互联网公司基层人员招聘体系优化研究(硕士)(附访谈提纲和问卷调

互联网公司基层人员招聘体系优化研究(硕士)(附访谈提纲和问卷调查)(论文32000字)
摘要
随着互联网技术的出现和发展，我国的互联网企业也迅速崛起。随着“互联网+”大潮的兴起，我国的互联网企业更如雨后春笋般遍地开花。虽然，互联网公司发展势头强劲、市场前景广阔、经济效益良好，但据统计，我国的互联网公司的平均寿命只有短短的3-5年。造成我国互联网公司如此短命的原因一方面是由于技术更新迭代比较快，市场变化莫测，很多互联网公司无法适应外部环境的压力和变化而被淘汰；另一方面，很多互联网公司在迅速发展的过程中忽视了内部对人力资源的管理工作，尤其是招聘管理工作，没有建立健全的招聘体系，或者是现行的招聘体系已经无法满足公司发展的需要。
招聘体系作为人力资源管理的子系统，是人才进入企业的必要途径，在很大程度上决定了企业人力资源的数量、质量、知识层次、年龄结构等因素，为企业的发展壮大提供必要的人力支持和保障。而另一方面，基层人员作为公司发展的基石，就如同建造高楼大厦的地基一样，基础没有打好，再高的楼也只能是昙花一现，一旦受到外力的打击便会轰然倒塌。因此，互联网公司要追求迅速强劲长久健康的发展，必须做好基层人员的招聘工作，建立一套完善的招聘体系。 版权所有WWW.56DOC.COM
YT公司成立于2014年，隶属于中国出版集团，凭借母公司在传统预言翻译服务方面四十余年的积累，顺应互联网发展的大潮，其主要的经营业务为跨语言大数据服务、人工智能以及传统的语言翻译服务。目前公司现有员工106人，其中基层人员64人，占到了总人数的60%。自成立以来，YT公司就重视人力资源的发展和进步。而招聘作为人才输入的关键环节，也是公司内部相对重要的工作内容之一。YT公司依据自身发展的状况，形成了一套相对健全的人力资源招聘体系，为公司前期的发展起到了不可或缺的推动作用。但因互联网行业发展迅速，外部环境瞬息万变，市场竞争压力逐年增大，目前的人力资源招聘体系已经无法满足公司快速发展的需要。
根据调查分析，YT公司现行的人力资源招聘体系存在着招聘工作者专业性不强、人才测评主管笼统、工作分析滞后，岗位说明书无法指导现有工作、招聘录用周期过长等问题，已经无法适应新形势下的公司招聘需求，难以为公司招到合适的基层人员。招聘体系的失效、基层人员的确实，在一定程度上阻碍了YT公司的快速发展。因此，对YT公司现行的人力资源招聘体系进行优化，使之符合公司的现状和发展要求，是当前人力资源工作的重中之重。
本文通过文献研究、访谈及问卷调查、实例分析等，以YT公司基层人员招聘为切入点，基于人力资源管理及招聘体系相关理论为基础，对现行基层人员招聘体系进行调查分析，进而对现行招聘体系进行优化改进，具体的措施有：组建人员稳定、专业性强的招聘小组；全面的人才测评；科学开展工作分析及制定岗位说明书；迅速的录用决策；明确招聘评估和后续责任；精确预测基层人员需求；完善招聘计划。为了保证优化方案能够顺利实施，另提出了一系列的保障措施，例如提高招聘团队的专业化水平；增强用人部门的主体责任；高层重视和参与；正向引导和包容发展；以“PDCA循环”持续优化。同时，YT公司的整个基层人员招聘体系需要在实践中不断进行检验，对偏差进行修正，持续优化，才能在基层人员的招聘过程中发挥真正的促进作用，为YT公司招到更多更适合的优秀人才，保证公司的长远健康发展，同时，希望对其他类似于YT公司的互联网企业提供一定的借鉴作用。

