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招聘、甄选和配置专家胜任力特训营

招聘、甄选和配置专家胜任力特训营

课程编号:1039

课程价格:¥3,800

课程人气:4013

行业类别:IT网络   专业类别:运营管理 

授课讲师:陈导师

开课时间:已过期

开课地点:广东-广州



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【培训对象】


【培训收益】



培训收益
Training benefit
1,通过训练使学员具备100%为企业找到职位候选人的技能;
Making trainees possess 100% skills to find candidates through training
2,通过训练使学员掌握科学的甄选技能,具备为企业选对人的能力。
Making trainees master scientific selecting skills and possess ability to select right person through training

培训目标
Training Objectives
1.实施有效的招聘、甄选和配置;及时地为企业获取和甄选到合格的候选人,匹配企业的
略和业务发展需要,增强企业的赢利能力的竞争能力。
Implementing effective recruiting, selecting and placing; selecting suitable candidates for enterprises in time matching the strategy and business development needs of the enterprises to strengthen profitability and competitiveness.
2.实现比竞争对手低的招聘和甄选成本,帮助企业形成和维持低成本优势。
Realizing lower recruiting and selecting cost than competitors to help enterprises form and maintain advantage
of low cost
3.有效地吸引匹配的候选人;具有比竞争对手优胜的有效的招聘渠道。
Effectively attracting matched candidates; possessing better recruiting channel than competitors.
4.帮助留住员工。
Helping retain the employees.
5.帮助企业形成一支高素质且具竞争力的员工队伍。
Helping the enterprises form a qualified and competitive workforce.

培训特色Training Features
20%时间进行最新招聘和甄选知识/技术分享,40%时间进行招聘和甄选专家级技能培养和训练,40%时间为实操经验分享和工作模拟训练。
20% time for sharing the latest management knowledge of pay and benefit, 40% time for cultivating expert-level skills of pay and benefit and the other 40% time for job sampling training to gain practical experience.
招聘、甄选和配置管理专家胜任力特训营PHR-PM KCI training


招聘、甄选和配置管理专家课程胜任力结构设计模型 Designing model of PHR-PM KCI structure
第一层面:招聘、甄选和配置管理专员职位胜任力结构 The first level: specialist’s KCI in recruiting, selecting and placement
1.员工招聘流程管理能力与经验
Management ability and experience of employees’ recruiting process
2.工人级、文员级员工招聘渠道管理能力与经验
Management ability and experience of worker-level and clerk-level employees’ recruiting channel
3.指导应聘者申请表填写的能力与经验
Ability and experience of guiding applicants to fill in application forms
4.工人级和文员级的初试能力与经验
Ability and experience of worker-level and clerk-level employees’ first interview
5.测试、考试甄选安排能力与经验
Ability and experience of testing, selecting arrangement
6.具备候选人的联系、沟通能力与经验
Possessing ability and experience to contact and communicate with candidates
7.现场招聘活动的安排与管理能力与经验
Ability and experience to arrange and manage on-site recruiting activities
8.网络招聘管理能力与经验
Management ability and experience of online recruiting
9.员工入职安排管理能力与经验
Management ability and experience of arranging employees’ appointment
10.员工档案管理能力与经验
Ability and experience to manage employees’ files
11.月度/季度/年度招聘总结报告编写能力与经验
Ability and experience to work out monthly/quarterly / annual recruitment summary report
12.具良好的英文基础更佳(会为你增值20%-30%)
Possessing good English ( adding 20%-30% individual value)

