作岗位：入职时间：试用期期限：自年月日至年月日以下是该岗位的录用条件：1、诚实守信，具有优良的道德品质。
在试用期内，员工如有任何工作内容或其他事项上的虚假陈述、提交虚假材料（包括应聘入职时提供的材料：学历学位证书、工作经历、教育经历、体检证明材料等，以及工作中向上级提交虚假的工作材料）、隐瞒事实的行为，将被视为不符合录用条件。
2、所录用员工身体健康是录用条件的要求之一。
试用期内因患病或非因工负伤导致无法履行试用期工作达1个月或以上的，将被视为不符合试用期录用条件。
3、具有较强的敬业精神与工作责任心。
试用期内连续无故旷工达2天，累计旷工达4天的，将被视为不符合录用条件。
试用期满后，连续旷工达3天，或一年内累计旷工达5天的，将被视为严重违反公司规章制度。
4、具有良好的工作态度以及遵守公司的劳动纪律。
若员工拒绝接受公司下达的工作任务等消极怠工行为，或其他有违公司劳动纪律的行为，公司有权给予书面警告。
试用期内给予第2次书面警告的，将被视为不符合试用期的录用条件。
试用期满后，若员工存在上述行为，劳动合同期内给予3次书面警告的，将被视为严重违反公司规章制度。
5、具有较好的团队合作、沟通协调能力。
若试用期员工所在部门或小组（部门或小组应满足5人以上）经民主、公开评议，有2/3以上其他员工认为试用期员工团队协作、配合能力差，则此属不符合录用条件。
6、较强的服务意识、与客户的沟通能力。
若试用期内客户口头投诉达到2次或书面投诉达到1次，则属不符合试用期录用条件。
7、具有较强的岗位工作能力。
销售类岗位的员工每月应达到指定的销售目标****元，若未达销售目标的，将被视为试用期不符合录用条件。
非销售类岗位的员工，试用期内出现工作过错或失职行为达到2次以上，将被视为不符合录用条件。
员工已认真仔细阅读了本公司的《岗位录用条件确认书》，并完全知悉和理解该确认书的内容，并严格遵守。
银行实习生招募通知
银行实习生招募通知尊敬的同学们：首先，非常感谢大家对我们银行实习生项目的关注和支持。
为了进一步拓展我们的业务，并培养未来的金融专业人才，我行决定招募一批实习生。
现将有关事项通知如下：一、招募岗位及要求：1. 银行某部门实习生：负责协助部门内的日常工作，包括但不限于数据整理、文件管理、客户沟通等。
要求具备良好的沟通能力和团队合作精神。
2. 银行某部门实习生：负责协助开展市场调研和推广活动，包括但不限于调查问卷的设计与分析、市场竞争情报的收集与整理、宣传资料的制作等。
要求具备良好的数据分析和市场推广意识。
3. 银行某部门实习生：负责支持风险管理工作，包括但不限于风险评估、信贷审核、资产负债管理等。
要求具备较强的风险意识和统计分析能力。
4. 银行某部门实习生：负责协助财务会计工作，包括但不限于财务报表的编制、会计凭证的审核、账簿的管理等。
要求具备扎实的财务会计专业知识和严谨的工作态度。
二、申请条件：1. 本科及以上院校在读学生，金融、经济、会计等相关专业优先考虑；2. 具备良好的学习能力和团队合作意识；3. 对金融行业具有浓厚的兴趣和热情；4. 具备良好的沟通能力和逻辑思维能力。
三、申请材料：1. 个人简历：包括个人基本信息、教育经历、实习经历、奖励等；2. 成绩单：包括本科阶段各学期的成绩单；3. 自荐信：介绍个人对实习岗位的理解和兴趣，以及为何选择我行实习的原因。
四、招募流程：1. 网上申请：请访问我行官方网站，进入实习生招募页面，并按照要求填写个人信息和上传申请材料；2. 综合测试：通过筛选后，我行将安排综合测试，评估申请人的综合素质；3. 面试环节：综合测试合格者将进入面试环节，面试包括个人面试和小组讨论；4. 最终录取：面试结束后，我行将综合综评分结果，确定最终录取名单，并通知录取者。
五、其他事项：1. 实习期间将为实习生提供必要的培训和指导，并给予一定的实习津贴；2. 实习期间，实习生需遵守我行的工作纪律和保密规定；3. 实习期满后，我行对表现优秀的实习生将给予优先考虑的招聘机会。
(员工手册)人力资源管理工作职责和工作流程手册
人力资源管理手册本工具说明：作为人力资源部门，除了自己要有人力资源各个模块的相关政策、制度，为了便于各部门掌握和理解，还应该把制度做成手册形式易于理解与操作的更加详细文本，发给各个部门经理，指导他们在不同情景下参照使用，比如，如何处理人员入职，如何调整薪资。
本工具书就给出了一个很好的样本。
对于集团公司，总公司人事部，也有必要作出此类手册，对全系统的人力资源部门工作，给予明确的规范和指导，本工具书也是一个很好的范本。
本工具书给出了两个范本。
（范本一）目录第一章手册的目的 (3)第二章人力资源部的工作职责 (4)第三章招聘工作 (6)第四章新员工入司工作流程 (13)第五章员工转正考核工作流程 (17)第六章员工内部调动工作流程 (19)第七章员工离职 (23)第八章劳动合同 (25)第九章薪资制度 (28)第十章考勤管理 (31)第十一章员工福利 (35)第十二章绩效管理 (38)第十三章奖励制度 (40)第十四章违纪处分 (41)第十五章培训与发展 (44)第十六章职业生涯发展 (48)第十七章人事档案管理 (51)第一章手册的目的一. XXXX公司在人力资源管理方面致力于达成以下目标：1构筑先进合理的人力资源管理体系，体现“以人为本”的理念，在使用中培养和开发员工，使员工与公司共同成长。
2保持XXXX内部各公司在人事制度和程序的统一性和一致性。
保持人力资源系统的专业水平和道德标准。
3保证各项人事规章制度符合国家和地方的有关规定。
二. 为达到上述目标，XXXX公司人力资源部编制本手册，以此规范和指导有关人力资源方面的政策和程序。
三. 公司人力资源部是负责制订及实施有关人力资源政策和程序的部门。
四. 本手册将根据实践的发展不断充实和修订。
人力资源部热忱欢迎员工和各分支机构提出修改意见。
第二章人力资源部的工作职责一. 核心职能：作为公司人力资源的管理部门，选拔、配置、开发、考核和培养公司所需的各类人才，制订并实施各项薪酬福利政策及员工职业生涯计划，调动员工积极性，激发员工潜能，对公司持续长久发展负责。
海控集团第二批招聘计划岗位职责及报名条件
2.熟悉金融投资业务产品，具有良好的金融基础。
