How do start-ups recruit talents at low cost

How do start-ups recruit talents at low cost

How do start-ups recruit talents at low cost? Enterprises can't develop better without talents. Entrepreneurial companies attach importance to the demand for talents, but talents have a cost. So how do start-ups recruit talents at low cost? Let's have a look.

How do start-ups recruit talents at low cost? 1 It's the most difficult to be a company, but what's the difficulty?

In fact, management is three things: managing people, managing affairs and managing teams.

Which of the three is the most important? Many people say it's a manager, because as long as you manage people and things well, the management team will naturally solve it.

But this kind of management often worries managers.

On the one hand, it is impossible to recruit suitable talents, especially in the early stage of business, when the company was poor, it was difficult to tell the story of "Cai Chongxin gave up his high salary of 10,000 yuan to get a monthly salary of 500 yuan in Ali".

On the other hand, real talents are often unwilling to obey management. If you manage too much, they will "fall behind", and it happens from time to time that competent subordinates contradict their superiors. And if you neglect management, it will be even worse. Not only was no one obedient, but the whole team was in a mess.

In addition, there are more questions:

How to build a talent echelon, how to cultivate talents, how to establish a scientific performance appraisal system, how to select good cadres, how to build an indestructible team, and how to divide the money. ...

Too many problems in the company are actually rooted in "people". Solving the talent problem well can avoid many "emergencies".

Only when the company builds a talent echelon can the development of the whole company be more stable and orderly.

If start-ups want to get on the right track as soon as possible, they must take the lead in talent management.

So, are there any benchmarking companies to learn from?

Of course, that's Huawei.

In recent years, more and more companies and entrepreneurs began to learn from Huawei.

Founded in 1987, Huawei has grown from a dozen employees to150,000 employees, from an initial capital of 20,000 yuan to a revenue of over 800 billion, and from a small workshop to a fortune 500 company. Ren said that Huawei's success is largely the success of talent management.

In recent years, in the face of attacks from foreign forces, Huawei's pressure can be imagined, but Huawei people are United and show great cohesion.

Huawei people who are "twisted into a rope" have achieved technological breakthroughs many times and still sit firmly in the forefront of technology giants, making foreign competitors feel frightened!

This also shows that the ability of talent management is also the core competitiveness of enterprises to a great extent!

Therefore, every company should seize the "talent bonus" and make talent management an essential ability for outstanding entrepreneurs.

Only by building a talent echelon can the company's future development be more stable and orderly.

If start-ups want to get on the right track as soon as possible, they must take the lead in talent management.

How do start-ups recruit talents at low cost? How do they get useful talents at low cost?

1. The essence of marketing recruitment is the self-promotion of enterprises.

The reason why a candidate finally chooses to join a company is not only related to the price (salary, welfare, etc.). ), but also his fancy for the value (employer brand) provided by the company.

take for example

When a potential candidate is looking for his next job, he will first log on to a recruitment website and see the colorful signs of dozens of companies on the homepage of the website. As long as you click in, you can see the specific recruitment requirements and promised treatment of this company. So, which company's LOGO will the candidate click first?

As HR veterans know, many times, companies have no chance to sell themselves to candidates, because you never know whether candidates will introduce your company, let alone the attractive salary, benefits and future business designed by CEO.

Therefore, no matter how many recruitment channels are established and how many recruitment advertisements are published, when potential candidates choose to ignore or skip these recruitment advertisements, all recruitment investment will be wasted. In order to cope with this embarrassing situation, emphasizing employer brand has become the main technical means of "marketing school".

Employer brand is a concept that has appeared in recent years. Broadly speaking, enterprises have a broad understanding of employer brand, including partial total compensation management, employer reputation management, enterprise employee value system, differentiated means to improve the input-output ratio of human capital, a manifestation of corporate culture and so on. In a narrow sense, the enterprise's understanding of the employer's brand is a kind of market behavior, just like the market activity when selling products.

The power of employer brand is very obvious. For example, a famous brand and an unknown brand advertise the same job. Well-known enterprises can receive more resumes of candidates and select better candidates. Of course, the so-called well-known brands are few after all, but if you want the long-term sustainable development of enterprises, you must begin to pay attention to the cultivation of employer brands. This is not only a matter of HR, but also something that a corporate CEO should consider.

It should also be emphasized that employer brand and product brand are not the same concept:

Although some companies have a good product reputation, it does not mean that they have a good employer brand;

Candidates may often use the products of this company, but they may never have the will and impulse to join this company.