关键词：互联网公司、基层人员、招聘体系、招聘优化
 
Abstract
With the emergence and development of Internet technology, the Internet enterprises in China have also risen rapidly. With the rise of "Internet plus" tide, China's Internet companies such as bamboo shoots after a spring rain like blossom everywhere. Although Internet Co has strong momentum of development, wide market prospects and good economic returns, according to statistics, the average life expectancy of our Internet Co is only 3-5 years. The cause of such short-lived Internet Co in China on the one hand because of the technology update faster, many Internet Co cannot adapt to the market change constantly, the pressure of the external environment and the changes were eliminated; on the other hand, many Internet Co ignored the internal management of the human resources in the process of rapid development, especially the recruitment management, no establish and improve the recruitment system, or the existing recruitment system has been unable to meet the needs of the development of the company. 【www.56doc.com】
Recruitment system as a subsystem of human resource management, is a necessary way to talent into the enterprise, to a large extent determines the number of enterprises, the quality of human resources, knowledge level, age structure and other factors, to provide manpower necessary support and guarantee for the development of enterprises. On the other hand, the grass-roots personnel as the cornerstone of the company's development, just like building the foundation of high-rise buildings, the foundation is not good, and the taller building is only a flash in the pan. Once it is hit by external force, it will collapse. Therefore, the Internet Co should pursue the rapid and long-term healthy development. It is necessary to do a good job in the recruitment of grass-roots personnel and establish a complete set of recruitment system.
YT company was founded in 2014, belonging to China publishing group, the parent company by virtue of translation services in the traditional predicted forty years of accumulation, conform to the tide of Internet development, the main business for cross language data services, artificial intelligence and traditional language translation service. At present, the company has 106 employees, of which 64 people at the grass-roots level, accounting for 60% of the total. Since its establishment, YT company has attached great importance to the development and progress of human resources. Recruitment, as a key link of talent input, is also one of the most important work contents within the company. According to their own development status, YT company has formed a relatively complete recruitment system of human resources, which has played an indispensable role in promoting the early development of the company. But due to the rapid development of the Internet industry, the external environment is changing rapidly, and the market competition pressure is increasing year by year. At present, the recruitment system of human resources has been unable to meet the needs of rapid development of the company. 版权所有WWW.56DOC.COM
According to the survey, the current human resource recruitment system of YT company is recruiting workers professional is not strong, director general, job analysis, personnel assessment lag, job description cannot guide the current work, the recruitment cycle is too long, has been unable to adapt to the new situation of the recruitment needs, it is difficult for the company to find the appropriate base personnel. The failure of the recruitment system and the fact that the grass-roots personnel are, to a certain extent, hindered the rapid development of the YT company. Therefore, optimizing the current human resource recruitment system of YT company to make it conform to the company's current situation and development requirements is the most important part of the current human resources work.
Through this research, interview and questionnaire survey of the literature and case analysis, the grass-roots staff of YT company recruitment as the starting point, the theory of human resource management and recruitment system based on the basis of the investigation and Analysis on the current staff recruitment system, and the current recruitment system is optimized, the specific measures are: the formation of stable staff professional and comprehensive recruitment team; talent assessment; job analysis and job description to carry out scientific development; rapid hiring decisions; clear recruitment assessment and follow-up responsibility; predict staff demand; improve recruitment plan. In order to ensure the optimization scheme can be implemented smoothly, the other put forward a series of security measures, such as improving the recruitment team of professional level; strengthen the main responsibility for departments; high-level attention and participation; development and inclusive positive guidance; "PDCA cycle" continuous optimization. At the same time, YT's entire staff recruitment system needs to be constantly tested in practice, the deviations are corrected, continuous optimization, to play a real role in the recruitment process of grass-roots workers, to recruit more suitable talents for the YT company to ensure the company's long-term healthy development, at the same time, I hope to provide some the reference to other similar to the YT company's Internet business. 【56doc.com】

Key words:internet company; grassroots staff; recruitment system; recruitment optimization 

目录
第1章  绪论    1
1.1 研究背景    1
1.2研究目的及研究意义    2
1.2.1 研究目的    2
1.2.2 研究意义    2
1.3 研究方法    2
1.3.1文献分析法    3
1.3.2 访谈及问卷调查法    3
1.3.3 案例分析法    3
1.4 研究思路及框架    3
1.5 文献综述    4
1.5.1 国内研究现状    4
1.5.2 国外研究现状    5
第2章  YT公司简介及基层人员招聘体系现状    7
2.1 YT公司简介    7
2.1.1 公司简介    7
2.1.2 组织架构    7
2.1.3 YT公司人员年龄结构    8
2.1.4 学历结构    9
2.1.5 员工工龄    9 内容来自www.56doC.com
2.1.6 男女比例    10
2.1.7 人员层级结构    10
2.2 YT公司现有基层人员招聘体系基本情况    11
2.2.1 招聘原则及招聘相关制度    11
2.2.2 中长期人力资源规划、工作分析与岗位设置    11
2.2.3 基层岗位招聘需求预测管理    11
2.2.4 基层岗位招聘流程    11
2.2.5 基层岗位招聘渠道    12
2.2.6 基层岗位应聘人员测评选拔    13
2.2.7 招聘评估    13
第3章  YT公司现行基层人员招聘体系调查研究    14
3.1 访谈的设计与实施    14
3.1.1 访谈提纲的设计    14
3.1.2 访谈的实施    14
3.2 问卷的设计与实施    14
3.2.1 调查问卷的设计    14
3.2.2 问卷调查的实施    16
3.3  结果分析与评价    17
3.3.1  访谈数据分析    17
3.3.2  问卷调查数据分析    17

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3.3.3  本公司基层人员招聘体系存在的问题    20
第4章  YT公司基层人员招聘体系优化设计方案    24
4.1 优化方案设计的思路与原则    24
4.1.1 优化方案设计的思路    24
4.1.2 优化方案设计的原则    24
4.2 基层人员招聘体系优化方案    25
4.2.1 组建人员稳定、专业性强的招聘小组    26
4.2.2 科学有效的人才测评    26
4.2.3 科学开展工作分析及岗位说明书    27
4.2.4 迅捷的录用决策    29
4.2.5 评估招聘有效性和明确后续责任    30
4.2.6 精准预测基层人员需求    31
4.2.7 完善招聘策略    32
第5章  招聘体系优化方案保障措施    33
5.1提高企业对人力资源重视    33
5.1.1提升人力资源观念    33
5.1.2 调整人力资源人才结构    34
5.1.3 加强人力资源内部培养    34
5.1.4 明确公司核心价值观    34
5.2提升应聘者稳定性    35
5.2.1建立稳定招聘团队    35
5.2.2 加强人力资源内部培养    35
5.2.3降低基层人员流失率    36
5.2.4 增强用人部门的主体责任    36
5.3有效拓展招聘渠道    36
5.3.1深化校企合作模式    37
5.3.2有效使用劳务派遣模式    37
5.3.3加大内部推荐力度    37
5.3.4 加强高层重视和参与，提高重视程度    38
5.4 正向引导新入职的基层人员    38
5.5 根据实际情况不断优化改进    39
第6章  结论    40
6.1 研究结论    40
6.2 创新之处及不足之处    40
6.3本研究的局限与展望    41
参考文献    42
附录    45
附录1访谈提纲    45
附录2  问卷调查    47

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