How to recruit talents

How to define talent?

Enterprises should first clarify the definition of talent. What is talent, including three aspects. The first aspect must be professional. This professional knowledge is not only in books but also in experience and perception of a certain field. The second aspect is to be creative, which requires structure, courage, and new thinking. The third aspect is to be valuable, to have value to oneself, to others, and to society. Only when these three aspects are met can one be considered a talent, which requires talent. Have high quality, strong ability and high education.

These are the employees that every company needs, but there are very few people who meet all three aspects. If you recruit according to this requirement alone, the effect will be very insignificant, then When looking for leaders in an enterprise, the first thing to know is what kind of people the enterprise needs, what stage the enterprise is in now, whether it is a start-up, growth, maturity or decline period, and corresponding recruitment requirements should be formulated according to the different stages of the enterprise.

How to recruit talented people?

If it is the start-up stage, the threshold for talent selection can be relatively low, but it does not mean that there are no requirements. The biggest problem faced by start-up companies is that there are no standards and many people are interviewed every day. What kind of Accepting them all, or there are no requirements during recruitment. After taking up the position, various restrictions will be imposed, resulting in many interviews, many people joining, and many leaving. This is very ineffective and a waste of time.

For start-up companies, there are two states:

One state is recruiting. If the leader of the company is not good at a certain sector, such as finance or operations, such a company will recruit People who have achieved something in a particular sector;

The other state is Na, which requires people who can work side by side with the company. This talent does not need to have a great work experience, but it requires people who can Be proactive and down-to-earth.

If it is a growth period, the company will develop rapidly, and the requirements for talents will be relatively high, thus eliminating some talents who cannot keep up with the company. At this time, companies tend to make some mistakes, that is, they stop recruiting when they think there is no shortage of people. This is very undesirable. For companies in the growth and maturity stages, they need to constantly look for talents that are more suitable for their positions. It is difficult to find suitable talents by recruiting on the spot, and they may also become anxious and blind due to the pressure of tasks.

For companies in the growth stage, there are two states:

One state is recruiting, recruiting people with many years of experience and ability in the position, and strong learning ability and execution ability, and can continuously enrich themselves and move forward with the company;

The other state is acceptance, which requires accepting people who have done well or have achieved some achievements in other industries, and the company needs to be able to Have an inclusive and open mind, accept outstanding talents from other industries, and bring new value to the company with a new perspective.

If it is the mature stage, the company has a certain scale and is a giant in the industry. At this time, many talents will take the initiative to find the company, but the company should not be too optimistic. You need to be more cautious at this time. When formulating recruitment requirements, the threshold should be higher. Among the many choices, choose the best from the best. It is also at this time that it is easiest for companies to recruit talents. Only when a company is strong enough can it attract enough outstanding talents.

For companies in the mature stage, there are two states:

One state is recruitment, because the scale continues to expand, more and more employees are needed, and people who dare to venture and do it need to Newcomers also need experienced elites who can help the company share the burden. At this time, the company needs to have a clear division of labor in recruitment, and what kind of people should be interviewed for what kind of positions;

In addition One state is acceptance, where you begin to pay attention to creative and influential executives in various circles, accept their management methods and working models, break the company's inherent thinking, and lead subordinates to break through work bottlenecks.

If it is a recession and the company begins to show a downward trend, both in terms of profits and recruitment, both are declining. At this time, the company should focus on which positions are still vacant and learn to give them up. Employees who cannot continue to bring value to the company should be dismissed, because at the current stage of the company, one carrot and one pitfall is the best arrangement.

For enterprises in recession, there are two states:

One state is to recruit people who have been lost, and maintain a wait-and-see attitude towards employees in various positions. Once there is uncertainty, , recruitment preparations should be made in advance to avoid job vacancies and affect normal operations;

The other state is acceptance. At this time, the main thing is to look inward and see which talents are worthy of reserve and key training. When a company reaches a period of decline, it needs to cultivate excellent successors and managers, split the industry, and continue the growth of the company through successors and managers.

How to better utilize people’s talents?

First of all, we must understand each employee or talent. The company must not only see the advantages of this talent, but also its shortcomings; secondly, we must understand the nature of this position and the requirements of this position. What qualities of a person should be used to control him? Finally, when matching the two, the company must consider it comprehensively, and what kind of talents the leader wants must be popularized downwards and let everyone know. This will make people in the company know. Frontline recruiters know better what kind of people they want to recruit. Avoid the situation where the frontline only seeks quantity but not quality. This is a waste of time. If the frontline can filter some people, then the final decision will be made during the executive interview.

A common problem in current recruitment is that when recruiters see the job application information, they cast a wide net and directly arrange interviews without detailed communication afterwards. If they can communicate with the job seekers in the early stage, such as Job responsibilities, salary issues and rigid requirements will improve work efficiency. There is a high possibility that those who stay for interviews will not learn about them in person, which wastes both the interviewer's time and the leader's time. .

So, from now on, we should rectify the recruitment system. After briefly understanding the other party, we will invite you for an interview instead of directly saying that you are interested in an interview.