3.具有较强的逻辑思维、沟通协调、商务谈判和文字写作能力，能够承受一定的工作压力。
7
青岛海控集团金融控股有限公司
投资部投资主管（持股公司监管方向）
1
投资类、金融类、经济类、财务会计类、法律类等相关专业
1.制定和完善持股公司管理制度和流程。
2.投资决策与管理：负责创投、直投等重大项目的开发引入、尽职调查、方案设计、风险评估以及投后管理等工作，并参与项目投资决策。建立投资项目的数据库和评估机制，定期形成报告向上级领导汇报；开展投资合作渠道建设，确保业务稳健发展。
3.团队建设与管理：综合风险与收益等因素，系统搭建投前、投中与投后的全业务环节管理流程与制度，合理界定并划分各业务岗位的职能，打造一支分工明确、协同高效的业务团队，形成一套完整的团队建设管理机制。
1.全日制本科及以上学历，35周岁（含）以下。
2.具有3年以上相关工作经验。
3.具有良好的文字功底、组织协调能力、领导能力以及沟通能力。
4.掌握财务分析、投资分析等相关业务知识。
5.具有注册会计师资格、CFA资格或通过司法考试者优先。
6.具有上市公司、大型国企及国家机关部门相关工作经历者优先。
6
青岛西海岸新区科技创新投资有限公司
综合部副经理
1
管理类、投资类、金融类、经济类、财务会计类等相关专业
1.独立负责拟投资项目的尽职调查，负责拟投资项目的财务分析、合规性审查和行业研究判断，出具风险控制报告；
2.对已投资项目进行持续跟踪管理，及时发现风险点，并提出有效的风险控制措施。
1.全日制本科及以上学历，35周岁（含）以下。
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标准操作规程扬州麦拓卡夫特光伏浆料回收有限公司Standard Operating Procedure Metallkraft Yangzhou Co., Ltd. 人力资源部HR Department QHR.105.011. 目的Purpose本标准操作规程（SOP）描述了招聘员工时的操作程序。
This SOP describes the procedure for employee’s recruitment.2. 范围Scope本SOP适用于招聘及录用员工的相关部门。
This SOP applies to the relevant departments for recruitment and employment.3. 责任Responsibility3.1 相关部门负责提出招聘需求，并对应聘人员进行专业理论和技能方面的考核面试。
It is the responsibility of relevant departments for the application of recruitment and interviewing in the application professional theoretic and skills.3.2 人力资源部负责提供应聘资料，组织、安排以及参与面试过程，并为录用的员工办理录用后的入职手续。
It is the responsibility of HR Department for providing the application letters and organizing the interview as well as attending the interview. HR Department should handle the procedure of recruitment for new employees.4. 定义Definition无None5. 程序Procedure5.1 招聘申请Application of Recruitment5.1.1 当出现职务空缺（或已预知有空缺），或需要新增岗位时，不论其是否在年度人员计划内，部门经理都应填写《招聘申请表》（附录1）。
When a vacancy is available/foreseeable, or a new position is requested, the department manager should fill in Application for Recruitment (Attachment 1) no matter whether within the annual staffs plan.5.1.2 如果是新增岗位，需求部门应汇同人力资源部对该岗位进行工作分析，编写《工作说明》，明确该岗位的职责及人员的要求，应重点考虑到该新增岗位与其他岗位职责之间的冲突之处；For new position, the department should analyze the position together with HR Department, write Job Description as well as specify the responsibility of this position clearly and the requirement of staff. It is important to consider the opposition between the new position and the other positions. 5.1.3 《招聘申请表》经部门经理批准后尽快交人力资源部；并报总经理批准。
新增岗位则需附上该岗位的工作说明。
Application for Recruitment should be approved by manager of department and submitted to HR as soon as possible. And report to General Manager for approval. For new position,Job Description should be attached.5.1.4 在收到部门所提交的申请后，人力资源部需与部门经理就该岗位员工的具体要求、薪资待遇、到岗日期等事项进行商榷，然后进入招聘程序。
