HR learning: how to dig people directionally

For many companies, it is difficult to meet the needs of personnel; In addition, under the current situation, there are many opportunities for enterprises and many choices for job seekers. Because there are too many factors that affect the recruitment work, it is difficult to control and make good and big achievements. A few days ago, I talked to my friends about recruitment, and we agreed that if the current recruitment work still stays on the basis of daily browsing recruitment websites, searching resumes, telephone invitations, arranging interviews, attending the scene, etc. Then it is estimated that it is still difficult for a company to really recruit talents, so I mentioned targeted recruitment. In fact, this concept should have existed long ago, but there should not be many companies that actually operate and implement it. In recent days, it has been under consideration. How to dig people in a targeted way? My understanding of the concept of directional poaching is to poach people from peer companies. I wonder if this understanding is correct. As an HR person, he generally knows what industry his company is, which competitors, which peer companies and so on. So how can he find people in the same industry?

Let's talk about our company and my ideas first. I wonder if it belongs to directional poaching.

Our company is a private enterprise with its own brand that produces, develops and sells central air conditioners. Although the factory-scale office building is magnificent, there are hundreds of people, but it belongs to small and medium-sized enterprises in this industry, mainly recruiting technical R&D personnel and marketing personnel for a long time; These two types of personnel are required to have a professional background in refrigeration and HVAC; Have relevant post experience; And it is highly targeted. If it is not related to refrigeration, HVAC, air conditioning, or has relatively shallow experience, it is generally not considered; Therefore, we have been to the websites of Southern Talent Network, Zhaopin.com and Worry-Free Future several times. Used by headhunters, but mainly in high-end positions; Very few resumes have been submitted recently, let alone matched ones. For half a year, none of the sales resumes are suitable, some of them are technical, but the experience is relatively shallow, which still can't meet our needs. Therefore, recruitment has always been a difficult problem for us. In addition to the various recruitment channels mentioned above, such as network, website, campus, headhunting, newspaper, BBS, forum, internal recommendation and Q group, I think there are two other methods.

1, which is actually similar to internal recommendation; I don't know what the internal recommendation of each enterprise is like, whether to publish all the recent recruitment information of the company directly in OA system and internal website; We don't actually have an internal recommendation system or system; Generally, internal employees will come to us to consult any position in the civil or technical fields. This is mainly aimed at our technical and marketing personnel. We will directly communicate with the top leaders of the corresponding departments and suggest that they can let the employees of their own departments know the positions recruited by the departments when they hold regular departmental meetings. Because our technical and marketing teams are basically from refrigeration and HVAC, or have worked in this industry for many years, especially some senior employees, and many of their life circles and communication people must be from this industry circle, so we should fully tap their network channels; Of course, if someone recommends the specific operation process and post, it will be directly connected to our department; Therefore, at present, the company has a small number of technical and marketing personnel who recommend directly from other channels of internal staff, and the matching degree is also very high. Of course, this is only an auxiliary channel, and there are not many sources of personnel. But for these key positions, if there are one or two suitable elites, the cost is much lower for those hired by our external fields and headhunters.

2. The company participates in exhibitions, air conditioning and refrigeration exhibitions every year, which are generally national and large-scale exhibitions; Generally, the exhibitors are companies in the same industry and some technical and marketing personnel; The marketing staff of our company and the backbone of some technical departments usually print more business cards before going to the exhibition, and naturally bring back many business cards related to other peers when they come back; From this, I think most of the exhibitors are related to the market, and there are also technical backbone personnel. Their business cards must have email address, telephone number, etc. We can sort all the business cards brought back by the marketing center to see which ones are peers and which ones are positions; Then we can send the recruitment information about our company and an invitation email to each other, and then communicate with each other by SMS or telephone. Of course, this method is actually a bit overreaching, and the success rate is estimated to be very low, but I think we can try it.