How to recruit the hottest fast-growing enterprise

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How fast-growing enterprises recruit

the rapid growth of enterprises will make human resource managers (HR) constantly face new challenges. Among them, quickly recruit and reserve a large number of suitable talents; Integrate personnel and culture in a short time; Carry out a large number of training programs; Do a good job in employee career management to achieve a win-win situation for the development of enterprises and employees

with the rapid growth of enterprises, on the one hand, the recruitment plan changes frequently with the requirements of business departments, on the other hand, the demand for talents is very frequent, and a large number of talents need to be recruited in a short time. These talents are often the target of many competitors. How easy is it to invite them to join

on the issue of talent recruitment, we must first clarify a premise: choose the best or the most suitable for the enterprise. Some people may think that the best talents can bring more innovation and value to enterprises. In fact, through the examination and screening of enterprises at all levels, the best talents are often out of tune with the enterprise environment. Sometimes it seems that their performance is also very general. Finally, they choose to leave with all kinds of disappointments. The time and cost that enterprises use to interview and evaluate the dust ring will be wasted. If it is said that the occurrence of a situation may be just a coincidence, as an enterprise recruitment manager, he is always in such a dilemma. Research shows that only the most suitable talents can well identify with the corporate culture and give play to their enthusiasm and creativity. So, how to recruit the most suitable talents for enterprises

(I) evaluation of enterprise development stage and external environment

enterprises are in different development stages and have different requirements for employees. At the start-up stage, enterprises need a large number of experienced personnel to improve their business and systems, and their experience is a wealth for enterprises; When the enterprise is in the period of rapid growth, the requirements for personnel mainly focus on the ability of innovation and change. People without the ability of innovation and change may carry out their original work well, but the enterprise is less innovative in products, services and business methods, so it is difficult to help the enterprise achieve further development

the evaluation of the external environment of an enterprise is also a very important aspect. When the external environment of an enterprise is complex and changes rapidly, its employees must have keen insight and the ability to quickly learn, analyze and solve problems. Such employees can well adapt to the changes of the external environment and make correct judgments on the problems they face

(II) evaluation of candidates

in the recruitment process, the recruitment manager of an enterprise usually designs interview questions based on position analysis and description, but these questions can only provide information about the work content, but there is no way to know what behavior is required to do a good job of the position. Therefore, in the design of interview questions, it is necessary to weigh various factors. Good questions can explore the behavior of candidates and obtain evidence to show whether candidates are capable of doing a good job. In addition, we cannot set all the evaluation criteria in terms of whether they meet the job skills of the position, and mistakenly substitute the evaluation of job skills for the evaluation of the applicant's comprehensive ability and the degree of matching with the enterprise

(III) communication between both parties

recruitment is a two-way selection process. When enterprises evaluate and select candidates, it is also a process for candidates to evaluate and select enterprises. Recruitment is to let the right people work in the company. In the process of communicating with candidates, recruiters tend to talk about the positive factors of work and the company and whitewash the less attractive reality in order to attract excellent talents. They don't help candidates objectively evaluate the suitability between personal skills and work and organizational goals, which makes candidates have high expectations for the company. In the recruitment process, the "spiritual contract" signed by the applicant and the company will be far from the actual feelings in the future work, and this gap is likely to lead to the resignation of employees. Therefore, in the process of communicating with candidates, the personnel manager should adopt the principle of openness and objectively and truly introduce the company's situation. Candidates should truly understand their possible career development path in the company. When candidates have an objective and true understanding of the company, they will make choices that are suitable for both individuals and the company. This may cause the company to lose a small number of outstanding candidates, but it will help the company recruit people who are really suitable for the enterprise

how to make talents competent in a short period of time

after recruiting suitable talents, a realistic and urgent problem naturally is: how to make talents competent in the shortest period of time? Training and development are two necessary links. Training is a means to let employees give full play to their strength, implement the cultivation of ability and knowledge into the performance evaluation, and jointly create performance for the enterprise is the "hard truth". Therefore, the education and training of employees is not only effective with money. It is necessary for enterprises to re-examine the purpose of education and training and establish a correct talent training model with a more pragmatic concept. Therefore, when drawing up talent training plans, enterprises should consider the following important concepts:

concept 1: only when supervisors have the willingness to learn can they create a learning organization

the so-called learning organization refers to the establishment of an environment in the organization that allows employees to be willing to learn. Not only provide necessary resources in hardware, but more importantly, there must be a passion for knowledge throughout the organization. In particular, managers should set an example, so that their subordinates will recognize it and cultivate a learning atmosphere