第二层面:招聘、甄选和配置管理主管职位胜任力结构 The second level: supervisor’s KCI in recruiting, selecting and placemnt
1.年度招聘计划的实施能力与经验
Implementation ability and experience of annual recruiting plan
2.有效外部人才供应渠道开发与管理能力与经验
Ability and experience to develop and manage effective external talent supply channel
3.有效招聘广告设计与应用能力与经验
Applying Ability and experience to design effective recruiting advertisement
4.猎头渠道、媒体渠道的选择与管理能力与经验
Management ability and experience to select and manage headhunting channel and media channel
5.现场招聘、校园招聘策划能力与经验
Planning ability and experience of on-site recruiting and school recruiting
6.外部人力市场分析、总结能力与经验
Ability and experience to analyze and summarize external human resource market
7.内部人力盘点、人才库建立与管理能力与经验
Management ability and experience to internal manpower inventory, build up talent pool
8.内部招聘策划、管理能力与经验
Management ability and experience to plan internal recruiting
9.管理培训生内部人才供给系统的制度、管理能力与经验
System of managing trainees’ internal talent supply, management ability and experience
10.非正式配置内部招聘计划设计、管理能力与经验
Management ability and experience to design internal recruiting plan of informal placing
11.有效测试技术的开发、应用能力与经验
Development of effective testing technology, application ability and experience
12.有效预测员工将来业绩技术开发、应用能力与经验
Technology development of effectively forecasting the employees’ future performance, application ability and experience
13.结构化面试设计、应用能力与经验
Structural interview planning, application ability and experience
14.集体面试设计、应用能力与经验
Group interview planning, application ability and experience
15.测试中心甄选技术应用能力与经验
Application ability and experience in selecting technique of testing center
16.背景调查甄选办法的应用能力与经验
Application ability and experience in selecting method of background investigation
17.有效主持主管/技术级别员工初试能力与经验
Ability and experience to effectively host the supervisor/ technology-level employees’ first interview
18.具良好的英文基础更佳(会为你增值20%-30%)
Possessing good English( adding 20%-30% individual value)

第三层面:招聘、甄选和配置管理经理/总监职位胜任力结构
The third level: manager/director’s KCI in recruiting, selecting and placing
1.战略性人力供给管理思考能力、具系统而专业的R&S理论水平
Thinking ability of managing strategic HR supply, possessing systematic and professional R&S theory level
2.人才资源策略制定、与老板/公司/部门经理有效共息的能力
Ability to make HR strategy and communicate with boss/enterprises/department managers
3.人力资源供给体系目标定立与沟通能力
Target localization and communication ability of HR supplying system
4.目标导向/战略导向的人力资源规划能力与经验
Designing ability and experience of target-oriented/strategy-oriented HR
5.外部人才库建立、管理能力与经验
Management ability and experience to build up external talent pool
6.内部人才供给制度/体系建立、管理能力与经验
Management ability and experience to build up the regulation/system of talent supply
7.继任人计划的制定、实施与管理能力与经验
Management ability and experience to make implement successor plan
8.测试价中心甄选技术的开发、应用能力与经验
Application ability and experience to develop selecting techniques of testing center
9.主持主管级以上候选人面试能力与经验
Ability and experience to host candidate interview of supervisor
10.招聘、配置政策/制度设计与推行能力与经验
Promotion ability and experience to design recruiting, placing policy/system
11.主管级以上面试问题设计、应用能力与经验
Application ability and experience to design interviewing questions of supervisors,
12.跨国人才招聘策划、实施能力与经验
Implementation ability and experience to design international talent recruiting
13.特殊招聘渠道开发、应用能力与经验
Special recruiting channel developing, application ability and experience
14.内部人力配置策略制定、实施与管理能力与经验
Management ability and experience to planning and implementing of internal HR placing strategy
15.经理级以上级别员工背景调查策划能力与经验
Planning ability and experience of manager-level or above employees’ background survey
16.年度招聘计划制定、推行能力与经验
Promotion ability and experience to design annual recruiting plan

培训时间Training Time 二天
Two days in total

培训地点
Training Location
Goodcareer 人力资源管理专家培训中心(广州总部)
Goodcareer human resources management experts Training Center
培训费用
Training Costs
人民币3,800元/人.2天,含Goodcareer 人力资源专家团开发的培训教材1套、培训费和《招聘和甄选专家》证书费。
RMB 3800 Yuan each person 2 days including 1 set of training series, training fee and the fee of PHR-C&B certificate.
才博-密斯根:外资/合资企业人力资源经理/总监职位胜任力特训营学员、才博人事部—美国ACI:国际职业资格注册人力资源经理/执行官认证学员(证书由人事部和美国ACI认证机构颁发)及其所在企业、Goodcareer 客户和有两人以上报名的企业可获9.5折优惠!
5% discount will be given to those such as trainees of CPM-HRM, trainees of CHRM/CHRME Training Series issued by Personnel Department and ACI and their enterprises, Goodcareer clients and the enterprises where 2 people register the course.

