Call for electricity sales? What are you afraid of without a basic salary?

It's not easy to recruit telemarketing, which has almost become the death point of HR. When it comes to calling for an interview, 9 out of 1 telemarketing companies don't consider it, so that even HR, a telemarketing company, has to call every day to complete the recruitment task like telemarketing.

Case: "HR, a decoration company, said that we often recruit telemarketing, which is difficult to recruit, and there is still no basic salary model. What's the trick for a salary model without a basic salary like this? The loss of people recruited will be very serious, so should we start with the fundamental problem of ensuring the basic livelihood of employees first? So now I have taken new measures to give a basic salary subsidy for half a year. However, it turns out that the longest time to keep employees is no more than 2 years. "

From this HR's speech, he revealed that he was not confident about not having a basic salary, and thought that such salary was a recruitment disadvantage. He attributed the rapid turnover of personnel and the lack of life security to the problem of not having a basic salary, which was the original sin of not recruiting people or even keeping them.

Maybe many HR people will think that this is a problem of company policy when they encounter difficulties in recruitment, and I can't help it!

but do you really think the disadvantages are disadvantages?

since we focus on the problem of no basic salary, we should discuss whether this problem is valid.

according to the HR, there are off-peak seasons in the home improvement industry, when employees with high commission are earning a lot of money, and when they enter the off-season, their performance is greatly reduced. Sometimes there is no order for the whole month, and the turnover rate of employees is very high. This is a common phenomenon in the industry.

It can be seen that people in the home improvement industry are used to the big income difference in off-season and peak season, and HR should also have corresponding talent management policies for this phenomenon with industry characteristics. The system of "no basic salary and higher commission" is very suitable for this kind of talent management mode with low peak season, which can be said to be the experience accumulated by the industry for many years.

there is absolutely no need for HR to show self-confidence when recruiting. HR can't substitute the thinking of functional work with coherence into the sales work with incoherence in off-peak season.

Once this self-confidence runs through the whole recruitment process, there is a subtext in my heart: "Our company can't give you a living guarantee without a basic salary, so you have to weigh it yourself.". The information received by job seekers is "if you work in your company, you should get a stable guarantee with a basic salary, otherwise your life will be affected, but your company can't give it to me." Job seekers will naturally worry about whether to join the job or not.

at this time, HR should change its thinking and think about why the industry adopts this employment policy and what advantages it has. Through careful analysis, HR tells employees in the position of an expert that the choice of the industry is correct and most suitable for the current industry development. In the recruitment, we should convey a confident employment information. "Come to our company! We offer a salary model with no basic salary and high commission, which can make you earn a lot of money in a peak season, even in the off-season. In this way, there is a relaxed working mode. When you are struggling, you should try to seize the opportunity. When you are resting, you should enjoy your vacation. You have time to make money and spend money. There is no joy in life! " If you convey this feeling to the job seeker, will he be unwilling to accept it?

This is an example of the home improvement industry. It is also necessary for HR in other industries to think carefully. Why did our company specify this salary model or talent policy? You should understand the original intention of doing so.

another HR friend said that her company's sales are divided into entity sales and telemarketing. Sometimes, in the name of entity sales, she recruits people to come in for unified training, and some of them switch from entity sales to telemarketing, mainly because the salary of telemarketing is higher, and they are willing to switch.

In this way, attention should be paid to the post name when signing the contract. If the store sales and telephone sales are subdivided, it is necessary to negotiate with employees and make contract changes when the post changes. Of course, it is no problem to write only sales posts. This rotation mode is also a feasible talent management scheme.

Telemarketing jobs are boring and stressful, which leads to market prejudice, and young people are somewhat resistant, which leads to great mobility in the industry. However, large liquidity is not necessarily bad. Only under the premise of seeking stability, large liquidity is the problem. In fact, is the demand of the industry really a steady decrease in the flow of talents? That should be analyzed on a case-by-case basis, not generalized. Although this mode of thinking is somewhat unacceptable, it may be a trend, just like the reform of exclusive private ownership in state-owned enterprises.

On second thought, in the era of the rise of individuals, everyone is a partner of an enterprise, not affiliated with a certain enterprise, but with interests bound together in the form of contracts. Everyone can temporarily combine with other teams to form a new team. He has a resource platform, and you have the ability, knowledge and technology, not to mention the basic salary, but only a high income share. Isn't that good?

Job seekers look for jobs with entrepreneurial mentality, while HR recruits with the thinking mode of finding partners.

Therefore, no basic salary is not a recruitment disadvantage. There are differences in salary policies, but the differences should reflect the advantages of the industry or enterprise, rather than being independent.

Job seekers in the industry naturally understand the rules of the industry. Job seekers can either accept it or change careers, and there is nothing to be melodramatic about. HR should do a good job in recruitment with confidence and conquer job seekers with its own professionalism.