工作匹配之個案研究-以人力資源公司為例

Abstract

找人才是企業長久以來關心的問題，對企業主而言，招聘人才有三大痛點第一痛點為-不匹配、第二痛點為-時間成本、第三痛點為-隱性成本。反觀台灣現況，人力市場在演化中的招聘模式與各類職能篩選工具很多。 本研究以個案研究法，紀錄個案公司解決此人才招募痛點的方式。個案公司發展網路招募評測工具。這個評測工具是以行為面試為原型，發展出非即時的網路模擬問答。個案公司透過系統性的方法建立題庫與模組答案，並且根據候選人填答的資料，計算候選人與該職缺匹配的程度。相較於未採用此評測工具的2015年，個案公司在2016年的招募成效（報到率、留任率）都較佳。 新的招聘模組，其實就是讓應聘主管如同盲測(不用直覺感與書面履歷面試)，先就職能與匹配工具來評比候選人，再者工作模擬評測，可以預測候選人在進入組織後可能的行為，事先被拿來模擬匹配，工作後發生的事宜與狀況，顯而易見的，這樣子的優勢是傳統面試模組難以達到的效果。Finding the talents or intellectuals has always been the main concern of every enterprise for a long time. For the employers of a business, there are three weak links encountered during their recruitments: mismatch employability, time cost, recessive cost. On the other hand, if one determines to look precisely into the current circumstance of Taiwan, one may easily discovers that the recruiting methods and filtering instruments for all categories of competence have significantly increased during the development and transformation of the human resources market. This research uses case study method, to note down the means that the designated company have tried to apply so as to resolve the misery weaknesses and painful flaws towards their personnel recruiting. The company in this case study has invented an Internet evaluation tool based on a prototype of behavioral interview which eventually develops into a non-concurrent Internet simulation for Q&A implementation. Through a systematic technique, the company has set up question databases and modules or simulated answers, with which they calculate and generalize each candidate's degree of suitability towards certain positions in accordance with the filled-in information from the candidates. Compared with what they received in the year of 2015 when the evaluation tool had not yet been employed, the recruiting outcomes (including the rate of registering and retention rate) of the company in2016 has augmented. The new recruitment module actually allows the supervisors or the department heads to initially evaluate and compare the competence of the applicants by the assistance of the matching tool, just as the one in a "blind test" where they interview the applicants without going through a written resume or relying on their own sense of intuition. Moreover, the evaluation of the simulation is capable of offering the interviewers to predict the possible behaviors and conducts of the candidates once they begin working in the organization. When both the simulated matches are done in advanced and the afterward matters and conditions are foreseen, it thus becomes quite obviously that the advantages produced by this cutting-edge method can accomplish certain effective results which are almost impossible for those traditional interview modules to follow.