Lianlian technology recruitment

Building a talent echelon has always been a topic of concern to many enterprise managers. However, how to build a talent echelon is reasonable? How to establish a talent echelon is the most effective talent echelon with less resources? Over the years, different people have different opinions.

To better build a talent echelon, we need to start from the following aspects:

First, sit tight and make an accurate judgment.

In reality, there are too many cases of airborne troops' failure, and with the departure of airborne troops' executives, its human resources reform plan has been shelved, which is inevitable. Therefore, any HR should judge what kind of talent echelon an enterprise needs, whether it is sales type, R&D type, production type or service type.

Different talent echelons have different requirements for talents, and the proportion of different team members is also different: the sales team needs to make achievements; The R&D team needs to produce results; The production team needs to produce products; Service-oriented teams need to constantly improve service quality. This requires different policies and different talent strategies.

If after some efforts, the sales team is a pool of stagnant water and calm; The R&D team doesn't understand the darkness at night during the day, and the personnel turnover is too frequent; The defective rate of production team remains high; Service-oriented teams repeatedly complain that it is not an excellent team, but the failure of managers.

Two, clear objectives, the establishment of talent selection, use, education and retention mechanism.

To build a talent echelon, we need to know how long it will take, what type and scale of team to build, how many people there are in different departments, different positions and different levels, what qualifications they have, and where the potential talents are. We need to objectively and accurately analyze the supply of human resources, which requires better human resources planning ability.

Now that the goal of talent echelon construction is clear, it is necessary to make overall plans and understand the promotion channels of different positions; Determine the recruitment budget as soon as possible, actively seek efficient recruitment channels, make and publish recruitment posters, and implement recruitment plans; Clarify the salary budget, salary range and total salary of different positions; Make training plans for different positions and levels; Implement the work and performance evaluation indicators of different departments and positions, put the responsibility on people, and do a good job in human resource management in an all-round way.

Third, the principles to be followed in the construction of talent echelon

The construction of talent echelon, on the one hand, is recruitment. In the recruitment process, in addition to effectively using various platforms, we can also learn from another method, that is, establishing a mechanism to realize or participate in talent sharing; On the other hand, we need to cultivate and maintain. But no matter what, we need to grasp five words: stability, accuracy, firmness, quickness and precision.

The so-called "stability" means that the basic talent pool of enterprises should be relatively stable and still water should be deep, so as to maintain the continuous input of fresh blood and ensure the continuous renewal of talents;

The so-called "accuracy" means that enterprises and talents know each other better in advance as far as possible, and both enterprises and talents have a strong willingness to accept each other, carefully grasp their respective opportunity costs, and try to reduce the choice cost of time, energy and money;

The so-called "ruthlessness" means that managers should be ruthless enough to collapse, strictly select and train talents, so that talents can get real gains and growth in the market and strictly abide by the "melting pot principle". When it is time to make a move, we must clear the team;

The so-called "fast" means that the team should not only be established quickly, but also be eliminated and updated quickly;

The so-called "precision" means that enterprises should introduce, motivate and retain high-tech talents in a planned way, strive to develop in depth, make more efforts in technology, marketing and service, and stay ahead in order to gain the first opportunity.

It should be noted that it is not necessary to have all five words in place to build a talent echelon, but to advocate the specific situation of enterprises and choose different combinations to build different types of talent echelon. After all, different types of enterprises, complicated, should apply different principles. If you can do "one trick", you can "eat all over the sky"; If we can achieve three words, "three pillars", we can ensure that the enterprise is stable and far-reaching.

For example, marketing enterprises are suitable for fast, accurate and ruthless. High turnover rate has always been the characteristic of marketing team, and survival of the fittest has always been the principle pursued by marketing team managers. But no matter what kind of strategy is adopted, it is the fundamental goal of the marketing team to realize the products and services quickly. In this case, selecting and retaining those employees who can create value faster will naturally become the golden rule for marketing enterprises or teams.

Another example is the production enterprise, the most prominent is the word "stable" and "ruthless". If the turnover rate of employees in production enterprises is too high and the orders cannot be delivered on time, the enterprises will suffer huge losses; But if there is only quantity without quality, it is very likely to encounter waterloo, and enterprises will eventually suffer. Therefore, production enterprises must ensure the relative stability of the production team, and on this basis, constantly improve the operating proficiency and quality of employees, so as to continuously improve the qualified rate and excellent rate of products, reduce the defective rate, control costs, and deliver on time with good quality and quantity. Once there are people in the team who seriously and repeatedly affect the quality of products and the working mood of the team, managers should clean them up in time to avoid causing greater losses to the enterprise. If the managers of production enterprises don't realize this, they can't guarantee the relative stability of the production team, and the losses of enterprises are inevitable.

