Research on Recruitment & Selection Strategies of Five E

Research on Recruitment & Selection Strategies of Five Enterprises in China

Executive Summary

The research aim of this study was to investigate and analyze the shortcomings existing in the five enterprises’ R&S strategies, thus putting forward targeted recommendations on their R&S strategies in future. In this dissertation, it made use of qualitative and quantitative research methods, through questionnaire and semi-structured interview to collect data, the research results revealed the following problems. The Third Engineering Bureau, COSCO and Foxconn were not from the perspective of the overall and long-term development of the enterprise to consider recruitment problems, resulting in that the attracted talents could not meet the needs of development of the enterprise’s future strategies. The Third Engineering Bureau, COSCO and Foxconn did not attach importance to respecting employees, providing opportunities for development, as well as a united and harmonious working environment to attract talents, it would inevitably lead to the dropped attraction for talents. The five enterprises did not use headhunters to find talents, which was adverse for them to find high-level personnel. Psychometric approach, structured interview, investigation on candidates’ background are commonly used by the Third Engineering Bureau, it has formed a set of standardized procedure, which can be recognized. The underlying problem is due to a lack of staff training, its HR employees are unable to make right use of AC in selection of talents of middle and high levels. The five enterprises did not use competency model to evaluate the implicit capabilities of candidates, which could lead to that the recruited employees could not adapt to the future development of the enterprise, neither did them provide more help for the enterprise’s strategic transformation in future. Based on these problems, this study was from four aspects: development of R&S plan, recruitment, selection and evaluation to bring forward recommendations for the five enterprises.
Keywords: human resources management; development of R&S plan; recruitment; selection; evaluation
 

Chapter I Introduction

1.1 Background
In recent years, international and domestic economic situations have undergone very significant and profound changes, judging from an international point of view, the development of world economy shows a new trend (Richardson, 2011). Firstly, the process of economic globalization accelerates, the economic ties between countries are increasingly close and the competition between them is fierce increasingly, no matter which country it is, it is necessary to actively participate in and integrate in the trend of the times for development (Liu, 2006). Secondly, technological progress and technological innovation as important reasons and power of economic globalization develop with an unprecedented speed and scale, which has brought important opportunities and challenges that can not be avoided for economic development of countries in the world (Zhang, 2007). Thirdly, economic globalization and technological progress have brought the readjustment of structure of world economy, restructuring has become a global issue, many countries and regions are working on adjusting their development strategies, development of new industrial policy, in order to occupy a high ground in world economy of the 21st century (Zhu, 2006). Considering from domestic situation in China, China's economic development has entered a new phase: first of all, the level of development of productive forces and the relationship between supply and demand market have undergone major changes, shortage economy has basically ended, a buyer's market forms initially, economic development has been changed into being constrained by and resources supply from the situation of mainly constrained by market demand (Yu, 2009). Then, foreign economic ties continue to be strengthened, the degree of openness increases, after 20 years of reform and opening up, China has gradually formed a comprehensive, multi-level and wide-ranging opening pattern, joining the WTO makes open economy develop faster, but at the same time, it more directly faces with significant pressure of world economy, technological development and structural adjustment (Zhu, 2006).

Chapter II Methodology
Chapter III Literature review
Chapter IV Business models of the other four enterprises
Chapter V Finding
Chapter VI Discussion
Chapter VII Conclusion
 

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