For eight years in the manufacturing industry, the most basic personnel files were made available to a team of 30 hr, and, to be honest, more was seen in those years than in the previous five years combined. The more we do it, the more it feels like we're in hr's business, a lot of it's time to go over, but when we land, it's stuck to old habits。
I don't knowWhat should i change at work
The best thing to change is..RecruitmentThis piece. I've seen too many of my colleagues still throw their rÉsumÉs in "spray" -- one job to throw at five platforms, waiting for them to pile to 300 and flip over. In fact, no more than 15 of them actually match, and the remaining 800 are invalid. I'm now forcing myself to write j. D., cut off non-hard conditions, rather than take a resume or let hr spend it on brushes。The more vague the screening criteria, the more tired all the back linksI've been paying three years for this lesson。
And there's another thing that's been going on for a long time — the first 90 days of entry. Previously, the newcomers came by signing a contract, sending a computer, stuffing their jobs and waiting for him to touch them. Now i'm going to have the trainer spend 20 minutes a day in the first two weeks asking "where's the card" and making another informal communication in the third week. In this case, the probationary separation rate fell from 19 per cent to 7 per cent, saving enough cost to recruit one person。
What do you want to change
This aspect of the performance interview, to be honest, many companies are still in the process of "form-sign-archiving". The form was designed to be more sophisticated, and staff felt that it was an additional process at the end of the year. I tried to change the interview from 45 minutes to two last year: the first 20 minutes were just about "what you want to do best this year," and the next 20 minutes were the numbers. After talking on-the-spot confirmation of targets for the next quarter, without delay. Form changed, but what really worked was the "you're the boss."。
The pace of system renewal has not kept pace with business. We opened two new production lines last year, the rules for scheduling were written three years ago, and hr argued with the business department for two months before the logic of night differentials and transfers was smoothed. It made me realizeThe system isn't for saleIt has to follow the operational tempo and the quarterly round-ups are much more useful than annual revisions。
The biggest feeling in eight years is that hr can't just be an executive tool, but can't just shout. To narrow the recruitment funnel, keep the recruits in sight for the first 90 days, turn the performance interview into a real conversation, and let the system run along with business — the team atmosphere is quite different. Any change would have to be made by someone who would have to take the first step, and then it would have gone。