R&D enterprises are suitable for stability, accuracy and precision. The research and development of a project is often not done overnight. Not only the cycle is long, but also it has certain inheritance. It requires repeated research, analysis, invention, creation, experiment and failure. This requires that when selecting talents, we should know as much as possible about the candidates' academic background, knowledge and R&D ability, and even select high-quality, refined and top-notch talents in this field before introducing them. Once introduced, it is necessary to retain and motivate such talents for a long time, so as to ensure the stability and sustainability of the research project and obtain the expected results.

In addition, it is a service-oriented team, and the suitable principles are stability, firmness and accuracy. For such enterprises, service is the foundation of the enterprise. If the service is not done well, the customer will "wave a cloud without taking it away" and you will be caught off guard. Therefore, constantly improving employees' service awareness, standardizing and refining service standards has become a continuous concern of enterprise managers.

Fourth, the methods of talent echelon construction: captive, free-range, free-range and adoption.

1, controlled type

The captive environment is relatively closed, mainly focusing on talents within the enterprise, allocating resources according to certain rules, "teaching in large classes", and cultivating talents of different levels and positions in different ways.

The advantage of exclusive mode lies in the priority principle of resource allocation, which is relatively fair. Its disadvantage lies in the cultivation of large classes, and it is difficult to cultivate outstanding talents.

2. Inventory type

The stocking talent training mode is mainly due to the fact that after talents enter the enterprise, there is no centralized management and training at all, and talents are allowed to grow wildly. The result is either bamboo shoots exploding in the building or buried underground as black gold.

The advantage of stock talent training is that the stronger the stronger, the more talents will appear in some fields; And its shortcomings, there may be a talent gap, and there will be no successors.

3. Free range type

Free-range cultivation is mainly to cultivate talents outside, in other words, to let talents grow wildly outside. When they grow up to a certain extent, they will attract talents to the enterprise by means of headhunting or recruitment tools through interests, brands and other means.

Free-range talent training mode saves a lot of resources and costs within the enterprise, but the cost of introducing talents is relatively high, and there is a risk that talents cannot adapt to the corporate culture after entering the enterprise. Free-range enterprises are generally used more in the early days of enterprise establishment.

Step 4 adopt

Adoption-style talent training mode has been adopted by many enterprises, but not many enterprises can really use it well. Adoptive talent training can also be said to be mentoring or mentoring. This training mode can also be divided into several types:

(1) combined culture.

That is, several masters form a training group together to guide the training of apprentices in a many-to-one or many-to-many way. This training method can also be used in school-enterprise cooperation. In the mode of joint training, experts with certain academic expertise or important leaders and senior experts of enterprises are generally invited for joint training, and the selection of tutors is strict.

(2) Random selection

Enterprises that adopt this talent training mode are often due to the lack of in-depth understanding of the tutorial system, the lack of clear criteria for selecting tutors, or the lack of clear criteria for selecting apprentices. They may also have shortcomings in both, do not know how to effectively use the tutorial system for talent training, and it is difficult to effectively build a talent echelon.

(3) precise culture

Enterprises that adopt this training mode are relatively mature. When choosing a tutor, they will have clear and strict selection criteria for the position, level, professional skills, management ability and knowledge level of the tutor. Only those who meet this requirement are qualified to be tutors. When selecting training targets, there will be employees who have reached certain standards, been recommended and selected at different levels, and have a strong willingness to learn, so as to become training targets, reserve talents and enter the training plan of enterprises. When the enterprise implements this training plan, it will give a certain percentage of the performance growth of the trainees as a reward for the instructors, which will become a routine and form a mechanism to encourage more people to join the talent training plan, accumulate more talents for the development of the enterprise and lay a more solid foundation.

Talent is always the most important resource of an enterprise, and the construction of talent echelon is an endless topic. Renyun Technology helps enterprises to establish a systematic and procedural system for evaluating, developing and retaining high-potential talents within the organization, so as to realize the vision and strategic objectives of the talent pool within the enterprise and provide a solid talent base for the enterprise.