How do small and medium-sized enterprises recruit and retain employees?

How do small and medium-sized enterprises recruit and retain people?

In fact, both small and medium-sized enterprises and professional managers are faced with misplaced choices. On the one hand, the company cannot find the right people, or it cannot retain them after recruiting them; on the other hand, professional managers have no "high branches" or "place to live", and no platform to display their talents. This is a pity for both parties. Regarding this issue, I have compiled relevant content for small and medium-sized enterprises to recruit and retain employees. I hope you will like the article!

1. When employing people, mentality is the first priority

If you want a company to succeed, you must first adjust your mentality and concepts. Then you must understand and dare to invest in talents. But often the smaller the business, the more reluctant it is to spend that little money, especially to invest it in people. Then you remember this sentence: when you have ten million, invest your money in three directions, one is people, one is innovation, and the other is market; when you have one million, invest your money in two directions. There are two directions, one is people and the other is the market; when you only have one hundred thousand yuan, you invest money in one direction, and that is people. Only people can help companies solve all problems they encounter.

In addition, as the boss of a small and medium-sized enterprise, the employer must break a misunderstanding, that is, not to be too short-sighted, but to have a long-term strategic vision. "It takes ten years to grow trees and a hundred years to cultivate people." Therefore, don't expect that after recruiting people, they will be able to work according to the company's requirements immediately, and that they will produce benefits quickly. After all, no matter what type of talent they are, after arriving in the company, they must be "sculpted" and "baptized" by the company to turn them into useful talents for the company, so that they can better make full use of them. The reason why small and medium-sized enterprises cannot retain the people they recruit often has a lot to do with the fact that the enterprise has not pruned the "timber" of talent.

2. Small and medium-sized enterprises must choose talents that suit them

The boss must make up for the lesson in business management. Don't say that if I can't do it, I can hire someone who can. This is directly equivalent to nonsense, because I have yet to see a boss of a Chinese small and medium-sized enterprise who can really let go. So don’t deceive yourself and others. The right way is to just make up for yourself. You don’t have to become an expert. At the very least, you have to learn basic knowledge, so that even if you invite experts in the future, you will at least have the basic ability to identify and judge. Otherwise, you won’t be able to tolerate, use or retain experts when they come.

When selecting and employing people, many small and medium-sized enterprises have the misunderstanding of "greedy for the big and the pursuit of perfection" and the pursuit of vanity. They always list education, experience, age, gender and even appearance as the first or required choice - -This is actually a strange circle. Many small and medium-sized enterprises often go to the talent market to recruit, regardless of the actual situation of the company. They often recruit "graduates from key national universities, undergraduate or postgraduate degrees, and more than X years of work"... Wait until the company recruits qualified so-called "talents" to the company , only to discover that those with high academic qualifications may not necessarily have high standards; those with good looks may not necessarily have strong abilities. However, I paid a high price to recruit these talents, so that the company spent money, but it did not play its due role.

3. Enterprises create talents, and talents create the future

As we all know, small and medium-sized enterprises cannot recruit talents, cannot retain them after they come, and cannot retain the hearts of those who stay. Airborne troops are not good. As a result, the veterans cannot keep up with the pace of enterprise development... The employment bottleneck restricts the development of enterprises, which has caused worry to countless bosses of growing enterprises. Poaching and hiring headhunters are all temporary measures, which are fine in the short term but hopeless in long-term cooperation. As the old saying goes: It is better to seek help from others than from yourself. Small and medium-sized enterprises need to build their own talent echelon, in addition to cultivating it themselves. If you can afford a high salary, others can afford it; if you have a high-level position, others can afford it more than you. There is a saying that any problem that money can solve is not a problem. This phrase is most appropriate when used in talent cultivation.

An ancient saying goes: "A thousand troops are easy to get, but a general is hard to find." To put it another way, why should we "require" generals instead of "generate" generals? In fact, every "general" is not born, but is tempered from the "army". If we can identify, select and train our own "army", we can "create" a number of "generals". Where did Haier’s Yang Mianmian and Chai Yongsen grow up? Who cultivated it? Where did Jack Ma's Eighteen Arhats grow up? And who trained it? Shi Yuzhu's basic team members never left him even when the Giant Building fell. Who gave them a chance? Who helps them grow? Companies are different, and there seems to be only one answer: the company cultivates them, and they grow with the company.

4. Small and medium-sized enterprises must build a platform for "people to make full use of their talents"

Compared with large enterprises, small and medium-sized enterprises are slightly less attractive in platforms and opportunities. Therefore, if they want to better It is important to retain people, allow them to better display their talents, and build a platform for them to display their talents. In fact, for small and medium-sized enterprises, the boss has to play more of a "director" role. You prepare various stage props, venues, role assignments, etc. As for how to sing and perform, that is a matter for professional managers.

5. Create an open, fair and just employment environment

The reason why many small and medium-sized enterprises cannot retain people is related to the lack of a comfortable and pleasant employment environment. Great relationship.

Some small and medium-sized enterprises also know the important role of talents in the enterprise, but they ignore the details, resulting in new employees' psychological imbalance, and finally have to "break up". The talents have already left, and many bosses are often still confused. Thinking, "My salary is not low in the industry, why did he leave?" As everyone knows, unfair treatment is the root cause of "divorce" between managers and companies.

In short, the selection and employment of small and medium-sized enterprises are very different from those of large and powerful enterprise groups. As small and medium-sized enterprises, they must combine their own corporate realities, view talents with a strategic perspective, and Use talents, do our best to provide a good working environment that talents need, build a fair and just employment mechanism, and use their own unique corporate resources to retain talents. Only with talents can small and medium-sized enterprises go further and do stronger. Only by being bigger can we remain invincible in the competitive state of "big fish eat small fish, fast fish eat slow fish".