The promotion of employer brand is the same as the promotion of product brand, which cannot be achieved overnight. The most effective way is to train employees to be brand ambassadors of enterprises.

2. On the basis of input-output analysis, the fish pond school determines the best "feeding place".

If recruitment is regarded as fishing, then the practice of "marketing school" is like trying to attract big fish by throwing bait. Correspondingly, the "Fish Pond School" is keen to build its own fish ponds and talent pool.

The professional tool commonly used by "Fish Pond School" is talent map;

Analyze which functional positions, industries and regions the talents you need will appear in;

Determine the priority according to the number, quality, job-hopping intention, salary level and fierce competition procedures of potential candidates;

Conduct further qualitative and quantitative analysis, such as analyzing job seekers' behavior habits, salary expectations and personal needs;

According to this information, establish targeted sales strategies or put targeted job advertisements. In this way, the recruitment orientation of enterprises will be clearer, the recruitment direction will be more accurate, and the input-output ratio in the recruitment process will be higher.

Another creative practice of "Fish Pond School" is to "fish" in another fish pond. For example, many companies have crazy interviews in the campus recruitment season, and the scene is huge. It can be said that "gongs and drums are loud and firecrackers are ringing". However, in the end, only dozens of students were recruited, and the time and cost invested can be imagined. If the company's "drunkenness is not about wine" and only promotes the company's employer brand through campus recruitment, it is another matter. In recent years, the employment situation in Hong Kong and Taiwan is not optimistic, so many enterprises have begun to expand new channels, which is the idea of changing fish ponds.

The most unique trick of "Fish Pond School" is to build their own fish ponds. Instead of relying on others and competing with many competitors, it is better to establish an exclusive talent pool. Employees who voluntarily leave their jobs, candidates who refuse the company's Offer, outstanding candidates who have no suitable positions for the time being, and potential candidates who fail the interview can all become members of the company's talent pool. Of course, it is easy to build a fish pond, but it is not easy to make water alive. Many enterprises have invested money and time to repair fish ponds, but because they don't often change water, the resumes in the talent pool have become "dead resumes": either no one can be found or the personal situation of the candidates has changed.

3. Lean faction ensures that every action in the process can add value and reduce or control the number of actions that do not add value.

"Lean School" firmly believes that no matter what concepts and methods are speculated in the industry, recruitment will eventually return to the most traditional norms such as resume acceptance, resume screening, interview, evaluation, Offer, entry and process management. While the whole world is talking about the mobile Internet and e-commerce, the German manufacturing industry is still promoting Manufacturing 4.0 in a down-to-earth manner, and always insists on improving efficiency and effectiveness from different angles.

The core of lean is to start from the customer's value, ensure that every action of the process can add value, reduce or control the number of non-value-added actions, and minimize the possibility of waste. As far as recruitment is concerned, "lean schools" focus on the following two aspects:

First, from the perspective of the management of the whole recruitment process, analyze the whole circulation process of resumes from candidates to HR and then to business managers, so as to reduce waiting time and duplication of work, make HR manage the whole process more easily, make business managers more easily understand the recruitment status, and make candidates get a better customer experience.

Second, improve the decision-making accuracy of HR and business managers and make the decision-making process more objective. Many times, managers can't decide the right candidate decisively, but will ask for more interviews with several candidates, which undoubtedly increases the recruitment cost and lengthens the recruitment cycle. Therefore, "clear recruitment objectives" and "objective evaluation and decision-making with tools and methods" are two operational technical routes. In the process of practicing these two routes, HR needs to deal with too many things, such as formulating more quantitative job requirements standards through the analysis of the company's core competitiveness; Communicate with the business manager more accurately and understand the needs of the business manager in depth; Analyze the personality characteristics of existing teams and business managers; More targeted search for suitable candidates; Use more effective and accurate personality or ability assessment tools, etc.

The optimization of all these processes and tools will eventually make the recruitment process simpler, hiring decision more objective, and the recruitment results more accurate, thus effectively improving the effectiveness of recruitment.

4. Internet thinkers break down all obstacles between enterprises and applicants.

Internet thinkers are the most fashionable group at present. They believe that the main obstacle to recruitment is the communication channel between "enterprises" and "candidates". An important guiding direction of internet thinking is to break all intermediate links, which is like "drip taxi" to passengers and taxis, and "public comment" to customers and restaurants. As long as all the intermediate links between "enterprise" and "applicant" are broken, the recruitment efficiency can be improved and the cost of obtaining talents for enterprises can be reduced.