适合人员
Training Targets
1. 企业负责招聘和甄选的管理人员
Management personnel who are responsible for the enterprises’ compensation and benefits
2. 企业人力资源管理者
HR management personnel of the enterprises
3. 企业中高层管理人员和老板
Senior management personnel and boss of the enterprises
4. 有志于成为《招聘、甄选和配置专家》者
People who are willing to be a compensation and benefit expert

课程模块
Course Modules
模块一:战略性招聘策划、有效招聘渠道的开发和管理
Recruiting strategies and Developing Effective Recruiting Channels
模块二:战略性内部招聘策划实务
Internal Recruiting Planning Practices with Strategies
模块三:甄选、测试技术的开发及其应用实务
Selecting and Testing Techniques and Related Practices
模块四:预测候选人未来工作绩效实务
Practices Forecasting Future Working Performance of Candidates
模块五:有效的面试技巧和员工配置管理
Effective Interviewing Skills and Placement

培训课程安排
Training Courses Arrangement
具体培训内容每班会根据学员实际情况有所修,以导师实际上课内容为准!
Training content will be changed according to the trainees’ condition and it will be subject to the coacher

第一天the first day
模块一: 战略性招聘策划、有效招聘渠道的开发和管理
Module1: plan of strategic recruitment, development and management of effective recruiting channel
—案例研讨:招聘执行副总裁的失败的原因。
Case study: the reason why it failed to recruit executive vice President
—经验分享:30天内招聘25个区域经的挑战
Sharing experience: the challenge to recruit 25 regional managers within 30 days
—具备识别公司目前和将来职位空缺的能力
Possessing the ability to identify enterprises’ present and future job vacancy
—经验分享:制定5年内的招聘计划
Sharing experience: working out 5-year recruiting plan
—决定是否要招聘现有职位空缺
Deciding whether it needs to recruit present job vacancy or not
—技能培养:不招聘可以吗?
Cultivating techniques: Is it ok to quit recruitment?
—确认职位空缺的工作内容和任职资格
Confirming the job content and qualification of vacant post
—决定填补职位空缺的策略
Deciding the strategy to make up the job vacancy
—工作模拟:内部招聘还是内部招聘?
Job sampling: internal recruiting or external recruitment?
—技能培养:开发有效的招聘渠道
Cultivating techniques: developing effective recruiting channel
—经验分享:如何招聘2名采购经理
Sharing experience: how to recruit 2 procurement manager
—吸引合适的应聘者应聘公司的职位空缺
Attracting suitable applicants to apply for the job vacancy of the enterprises
—工作模拟:那种招聘渠道适合?
Job sampling: which recruiting channel is suitable?
—建立外部人才库
Setting up external talent pool
—设计有效吸引合格应聘者的招聘广告
Designing effective recruiting advertisement to attract suitable applicants
—建立激励性的招聘制度和流程
Setting up incentive recruiting system and process
—工作模拟:策划招聘计划及行动
Job sampling: designing the recruiting plan and action
—策略性招聘经验分享
Sharing experience of strategic recruitment
—案例研讨:被开除的招聘主管
Case study: fired recruiting supervisor
—学员相关问题解答
Answers to the trainees’ questions

模块二: 战略性内部招聘策划实务
Module 2: practice of planning strategic internal recruitment
—案例研讨:他们为什么离开公司?
Case study: why do they leave the company
—经验分享:通过内部招聘有效留住和激励员工
Sharing experience: effectively retaining and encouraging employees through internal recruitment
—开发有效的内部招聘渠道
Developing effective internal recruiting channel
—内部招聘制度的建立
Establishment of internal recruiting system
—工作模拟:内部招聘方法选择
Job sampling: selecting of internal recruiting method
—通过内部招聘体系建立企业的留人系统
Setting up system to retain employees through internal recruiting system
—内部人才库的建立和应用
Establishment and application of internal talent pool
—管理培训生计划及安排
Plan and arrangement of managing trainees
—接班人计划策划实务
Designing practice of Succession Plan
—经验分享:不愿接收失败应聘者的部门经理
Sharing experience: not willing to receive failed department manager
—工作模拟:建立激励性的内部招聘制度
Job sampling: setting up incentive internal recruiting system
—家庭演练:建立本公司的内部人才库
Home exercise: setting up internal talent pool of the enterprise
—学员相关问题解答
Answers to the relevant questions of trainees

