The sudden epidemic of COVID-19 in January undoubtedly had a great impact on students who were about to take the college entrance examination.

Lexue Education’s online business is also unable to operate normally.

In response, Lexue Education Group held an emergency meeting, actively introduced countermeasures, and began to move online courses online as quickly as possible.

Teacher Liu said: "When I was thirty years old, I was cooking and holding board meetings at night.

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Sophomore students and all music scholars are united, According to the arrangement of the group, I left my post early and started working one after another. The positions of each department reflected the corporate culture of musicology.

On the fourth day of the Lunar New Year, the first wave of courses was released, and music classes resumed in full.

After this important incident, the whole company highly recognized the rapid response and execution capabilities of the industry-university-research team, and paid more attention to the importance of the team.

How to ensure the supply of talents during the COVID-19 crisis, and what kind of talent policy can create differentiated competition? To this end, we specially visited Mr. Liu, HRD of Lexue Education.

The value of HR in the epidemic shows that the epidemic has brought challenges and opportunities to musicology education.

When face-to-face interviews are not possible, Lexue Education’s HR team improves recruitment efficiency through “contactless interviews”.

Through telephone interviews, the order of interviews was compressed.

After the candidate speaks to HR, the interviewer can determine whether the candidate is suitable when they meet again, which improves the overall recruitment efficiency.

Teacher Liu suggested that for developing companies, the interview process should not be too long, and it is best not to exceed three rounds.

At the same time, the professional value of HR recruitment and selection has been recognized.

In the past, business employees did not believe in the ability to select candidates during HR interviews.

In this COVID-19 crisis, candidates must pass the initial interview with HR before they can be recommended to the hiring department. The hiring department is very satisfied with these candidates, and their understanding of the value of HR has also been reversed. .

Organizational growth: The education industry has taken small steps and repeated trials and errors. The momentum of trial and error has exploded, and Lexue Education will also expand on a large scale. Mr. Liu, HRD of Lexue Education, introduced to us the growth route and direction of Lexue’s characteristic organization.

As an educational complex, the development of musicology education will not blindly expand a certain career line, but will comprehensively consider career development attributes, replicability, user satisfaction and other aspects.

In terms of talents, the Music Society pays attention to the replicability of SOPs based on business attributes.

Then, first incubate talents internally, and then use talents for secondary expansion.

The ones who lay their own eggs are no longer recruiting talents from outside, but airborne teams.

Under large-scale conditions, proceed step by step and continue to explore.

Talent pictures: Determine talent pictures through business models. Talent recruitment requires talent pictures to indicate the direction of recruitment.

Teacher Liu also shared examples of how each candidate performed different actions.

1. The talent image of Lexue Education is determined by its business model.

A long time ago, everyone wanted to recruit teachers from the third high school. High education, good looks, and high skills.

Recently, with the implementation of online classroom flow, we have increasingly realized that good teachers should be based on their own strong teaching ability, have characteristics and their own style, and become "leaders". "Goods Expert" stands out.

2. The education industry is a relatively mature industry. For batch positions, finding the target company in the workplace is the most direct and quick way.

It is important to communicate the important attributes of the business unit and target talent. For example, finance people mark the Big Four.

Then, HR describes the organizational structure according to this attribute and commissions interviews.

3. Talent image is not a certain level, and the recruitment process is also a secondary image process.

For example, a start-up company has accumulated a certain number of talents through internal promotion or other methods, and the start-up team has been formed.

At this point, the composite quadratic competency model begins. For example, what is the temperament of the business boss? Are you from Alibaba or Meituan, do you want to build culture, do you want to develop the organization, or do you want to keep replacing new people, etc.

While understanding leadership style, it is necessary to grade existing talents and continuously improve the graded talent map and competency model.

The talent image produced in this way will be more accurate.

(Moka system talent picture example)

Talent competition: The fierce competition to develop flexible space and diversified online education has intensified the competition for talents.

Mr. Liu summarized the competitive advantages of Lexue Education in talent recruitment and management from five aspects.

1. The organizational structure of musicology is flat and the positioning is accurate. Employees can directly go to the positions they are good at to maximize their effectiveness.

Lexue’s HR conducts comprehensive interviews with employees and gives them enough space.

Online is inappropriate. You can also go online. Cannot be online. You can also go to the experience center.

Historically, the HR department has had talents transferred from the business department, and there have also been examples of the HR department going to the business department as principals.