the establishment of a learning organization depends entirely on the determination of leaders to implement it all the time, and will not stop operating the learning environment because of organizational changes, personnel changes, busy business and other reasons. Supervisors should also recognize their roles, not only as managers at work, but also as leaders in learning

concept 2: employees are knowledge workers and should be responsible for their own majors

knowledge workers may work for many employers throughout their lives. Job instability will become the norm. They have different professional skills needs at different stages. Therefore, they must continue to study and learn to enrich their livelihood skills. As a result of this situation, lifelong employment in an enterprise has become a thing of the past, and the rapid flow of talents has become the norm. The relationship between enterprises and employees will evolve from the past employment relationship to the so-called partnership of project cooperation

because knowledge workers are experts in their own field of expertise, they have a high degree of autonomy in their work, which is different from employees who traditionally follow the orders or regulations of their superiors and operate according to procedures. Knowledge workers rely on professional abilities rather than positions. Of course, they must also be responsible for their own work

concept 3: employees' professional skills should be attached to the resources of the enterprise

because employees may change jobs when they have the ability to be independent, enterprise managers are always afraid to invest a lot of resources to train talents for competitors. On the other hand, if we don't invest in training, we are worried that there are no talents available. Therefore, the focus of the enterprise is not to train the so-called "super employees", but to attach the professional skills of employees to the resources of the enterprise

sufficient professional ability is the basic condition for being competent in the work, but to improve the productivity goal, it also includes many aspects, such as the responsibilities and tasks in the enterprise operation process, communication and cooperation with colleagues, as well as the love of work and the pursuit of high efficiency

concept 4: the teaching of professional knowledge should aim at building a team consciousness

the so-called team consciousness includes the recognition of organizational goals, business philosophy and work attitude, which are the main purposes of training. Therefore, when making training planning, enterprises should make the training work cooperate with the short, medium and long-term strategic objectives of enterprises

in addition, team awareness also includes the common language of team members. Because employees are different in their professional fields, their expressions of things will also be different, which makes it easy to create estrangement in communication between different majors. Through training, employees can establish a common language and reach a consensus on communication

concept 5: choose appropriate training methods from employee psychology and enterprise philosophy

training methods can be divided into internal training and external training. Internal training is designed by the human resources department of the enterprise, and internal personnel or external experts serve as lecturers to the enterprise, responsible for education and training; External training is to send employees to external business management companies or schools for training. Generally speaking, most of the aspects related to enterprise management system, product knowledge, marketing skills, etc. are mainly internal training, but belong to professional fields, such as finance, planning, operation and management, which should belong to the professional needs of specific personnel, and there are more external training

Concept 6: the environment is the main incentive for employees to share knowledge

enterprise education resources are limited, and it is impossible for all personnel to have the opportunity to participate in training. If we can share knowledge, we can achieve twice the result with half the effort. However, it is common for employees to store knowledge in their minds, and others cannot share the results. The reasons for this phenomenon can be summarized as follows:

first, employees subconsciously believe that sharing knowledge with others will reduce their value. The so-called "rare things are expensive", as long as others can't, they can show the value of their professional ability

second, the company did not provide appropriate time and place, so that there was no opportunity for colleagues to communicate

third, the enterprise lacks sufficient incentives, making employees unwilling to actively share knowledge with others

IV. other employees have no positive intention of absorbing others' knowledge

in order to cultivate employees' interest in sharing knowledge, we should start from creating an internal learning culture environment. For example, set up an exchange meeting among employees, or provide a special venue to hold a salon, so that employees can achieve the purpose of knowledge sharing in a relaxed atmosphere

mouse operation; In addition, enterprises should also encourage employees to be willing to actively share and absorb knowledge. Consider establishing an internal lecturer system, which will be included in the performance appraisal and rewarded

concept 7: internal meetings are the most practical training opportunities

training employees is not only the responsibility of the human resources department, but also the responsibility of the company's boss. In fact, meeting is the best training opportunity in the workplace. In addition to communicating opinions and solving problems, a planned meeting can also enable participants to learn the knowledge of group input culture, creative thinking, communication and coordination. A competent supervisor should be an excellent meeting instructor. He does not have to act as the meeting host, but he can use questions or prompts to arouse heated discussion among the participants, so as to achieve the effect of learning from these processes

concept 8: conflict between employees is also a kind of learning

each department has its own professional field, and there are differences in the original understanding of things. For example, the business department is more inclined to achieve short-term goals, while the planning department may think deeply about long-term strategies. When there is disagreement, conflict is inevitable. For the conflict caused by this cognitive difference, managers should regard it as a learning opportunity to let different professional fields

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