A Case Study On Competency-Based Recruitment Of W Company

Today's competition between companies has become a severe fight for talents. As a part of human resource management system, recruiting and selection has been playing a more and more important role in the management of enterprises. Many organizations and enterprises paid a lot of expectation on recruiting the right person for the right position to have good performance. However, the result is always contrary to what one expects. Many people who are thought to be excellent by recruiter demonstrate poor performance in their real work (as 20-80 theory which has been proved by many companies). And this lowers the efficiency of company and restricts the fast development of enterprises. It has many reasons, but one thing cannot be neglected. Many companies only assess the apparent factors such as knowledge and experience of candidates in their recruiting process. As a result, many selected applicants perform much worse than expected. Actually, the real factors that decide the performance of people are hard to measure by scientific method since they are implicit and deeply hided. How to change this situation, to recruit qualified staff, and to build up an efficient workforce, has been a tough problem for all the managerial people.This article, based on the working competency and job analysis theory, tries to find out an effective way to increase the validity and match degree of recruitment for W Company, and also provides reference to recruiters of other enterprises.Four reasons can be found from this research for why people do not match the position requirement in W Company. Firstly, the job analysis and recruitment requirement of W Company is not clear. Secondly, the competency of interviewer needs to be improved. Thirdly, the recruiting criteria only include apparent factors while not implicit ones that influence the candidates'real performance. Last but not least, the structure of W Company is not reasonable. Author deeply analyzes the four reasons in this article and suggests four ways to solve the current recruiting problems of W Company, building up competency model of recruiting positions, authenticating the interviewers, adding competency analysis to traditional job analysis and reconstruct the human resource running system. This case is based on the true experience of author.