How do enterprises introduce and retain talents?

There are still a series of problems in talent introduction. 1. Recruitment 4 No. The author found that some small enterprises have no plans, no priorities, no standards and no procedures in recruitment, that is, the number of unplanned recruits and the source of recruitment; Do not emphasize the focus of enterprise recruitment and selection of candidates; There are no software and hardware standards to measure candidates; There is no strict procedure for reasonable evaluation and screening of candidates. The emergence of these four situations, for the general candidates, caused the impression of chaotic enterprise management and low quality, which led to the initial boycott. 2. The enterprise is geographically remote and inconvenient to live. Due to congenital reasons, a considerable number of small and medium-sized enterprises are located in small cities and even towns, with remote geographical location and inconvenient transportation. Some small enterprises don't even have rest days, which creates obstacles for employees' life, entertainment, shopping and making friends. This is generally unacceptable for talents who have received higher education and are used to city life. 3. The enterprise is small in scale and the post setting is not clear. Small and medium-sized enterprises are small in scale, so it is difficult to form a strict division of labor, and there is no strict regulation on the distribution of work responsibilities inside and outside the department. Some candidates think that this may be a useless place for heroes, while others think that they will lose their professional knowledge and fail to cultivate their abilities. 4. There is no reasonable salary. Small and medium-sized enterprises are eager for talents, but there is no systematic analysis and consideration in salary design. From junior talents to senior talents, salary is an important factor to attract them to work. Most enterprises adopt unified treatment, but do not make differentiated planning according to specific conditions. It is not that the treatment is too low, but that the value difference of talents is not reflected. 5. Lack of long-term awareness of personnel training. Due to the shortage of talents, many small and medium-sized enterprises entrust the imported talents with heavy responsibilities, and spend almost all their time on their work, but have no time to study and improve. Nowadays, the competition of human resources is actually a dynamic competition, a competition of knowledge and a competition of learning. Enterprises should not only reuse talents and create opportunities for entrepreneurs, but also make long-term training plans to continuously improve talents in the development of enterprises. 6. The concept of employing people is biased. No one is perfect, and the talents introduced with heavy money are not perfect. In terms of talent concept, some small and medium-sized enterprises require talents to complete multiple tasks, require talents to accept local customs, and require people to abide by some unreasonable regulations. In fact, the imported talents can become experts in enterprise technology, marketing or management, which has achieved the goal. These aspects have become barriers in the introduction of talents, which has discouraged many candidates. In fact, these problems of small and medium-sized enterprises are not unsolvable for talents who need jobs and careers. If we can learn from the concept of marketing from the beginning, treat potential talents as customers of enterprises and respect the law of talent development, many small and medium-sized enterprises can successfully complete the talent introduction work. Second, the talent introduction strategy based on marketing concept The basic concept of modern marketing tells us that the market should be divided according to the differentiated needs of consumers, and then the specific marketing strategy should be implemented according to the customer information mastered by the investigation. Only in this way can we be considerate of customers, develop into stable customers and establish long-term harmonious cooperative relations. If small and medium-sized enterprises can always adhere to the concept of taking talents as customers in talent introduction, they will achieve good results in attracting a large number of talents and retaining outstanding talents. Combined with the above problems, here are several strategies that can be adopted. 1. Establish a high-level leading group for talent introduction. Different from large enterprises, it is necessary for small and medium-sized enterprises to set up such groups. Its main function is to instill the concept of talent system engineering into enterprises, formulate long-term talent strategic planning, and provide ordinary standard requirements and corresponding policies for attracting talents. The human resources department or subjective human resources management department of an enterprise must adhere to and implement the concept of leading group, decompose strategic planning and formulate strict recruitment conditions. 2. Conduct regular research on potential talent groups to master the differentiated needs of candidates faced by enterprises. Small and medium-sized enterprises should understand the characteristics of talent groups in different periods through contact with talent markets, universities and intermediaries. For the main talent introduction channels of this enterprise, we should contact regularly, maintain communication, carefully analyze the different performances of the groups they face in the whole job search process, and grasp the views of potential candidates on the enterprise, the focus of attention, and their judgments and expectations. 3. Give play to the cluster effect of small and medium-sized enterprises and form talent introduction alliance. An important feature of small and medium-sized enterprises is the cluster effect of geographical proximity, which should be fully exerted, and the establishment of talent introduction alliance should be advocated by industry associations or major enterprises. That is, cluster enterprises communicate and cooperate with each other, cooperate with each other in the quantity and requirements of talent introduction, and create a suitable atmosphere in the living environment of talents. 4. Reasonable enterprise display in the recruitment process. Compared with large enterprises, the brand awareness of small and medium-sized enterprises is slightly inferior. Job seekers need to have a deep understanding of the history, performance, culture and management of the enterprise. It is not only necessary but also sufficient to show it to enterprises in recruitment. Focus on showing the unique technical expertise, good development prospects and long-term development talents of the enterprise. There should be unique display materials and methods to reflect the innovation and uniqueness of enterprises in the market. 5. Differentiate salary and treatment. The important basis for small and medium-sized enterprises to attract talents lies in attaching importance to and respecting talents. But this is not necessarily reflected after the work of this enterprise, nor is it necessarily reflected in senior talents. Small enterprises should analyze the salary and treatment according to the specific situation of candidates, rather than generalizing. Applicants who graduate from the same school or even the same class can be treated differently according to their different situations in school, job hunting, interview and assessment. It is worth noting that the differences exist, but they are not necessarily large at the beginning. 6. Establish a long-term talent training and dynamic assessment mechanism. If small and medium-sized enterprises establish a long-term talent training mechanism, they will certainly attract more talents. In small and medium-sized enterprises, we should pay attention to the commitment and fulfillment of talent training, adopt the training mode of combining going out and introducing, formulate open standards, and provide training opportunities according to the different performances of talents. The purpose of training is to establish the belief that talents will serve enterprises for a long time, which must be combined with the strict and dynamic assessment mechanism established by enterprises. Analyze the training effect according to the evaluation, and modify the evaluation scheme according to the training effect.