What causes enterprises to fail to recruit and retain talents?

Talent recruitment and talent use are three things. This is a work complex and a systematic project. The employer's business owner, the recruiter of human resources, and the front-line department manager who directly employs people all play a vital role in the selection and use of talents. Any of these three aspects is unprofessional, which will cause many obstacles to talent recruitment. In the process of recruiting and using talents, you may encounter the following three traps, which just explains why we good people can't recruit and talents can't stay.

The first trap: the employer's thinking is solidified.

1, unilaterally demanding and emphasizing the loyalty of employees, but ignoring the training and development of employees.

2, one-sided consideration of the control of labor costs, ignoring the value that high-potential talents can create.

3, habitually pay attention to the needs of external customers, ignoring the core needs of internal excellent employees.

4. Management thinking mode is backward, self-centered, and can't adapt to the work and lifestyle of the new generation.

The second trap: HR professional level is not up to standard.

1. unilaterally complete the recruitment work and tasks, and are not responsible for the quality results of the recruitment.

2. Unilateral reference books? Competency model? , but I don't know the actual talent standard of the current situation of the enterprise.

3. Passive implementation of unprofessional boss's orders, rather than pragmatic planning of human resources.

4.HR's personality characteristics are not sensitive to people, which affects the ability to persuade others.

The third trap: employers lack management level.

1, unilaterally responsible for personal performance and assessment, ignoring the cultivation and retention of talents; Human resources are often blamed for brain drain.

2. The star promoted at the grassroots level is the management, who knows little about the management knowledge of talents, does not have the ability to motivate and coach subordinates, and does not realize the people he needs most.

3. The department manager has a serious mountainism and adopts an exclusive attitude towards the entry of new people.

4. The employer is eager for quick success and instant benefit, with extensive management, and lacks systematic professional skills training for new employees.

Each of the three traps will cause immeasurable losses to the recruitment and use of talents.

Conclusion: employees join because of the enterprise and leave because of their direct boss! An excellent seed needs a suitable soil, an excellent talent and a healthy organization. The level of internal management will directly determine the final survival rate of recruiting talents!