After receiving the application from the department, HR should discuss with department manager regarding the requirement, salary, date of entry of the new staff and start to recruit.5.2 人员选拔Collection of Candidate5.2.1 人力资源部将根据岗位的重要性、招聘的难易程度以及公司对部门该岗位需求的不同而采取不同的招聘手段，并对所收集的应聘人员资料进行初步的筛选。
HR Department should have different methods for recruitment according to the requirement of the position. HR should collect the application letters first and make the preliminary selection.5.2.2 人力资源部将对应聘信进行初步筛选并交至需求部门；部门再精选出合适的人员，并将名单及应聘信一并于3个工作日内返还至人力资源部，并提出面试计划。
First, HR should select the application letters and hand them to department. The department should select again and hand the application letters to HR within 3 days. And give the plan of the interview.5.2.3 与部门就面试的日期、具体时间以及参与人员等事项确定后，人力资源部负责通知应聘人员的面试时间、地点、路线及需携带的资料等。
After confirm the date of interview with department, as well as the time, attending person, HR should inform the candidates about the time, address, way and something what he/she should bring.5.2.4 为了保证面试的有效性,以及节约参与面试人员及应聘人员的时间，所以参与面试的人员应事先做好充分的面试准备，包括可能出现的笔试及一些其他方面的测试。
In order to ensure the effect of interview as well as saving time, All persons attending the interview should make a good preparation, including the test of writing and some other tests.5.2.5 正式面试前，应聘人员需填写公司统一的《职位申请表》（附录2）。
Before interview, the candidate should fill in Application for Recruitment (Attachment 2).5.2.6 面试应由需求部门及人力资源部同时参加，需求部门应在具体的专业技术领域向应聘者发出提问，而人力资源部需在一些其他方面对应聘者有所了解。
The relevant department and HR should attend the interview. The department should ask the candidate in special field and HR should ask something in other fields.5.2.7 面试过程中，人力资源部还应向应聘人员真实地介绍公司的基本概况及用人政策，以确保双方在达成聘用意向前彼此有一个较清楚的了解。
During interview, HR should introduce the basic situation on company as well as the policy of employment. This can ensure that both sides can have a clear understanding before reaching agreement.5.2.8 人力资源部需对应聘所携带的证书证件进行鉴定，并复印留存。
HR should identify the certificates from candidate and archive the copies of these.5.2.9 面试后，参与面试的人员需交换各自的意见，并由面试部门填写《面谈记录表》（附录3）。
After interview, the person attending the interview should exchange ideas and fill in Record for Interview (Attachment 3) by department.5.2.10 如确有必要，人力资源部亦可通知应聘人员参加复试。
HR can ask the candidate to attend the interview again if it is necessary.5.2.11 凡通过面试的人员，该应聘人员的职位及薪资由总经理批准后，由人力资源部汇同部门共同讨论该应聘人员的职位及薪资，并填写《入职核定》（附录4）。
For the candidate who passed the interview, The position and the benefit must be approved by General Manager. HR and the department should discuss the position and benefit and fill in Entry Approval (Attachment 4).5.3 正式聘用Formal Employment5.3.1 经总经理的批准，人力资源部应尽快通知其被录取者，准确、清楚地告知对方公司对其岗位、薪资及福利的安排。