On how to attract talents in small and medium-sized enterprises

First,? Overview of talent-related issues in small and medium-sized enterprises? 1, SME concept? According to the relevant provisions of the Law on the Promotion of Small and Medium-sized Enterprises, small and medium-sized enterprises refer to all kinds of owners and enterprises established in People's Republic of China (PRC) (China) that are conducive to meeting social needs, increasing employment and conforming to the national industrial policy. ? 2. What is the relationship between attracting talents and the development of SMEs? (1) Attracting talents is conducive to cultivating an excellent management team. The quality of managers plays a decisive role in the success or failure of enterprises. At present, excellent enterprise managers are the most precious and scarce resources for us to develop market economy. A high-quality manager can make an enterprise grow from small to large and from weak to strong. Strengthen and improve the development of human resources in enterprises, and improve the mechanism of selection, use, encouragement, restraint and supervision. Only by creating an environment and conditions for outstanding management talents to stand out and grow healthily can more and more outstanding managers of small and medium-sized enterprises be trained and talent guarantee be provided for the development and growth of small and medium-sized enterprises. ? (2) Attracting talents is conducive to attracting and retaining all kinds of talents with professional skills and skills. Talent is the most important resource for scientific and technological progress and economic and social development, which determines the rise and fall of an enterprise. Science and technology are the primary productive forces, and the quality and quantity of scientific and technological talents represent the scientific and technological level and competitiveness of an enterprise. Only by strengthening and improving the development and management of human resources can small and medium-sized enterprises gradually establish and improve the mechanism of retaining and employing people, help enterprises attract and retain all kinds of professional and technical talents, and provide technical support and intellectual guarantee for the continuous development and growth of small and medium-sized enterprises.

(3) Attracting talents is conducive to improving the overall quality of the labor force. By attracting outstanding talents, we can cultivate and bring up a large number of talents that are useful for the development of small and medium-sized enterprises, such as business managers, skilled workers, marketers who are familiar with business, scientific researchers who master high technology, market developers with international vision, futures brokers who can control business risks, judicial consultants who are familiar with legal provisions, and senior accountants who are good at financial management, so as to keep the overall quality of enterprise employees at a high level. The improvement of employees' personal and overall quality is directly reflected in improving labor productivity, continuously reducing costs and reducing product quality problems caused by improper technology or operation. Coupled with the appropriate market development mechanism, small and medium-sized enterprises will certainly be able to occupy a place in the fierce market competition and develop and grow. ? (4) Attracting talents is conducive to enhancing the cohesion and attractiveness of enterprises. By strengthening and improving talent attraction, small and medium-sized enterprises can not only establish a reasonable incentive mechanism within the enterprise, but also create a healthy and upward corporate culture, which is of great significance for enhancing employees' sense of identity and belonging to the enterprise and guiding employees to share the same fate with the enterprise. ? (5) Attracting talents is conducive to enhancing the competitiveness of SMEs. In order to adapt to the new situation of economic globalization and China's accession to the WTO, and actively participate in international economic and technological cooperation and competition in a wider range, in a wider field and at a higher level, small and medium-sized enterprises must attract outstanding talents and fully tap their human resources advantages while introducing foreign advanced technology and management experience. This is more conducive to mastering and applying advanced technology, and is also conducive to continuously developing new products, opening up new markets and improving corporate profits. ? 2. What are the problems and difficulties for SMEs in attracting talents? 1, lack of human resources strategic planning? Because of its scale and management level, small and medium-sized enterprises often ignore the planning of human resources, and fail to formulate specific plans for personnel replenishment, personnel use, personnel replacement and promotion on the basis of enterprise strategic objectives, business plans, production plans and financial plans, and fail to formulate relevant policies of "selection, education, use and retention" to meet the needs of enterprises for talents. Therefore, in human resource management, the quality of personnel can't keep up with the requirements of enterprise development, and the brain drain is serious, and talents can't be introduced or retained. It limits the development speed of enterprises and makes them lose many development opportunities. Especially in recent years, the rapid development of small and medium-sized enterprises makes human resources in short supply, and the lack of middle and senior managers and technical backbone personnel makes the development of small and medium-sized enterprises lack stamina. 2 ? 