What is Alibaba's human resources recruitment process?

Six modules: 1, human resource planning; , recruitment and configuration; Learning and development; , evaluation and evaluation; , salary and welfare management; Labor relations, according to these six articles, can be found by yourself and online. I'll give you something human. 54438+0. Human resource planning; When it comes to human resource planning, many human resource managers in China have mixed feelings and some are at a loss. It is not that these human resource managers are inexperienced, but the actual situation of Chinese enterprises restricts and restricts the development of human resource planning to a certain extent. In recent years, we have seen that enterprises in China have paid more and more attention to human resources, but we still have a long way to go to rise to the perspective of human resources strategic planning. Many enterprises are still in the stage of personnel management. Just like I once went to a company for an interview with the director of human resources, I asked the general manager, "What is your company's five-year development plan and human resources goals?" The general manager told me that the company's development plan basically has nothing to do with human resources. You just need to do your recruitment and basic management well. This sentence may reflect the blank understanding of human resources by many enterprise decision makers. This phenomenon may be due to the fact that the median view and moral view of enterprise decision makers play a key role in the planning and construction of enterprise human resources. Looking through history, we find that any enterprise with profit as the center, rather than culture and people as the core, will not have a long life cycle. How to consider the overall planning of human resources from a strategic perspective is a problem that every HR personnel and enterprise decision makers should seriously consider! , recruitment and configuration; If an enterprise wants to develop, it must recruit more excellent talents to join in, so that the whole human resource process presents a virtuous circle of development. In China, especially in the north, recruitment and manpower allocation are obviously not so reasonable. When we are ready for the recruitment of relevant positions, many HRMs forget the most important question, that is, what kind of outlook on life, median value and world view should the people we recruit have? Because the time and speed of their integration into corporate culture is an important basis for testing the recruitment effect. Many of us HRMs have forgotten this. I have been instructed by leaders to participate in human resources recruitment for many times. Interestingly, when our employees resigned, the boss asked me to recruit, and what was lacking was patchwork. I have suggested that repeated recruitment by the boss is of great benefit to the rational allocation of enterprises and human resources, but every time he tells me, "What are you afraid of? People will talk again when they leave. China lacks everything, but there is no shortage of people. " I think this is also the idea of many of our bosses now. Another interesting phenomenon is that experience is more important than ability. Now is the era of open economy and the era of high-speed information flow. We don't know how much contribution the work experience 0 years ago can make to the development of the enterprise. Many foreign companies are recruiting in China. What can you do when you join the company? What kind of development do you want? Most of the questions asked by enterprises in China are what they have achieved in the past and what they have achieved now. China now has a 65-year-old CEO of a listed group and a 1 year-old general manager. There are still a few years to be an enterprise that the world looks down upon ... There may be too many such examples. How to balance practical ability and experience is a problem that both human resources and bosses should think about. What do we recruiters look at? Personally, experience is on the one hand, and more importantly, it depends on the matching degree and ideology with the enterprise. We just need soldiers in some positions, so don't recruit people with dreams and ambitions. According to different positions, China is a relational society, so there are many factors that restrict the progress of enterprises in recruitment. What about the allocation? Learning and development; Learning, as a way of welfare and talent training, has attracted much attention in many enterprises. I have been a learner for three years and have been to many enterprises to give lectures. I have met many learners and many friends in the consulting industry. However, both external training and internal training of enterprises have their relative shortcomings. In the process of our practical application, external training: enterprises spend a lot of money to consult companies, and scholars tailor a set of programs for themselves, which may keep their enthusiasm for a few days during and after study. After a few days, the problem remained the same, as if nothing had changed. Why? Many of our bosses don't know what kind of courses and studies can be entrusted to the outside. What kind of learning must be completed within the enterprise? What should be the follow-up work of the enterprise itself after training abroad? In addition, many foreign training taunts are simply irresponsible. A famous artist once told me personally: "I just earn by mouth, and the life and death of the enterprise has nothing to do with me." Internal training: internal learning of the company. Because the business of each company is very different, the ways and methods of internal training are also very different. The hardest thing about doing internal learning is that there is no planning. Many enterprises don't know what learners at all levels should achieve, how to evaluate the learning effect, and what is the relationship between courses? This directly leads to a lot of useless work and performance management in our internal training; This module is the boss's favorite and the employee's most annoying. It involves the gain and loss of interests and is an irreconcilable body. Since it can't be reconciled, as HR, our work seems to show the achievements that the boss generally agrees with at this time. Pathetic! A good performance management system can help the healthy development of enterprise internal management to a great extent, that is, at this key point, our enterprise management and human inferiority are more obvious. We are learning and applying many advanced foreign management methods. Why is the effect not so obvious? For example, the once popular S, Sima, 0-degree evaluation, Haier's daily life is getting better and better, and so on. There is a simple reason. We don't know the specific indicators and weight ratio of KPI in each position. Busy for half a day, after careful summary, I found that it was a waste of time and salary and welfare management; It is not omnipotent, but nothing is absolutely impossible. Speaking of this, it seems that the boss and HR have been pushed to the forefront. I don't want to say more here, but I just want to tell the company's decision makers that the most common reason for China's job-hopping in recent years is dissatisfaction with salary and benefits. We all analyze the reasons carefully. If you can't enjoy the profits, I believe you can't enjoy the wisdom and creativity of employees. Labor relations management (employee relations management) is the most difficult piece to deal with, peaceful and peaceful, but serious. If it is good, everything will flourish; if it is bad, the larger foe will break out. I just want to say, act according to the law and make everyone grateful. ...