How to solve the problem of "difficult employment"?

P&G is a model enterprise in terms of attention, rigor and professionalism in talent recruitment. Due to the benign talent development cycle brought by its powerful and excellent talent recruitment system, P&G has always been a leader in its industry, leading the development of the industry. There are many factors for the success of P&G's talent strategy, but the characteristic weapon is its mature "internal talent training system", which gives employees a good development space. The most important premise of this system is that P&G has chosen the right person. In Procter & Gamble's global companies, "ten-year employees" (ten years of continuous service in the enterprise) abound. This is enough for many colleagues to fall behind.

Anyone who has experienced the recruitment process of P&G will know that P&G is almost "harsh" and "too cautious" in selecting talents. Generally speaking, P&G has "seven barriers" in talent selection. Including online resume registration (English, completely answer all the case-based questions in it, nearly an hour. People who are not good at English and have no determination to join this company will easily give up halfway. This is the first filtration. Then there are written tests, group interviews, personal interviews and so on. Generally speaking, these selection processes include psychological evaluation, personality evaluation, ability evaluation, career orientation evaluation, behavior interview, professional background investigation and other all-round links. All aspects of the recruitment work have been done.

It can be seen that P&G has invested a lot of manpower, material resources and financial resources in recruitment, but compared with the immeasurable value created by its talent team, its investment in "recruiting people" is very valuable, and it is also a kind of value investment on how to "retain people".

Through P&G's recruitment analysis, we will find that the ultimate goal of P&G's complicated recruitment "steps" is to match talents with enterprises and positions as accurately as possible: value matching, culture matching, style matching, thinking mode matching, transferable quality and ability matching, etc. Perfect match shows the suitability of talents.

Usually, there are many ways to recruit people, such as advertising, headhunting, peer introduction and so on. All methods should follow a principle, find people who match the enterprise. In recent years, more and more enterprises represented by Wal-Mart refer to their employees as "business partners". Since we are partners, we should choose carefully to make the cooperative relationship more stable and lasting and create the greatest benefits. Therefore, recruiting people is not a simple employee, but a business partner. Therefore, the middle and senior management team of Wal-Mart will remain stable and develop into one of the best enterprises in the world.

To successfully recruit talents, we must be familiar with the commonness of these talents in advance, and we must also conduct an all-round investigation of the ability and background of the candidates. At the same time, we should understand each other's personality and ideals, and combine them with the company's goals and corporate culture to achieve a win-win result. Not only let talents get reasonable remuneration, but also let them see the prospect of career development. It can be seen that in order to retain people, we must pay full attention to recruitment from the beginning, strictly control recruitment, find the most suitable and matching talents for enterprises, and maintain the stability of the workforce, so as to build a century-old brand and realize a lasting foundation.