2. Is there a cognitive bias in the concept of talent management? At present, most small and medium-sized business owners have not realized the importance of talents, and because of their lack of confidence in cultivating talents, they are worried that the human and material resources invested will not be rewarded and that talents will not be able to serve them for a long time. Therefore, they do not hesitate to invest a lot of money in equipment, factories, raw materials and other hardware, but they are unwilling to spend a penny more on corporate talents, resulting in insufficient investment in human resources. On the one hand, this gap in understanding concept regards human resources as labor costs. With the rapid development of enterprises, there is a strong demand for talents, and talents are regarded as a tool for profit. When an enterprise encounters difficulties, human resources become liabilities. On the other hand, they think that people are hired to make money and can be rewarded by paying wages, so they are unwilling to invest in talents to make them develop and add value. At the same time, in the process of using talents, business owners also have unrealistic expectations for talents and always demand "immediate results". This short-sighted approach can neither really find talents nor give them much room for development. In these small and medium-sized enterprises, talents can't see the room for growth. After mastering certain skills, they often quit their jobs and take away some customers of the enterprise. This further strengthens the wrong ideas of business owners that "talents are unavailable" and "they must never be allowed to learn anything other than basic work skills". This vicious circle has the greatest impact on the long-term development of small and medium-sized enterprises themselves. ? 3. there are many misunderstandings in the process of cultivating talents if you are thirsty for talents? (1) Unrealistic expectations for talents. People think that as long as they have a high degree of education, such as doctor's degree and MBA degree, they must be qualified innovative talents. Therefore, the talents introduced by small and medium-sized enterprises are getting higher and higher, but there are fewer and fewer practical talents, resulting in a large accumulation of talents and a great waste of human resources. ? (2) Manage talents like messengers. Employees of enterprises are regarded as eternal "wage earners", even the most advanced talents are only part-time, with strict internal hierarchy and lack of equal exchanges, dialogues and communication with employees. ? (3) despise the value of talents. We should take human capital investment as the lowest possible cost and the least as the main goal of the budget, instead of paying more attention to attracting talents, cultivating talents and boosting morale, and seeking the best value and way of input and output in the foreseeable planning period. ? (4) Talent growth is not supported by cultural environment. The growth of talents needs a good atmosphere and a harmonious and relaxed environment. Small and medium-sized enterprises are indifferent to employees' awareness of "cultural quality education", and the awareness of enterprise number culture construction is poor, and the cohesion, centripetal force and combat effectiveness of enterprises have not really formed. ? 4. Pay too much attention to the ability of business owners? Most small and medium-sized enterprises in China were founded under very difficult conditions. As entrepreneurs, business owners are generally very capable, not only planning, but also practicing, and have the ability to overcome the harsh environment and create conditions for the development and growth of enterprises. But these small and medium-sized business owners often have inflated personalities. I think as long as I have the ability, I can run the enterprise well, so I neglect to cultivate my leadership charm, and I tend to act arbitrarily and disrespect employees in my work. At the same time, a considerable number of SME owners have doubts, especially for employees outside their family members. In an enterprise, only the boss has the final say, and the boss will do what he likes, but he won't do what he doesn't like and doesn't pay attention to, resulting in "rule by man" in dealing with problems. The outstanding talents who really have their own ideas and opinions and hope that enterprises can carry out standardized management are often thankless. Those who do everything according to the boss's wishes are highly valued in enterprises, and there is a serious crisis of trust between bosses and employees. In desperation, many senior talents can only choose to leave. ? 5. The corporate culture atmosphere is not strong? The phenomenon of inequality, injustice and disharmony in labor relations of small and medium-sized enterprises in China is very common, and the irregular labor relations make the legitimate interests of employees unable to be protected by relevant laws. For example, employees' working hours are extended at will, and employees' wages are often deducted and owed; Poor working conditions, poor working and accommodation environment, less investment in major labor security such as pension, unemployment and medical care, and lack of necessary labor security for employees. At the same time, the working environment is not good and there is a lack of good corporate culture. Small and medium-sized enterprises tend to have narrow activities and strong regionality, especially the personnel composition is more obvious, which sometimes tends to form an exclusive corporate atmosphere, which is not conducive to the introduction of new talents. Most small and medium-sized enterprises do not pay attention to the construction of their own corporate culture, employees lack common values, and their sense of identity and belonging to the enterprise is not strong, which often leads to the dislocation of personal values and corporate ideas, which is also an important reason why small and medium-sized enterprises are difficult to attract and retain talents. 4 ? Third, strategic suggestions for SMEs to attract talents? 1. Establish a modern enterprise system? In order to reduce the influence of family management mode and establish a modern enterprise management mode, small and medium-sized enterprise owners should play down their roles, make democratic decisions for the top management of enterprises, make institutional arrangements for the corporate governance structure of enterprises, train professional managers and then establish a good supervision mechanism, form a scientific and reasonable enterprise leadership system and organizational system, and improve the institutional basis for attracting outstanding talents for small and medium-sized enterprises. ? 