第二天 the second day
模块三:甄选、测试技术的开发及其应用实务
Module 3: development and practice of selecting and testing technology
—案例研讨:这几个经理为什么都工作不到半年
Case study: why do these managers work less than half a year
—经验分享:如何减少员工的流失率
Sharing experience: how to reduce the staff turnover rate
—了解空缺职位的关键素质要求
Knowing well the key competence requirement of job vacancy
—工作模拟:写出该空缺职位的关键素质要求
Job sampling: writing out the key competence requirement of job vacancy
—甄选组合技巧
Skills of selecting combination
—有效的甄选流程安排
Effective arrangement of selecting process
—甄选、测试技术及其有效性
Selection, testing technology and its validity
—开发甄选应聘者知识水平的方法和技术
Developing the method and technology of selecting applicants’ knowledge
—开发甄选应聘者能力水平的方法和技术
Developing the method and technology of selecting applicants’ ability
—开发甄选应聘者技能水平的方法和技术
Developing the method and technology of selecting applicants’ technique
—开发甄选应聘者态度适合度的方法和技术
Developing the method and technology of selecting applicants’ attitude
—开发和应用工作模拟甄选技术
Developing and applying selecting technology of job sampling
—工作模拟:如何设置甄选技术经理的方法
Job sampling: the method of selecting technical manager
—经验分享:甄选生产经理的挑战
Sharing experience: challenge of selecting production manager
—选择和发展合适的测试技术
Selecting and developing suitable testing techniques
—甄选决策
Selection decision
—甄选和配置策略经验分享
Sharing experience of selection and placement strategy
—工作模拟:如何甄选这位人力资源经理
Job sampling: how to select HR managers
—经验分享:甄选应聘者的态度适合度
Sharing experience: selecting the fitness of applicants’ attitude
—学员问题解答
Answers to the trainees’ questions

模块四:预测候选人未来工作绩效实务
Module 4: practice of forecasting the candidates’ future performance
—案例研讨:为什么技术总监业绩不好
Case study: why does technical director get poor performance?
—经验分享:预测销售经理的将来业绩
Sharing experience: forecasting future performance of sales manager
—开发预测候选人未来工作绩效的技术
Developing the technology to forecast the candidates’ future performance
—预测候选人未来工作绩效实务
Practice of forecasting the candidates’ future performance
—预测候选人工作稳定性实务
Practice of forecasting the candidates’ job stability
—预测候选人的诚实度实务
Practice of forecasting the candidates’ honesty
—工作模拟:预测员工稳定性
Job sampling: forecasting the employees’ stability
—家庭演练:预测员工业绩技术
Home exercise: technology to forecast employees’ performance

模块五:有效的面试技巧和员工配置管理
Module 5: effective interview skills and management of employees’ placing
—案例研讨:制造总监的压力面试
Case study: pressure interview of manufacturing director
—验验分享:如何甄选应聘者态度的适合度
Sharing experience: how to select the fitness of appliers’ attitude
—有效的面试安排
Effective interview arrangement
—案例研讨:面试失败的原因
Case study: the reason for failed interview
—结构化面试设计和实务
Design and practice of structured interview
—非结构化面谈技巧
Skills of unstructured interview
—行为面试技巧
Skills of action interview
—情景面试技巧
Skills of situation interview
—工作模拟:面谈方法安排
Job sampling: arrangement of interview method
—培训面试者
Training the interviewees
—有效的面试问题的设计实务
Practice of designing effective interview problems
—集体面试技巧
Skills of group interview
—有效的配置
Effective placing
—面试评估表的设计实务
Practice of designing the evaluation form of interview
—有效的面试经验分享
Sharing experience of effective interview
—面试工作模拟:集体面试
Job sampling of interview: group interview
—学员问题解答
Answers to the trainees’ questions

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