To sum up, there are many opportunities for music studies, and you can find a platform to display your talents.

2. Promotion channel Lexue has many business chains, and there are also many relative platforms and opportunities.

Employees have a great chance of rising straight up, and talent promotion channels are smooth.

In addition to the management trainee program, there are many project-based businesses within musicology, and the owner responsible for a project is the decision-maker.

The company has given them enough resources and they do not need to report to anyone, but they can innovate on their own.

The opportunities for employees to rise straight up have increased a lot.

3. Selection opportunities Online, offline, OMO, multiple business departments of musicology provide candidates with multiple selection opportunities.

The entire Lexue team is relatively young, with a large number of fresh graduates entering every year. Fresh graduates or young employees within one year of each position account for about half of the total talent.

The Le Xue Society will give young people more choices.

4. Flexible spatial musicology decision-making often adopts group operations to unify the direction and make quick decisions.

Don’t wait passively for the leader’s decision. Once you decide, do it and buy for the results.

Such a flexible decision-making space is very interesting to Teacher Liu.

When he first came to Lexue, Mr. Liu evaluated the development speed of the entire talent system and decided to purchase the Moka recruitment management system.

There are many such decisions, and the overall decision-making speed and business breakthroughs are very fast.

5. Multiple role space musicology provides employees with multiple role positions and cultivates multiple skills for employees.

Employees are like octopuses, they have learned many skills. They are not employees like screws. Future employees also have strong room for development.

Quantify recruitment indicators

HR’s daily work is very messy, but it also needs to be quantified.

Teacher Liu told us that she is most concerned about evaluating the effectiveness of recruitment pathways through recruitment pathway data.

When purchasing recruitment channel resources every year, Teacher Liu Liu needs to make a channel report. How much did you spend last year? How many people have been recruited? What is the effect per person?

This will determine which recruitment channels are used for different positions and whether to increase investment in channels in the second year.

Recruitment channel data intuitively reflects the input-output ratio of talent recruitment.

(Example of Moka channel effect analysis)

Expectations for digital systems Musicology has begun attempts to digitize human resources very early.

It only took a week from the time Musicology chose the Moka system to its launch, but this “first experience” gave Musicology a lot of confidence.

As the director of human resources, Mr. Liu Liu’s expectations for the digital system mainly include three aspects

1. Data precipitation.

The digital recruitment system can accumulate the recruitment history of the company.

2. Reporting function.

There are intuitive reports showing job status, channel quality, etc., and there are also customized reports.

3. Linked with other personnel systems.

In the future, it will be linked with the HC management and onboarding system to gain more business insights while reducing manual operations.

In the future, digitalization will bring a lot of room for talent work.

Teacher Liu also very much hopes that the digital system can provide managers with more down-to-earth tools and bring more management convenience.

Lexue Beijing Lexue Education is a technology-based education company oriented to the K12 field. It was renamed from Qianxue Siyu Group (stock code: xes) to Mr. Cao Yundong, co-founder of TAL Education Group (TAL). Founded in December 2014.

The group received US$4 million in angel round financing from Lei Jun, Chen Xiaohong and other investment celebrities in 2014. In August 2015, it received US$30 million in Series A financing from H. Capital, a well-known investment institution.

With the development of mobile Internet, the group’s online business has rapidly covered the country.

As of June 2018, there were nearly 4 million registered online users, and it has trained a large number of students to enter prestigious schools such as Peking University, Tsinghua University, and Fudan University.

Moka Beijing Xilias Technology Co., Ltd. is committed to improving corporate recruitment efficiency through a complete recruitment ecosystem.

Its product Moka is a new generation of SaaS intelligent recruitment management system, including three core modules. Aggregate recruitment channels, manage the recruitment process in a unified manner, improve the conversion rate of each node, and promote collaboration; provide comprehensive data statistics and recruitment insights, accumulate corporate talent pools, and automatically and effectively activate continuously - comprehensively helping enterprises improve recruitment performance.

The founding team of Moka graduated from Berkeley and Stanford and have a deep understanding of AI/BI technology and applications.

The core team has convened senior industry experts with many years of experience in core positions of recruitment management system (ATS), and has a unique and in-depth understanding of ATS.

I believe that talent is the most important factor in building a great company, and recruitment is the most important factor in building an excellent team.

Moka is committed to supporting the adoption of scientific management by enterprises and becoming the talent weapon behind the enterprise.

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