2. Improve the existing management system of small and medium-sized enterprises (1), formulate a fair and reasonable performance appraisal system, and fully mobilize the enthusiasm and creativity of employees. Form a mechanism atmosphere of fair competition in enterprises, encourage employees to work hard, make outstanding talents stand out and attract more talents. Take a variety of effective measures to maintain the relative stability of the backbone team, and at the same time, with the continuous development of the economy, make the internal talent flow channels unblocked, vigorously promote the rational flow of all kinds of talents, and realize the optimal combination and scientific allocation of talents. ? (2) Establish an incentive and restraint mechanism and a reasonable salary management system. Small and medium-sized enterprises must form a scientific and reasonable enterprise leadership system and organizational system, and build an effective incentive and restraint mechanism, so that managers can be promoted and demoted, personnel can enter and leave, income can be increased and decreased, human resources potential can be fully tapped, employees' enthusiasm can be stimulated and mobilized to the maximum extent, an effective salary system with external competition, internal fairness and motivation can be established, employees' willingness to work can be fully mobilized, and their efforts can be in line with enterprises. ? 3. Improve the overall quality of small and medium-sized entrepreneurs? Some small and medium-sized business owners in China monopolized power after their successful start-ups. The limitations of entrepreneurs' personal qualities and abilities restrict the further development of enterprises. The improvement of self-cultivation of small and medium-sized entrepreneurs has a great influence on attracting talents. The majority of small and medium-sized entrepreneurs must correct their own style, improve their own connotation and personal charm, and enhance the cohesion between talents and themselves and enterprises. Governments at all levels should also put strengthening the construction of small and medium-sized entrepreneurs on the important agenda, establish and improve various systems that can improve the quality of small and medium-sized entrepreneurs, strengthen education and training of entrepreneurs, and guide the improvement of entrepreneurs' quality. ? 4. Create conditions for SMEs to attract talents? Small and medium-sized enterprises should classify and manage the employee compensation system according to the actual situation of their posts. Talents engaged in technical work can be rewarded in the form of project commission according to the benefits brought to enterprises by the projects he participates in; ? For those who are engaged in management, the method of "management by objectives" can be adopted. 5. Set a certain management goal, and determine the benefit wage amount according to the completion degree and effect of the goal; For those who work in the market, the remuneration can be determined according to the market performance, and at the same time, it can be supplemented by the method of "management by objectives", such as those who cannot be directly measured in exploring new markets, creating potential consumer markets, and enhancing corporate visibility. At the same time, actively participate in the reform and construction of the social welfare system, and strive to establish a relatively perfect welfare security system according to the provisions of the law and their own conditions. ? 5. Take the initiative to care about the living and working environment of employees? There are many new migrant workers and small and medium-sized enterprises, far from home, and their knowledge level is relatively low. Lack of social experience and poor stability are the main problems. Homesickness after work will make migrant workers feel bored with their work after working for a certain period of time. Small and medium-sized enterprises focus on business operations, and enterprises have no time to take care of their psychological needs. Some operators and managers are bossing them around, and their management methods are simple or even rude. These groups feel that they are in a different place, depend on others and don't understand laws and regulations, which makes them cautious and passive to managers. Even if they have great dissatisfaction or even disgust, they dare not show it for fear of getting into trouble. They often feel wronged and helpless when they encounter things that are not suitable for them at work, and some people with poor self-sustaining ability will also do things that violate the law and discipline. Therefore, employees need the care of the enterprise, and the person in charge of the enterprise needs to communicate with them so that they can feel the care, help and attention of the enterprise. ? 6. Strengthen the cultivation of corporate culture? Corporate culture will strongly affect the fundamental view of employees, leadership style, organizational structure and its relationship, and the use of corporate control functions. These are the main factors that affect whether an enterprise can effectively attract talents. A good corporate culture can not only stimulate the enthusiasm of all employees, unify the thoughts and desires of enterprise members, and help Qi Xin achieve the strategic goals of the enterprise, but also be an effective means to attract and retain talents. ? To sum up, with the deepening of reform and opening up, the competition faced by small and medium-sized enterprises in China has also intensified rapidly. Talents have also become the key for enterprises to establish competitive advantages and seize development opportunities. It can be said that the concept of "attaching importance to talents and putting people first" has been widely accepted by small and medium-sized enterprises. But it takes a certain process and time from accepting an idea to turning it into effective action, which is more difficult. In this process, the effective method is to formulate corresponding strategies and methods to attract talents according to the internal and external environment of enterprises, and constantly improve and perfect them in practice, so that enterprises can be in an invincible position in the fierce competitive environment.