How to solve the problem of lack of human resources in enterprises?

I talked with several entrepreneurs recently, and they always said that their company was short of talents. Indeed, this is a common imagination of enterprises, but also a bottleneck restricting the development of enterprises. If the enterprise lacks more professional talents, such as human resources director, financial director, professional and technical talents, especially those who are newly engaged in projects, it is understandable. If it lacks technical talents or management talents who have been operating for many years, it means that there is something wrong with the entrepreneur himself.

1. Problems existing in enterprises for important talents

1. No attention is paid to cultivating talents in the development of enterprises. The scale of the enterprise is large and the money is much more. Many bosses think that as long as there are people, they can do it. They don't need training or pay attention to the training and training of personnel. When they reach a certain scale, they feel very tired and need talents, but they find that there are no suitable people to use.

2. There is no conscious talent reserve. Many bosses think that increasing staff means increasing costs and are unwilling to reserve talents. Once the people in the main positions leave, they will be in a mess, which is the result of not reserving talents.

3. Talent is not regarded as talent. Some bosses with perfect personality always think that their employees are not excellent, while some backbones do a good job and are highly valued after leaving, which is worth pondering. If the boss is too demanding of people, he will never find his ideal talent. Because there is no ideal person in this world, we can only make use of it and see more advantages.

second, change the understanding of talents

1. What kind of talents are worthy of reuse

Only those who can contribute to the present and future of the enterprise are useful talents. This is a result-oriented talent view. No matter how loyal a person is to the enterprise, if he makes little or no contribution to the enterprise, he can't reuse it.

2. All capable people have shortcomings or problems

All talented people have shortcomings and tempers. Often, the stronger the ability, the stronger the personality. This requires bosses to look at people with more advantages, more contributions, and tolerate shortcomings and faults. The key to employing people is to make good use of those who have shortcomings and problems.

3. Types of talents

(1) Technical type: These people are introverted, like to think independently and do things carefully. Because of their own personality and hobbies, they are often unwilling to engage in management work, but are willing to develop in their own professional and technical fields.

(2) management type: thinking rationally and being good at thinking from a macro perspective. Such people have a strong desire to manage. The ability of management talents includes three aspects: first, analytical ability: the ability to judge, analyze and solve problems when information is insufficient or the situation is uncertain; Second, interpersonal skills: the ability to influence, supervise, lead, cope with and control people at all levels; The third is emotional control: the ability not to be depressed or discouraged in the face of critical events, and the ability to take on major responsibilities without being overwhelmed by them.

(3) Creative type: This kind of person is active in thinking and rich in ideas. They need to build their own things, or products or processes named after themselves, or their own companies. They think that only real things can reflect their talents.

(4) Sales type: This kind of people have strong ambition and desire for success, passion, breaking in, and perseverance that is not afraid of rejection.

(5) Safety: Some people are most concerned about the long-term stability and safety of their jobs. They work hard for stable jobs, considerable income, superior welfare and pension system.

(6) Compound: These people know a lot, have a gentle personality, consider problems comprehensively, have worked in many departments of the company, and they have done well. This kind of person is above the middle level, and if he works hard, he will be easily trained as a general manager.

third, how to deal with the shortage of talents.

1. Strengthen training

With the development of enterprises and the increase of personnel, the requirements for the quality of personnel will inevitably be higher. At this time, it is necessary to strengthen the training of employees, especially the training of middle-level cadres, and discover talents from the training process. There are many forms of training:

First, internal teachers or external teachers give lectures face to face. Internal trainers can prepare their own lessons, or they can come back to train those who didn't attend the training class outside. Internal trainers should study frequently.

the second is to write teaching materials for self-study. All departments of the enterprise compile training materials by themselves and distribute them to employees, who learn by themselves.

the third is to watch the video of the lecture. You can buy some training videos, organize collective or individual viewing and finish your homework.

the fourth is the simulation exercise. For the training of sales staff, we can learn theories and methods first, and then organize people to do role-playing and simulate drills one by one to deepen the mastery of skills. It is necessary to train again and again, and then sell it in the market after training.

fifth, the master takes the apprentice. For positions with strong operational skills, each student needs to be equipped with a corresponding master, one-on-one training, hands-on teaching, and the mastery will be faster.

After training, you must take the exam. Without the exam, there will be no good results, and you should tell the trainees about the exam before training. There are three ways of examination: closed-book examination, mock examination and interview.

you can find a human resources company to help you solve a series of specific operations, such as huaheng zhixin human resources consultant co., ltd.

2. Introducing from outside

Some talents are difficult to cultivate in the near future, so they need to be recruited from the society. You can recruit through online recruitment, advertising recruitment, friend introduction and headhunting. For senior managers, many ways can't be found, and headhunters can be used for recruitment. The cost of headhunting recruitment is generally between 25-35% of the annual salary. The expenses paid to headhunting companies and the transportation and accommodation expenses of candidates are generally borne by enterprises.

3. Talent reserve

In addition to outsourcing, enterprises should attach importance to training reserve management talents. Through strict and prudent recruitment procedures, the most potential talents are selected and strictly trained to enrich all the abilities and skills that reserve cadres need to become professional managers.

1. Establish a pool of reserve talents

Enterprises should establish a detailed personal development file for each reserve personnel, so as to clearly and intuitively grasp the situation of reserve personnel and make supplements or adjustments to reserve personnel at any time. The contents of the file should not only cover the basic elements such as gender, age and education, but also include my personality characteristics, professional strengths and weaknesses, the development direction that employees want, the positions that may be suitable, and the experience time needed to meet the requirements of this position, etc. Under normal circumstances, employees can't consider promotion or post transfer until they have served in their posts for two years.

2. Tailor-made training plan

Enterprises can classify reserve personnel according to their quality and ability characteristics, performance gap and the characteristics of the positions to be hired, and first formulate a general and general training plan for upgrading, such as the training of management personnel's communication ability, organization and coordination ability and execution ability; Training of marketing personnel in sales skills and negotiation skills. If conditions permit, we can consider supplementing the scheme with rotation, assistant, delivery training, job enrichment, job expansion, etc., so that the skills required by reserve personnel can be rapidly improved.

3. Assessment and dynamic optimization

In the process of training, enterprises should strengthen the assessment and evaluation of reserve personnel. If the general promotion effect of reserve personnel is not satisfactory, they should promptly convene relevant personnel to modify and adjust the training plan; If the promotion effect of individual personnel is not obvious, we should strengthen the targeted training for individual personnel. If it is found that they cannot be greatly improved due to their own conditions after assessment, they should be adjusted out in time to optimize the overall quality of reserve personnel.

I believe that enterprises will gradually solve the problem of talent shortage through the implementation of the above methods.