5 ideas to make recruiting easier

1. The difference between recruitment and attraction

First of all, I would like to ask you a question: Usually, traditional companies refer to talent attraction as recruitment. In human resources management, talent recruitment is also very important. module. So, why are some companies, even companies in the same industry, very attractive and easy to recruit, while some companies have good performance but find it difficult to recruit? Why is recruitment difficulty so different even for different departments within the same company?

We are all HR practitioners, and I believe we all feel the same way: it is very difficult to recruit for some departments, and we can recruit people in place quickly; while for some departments, it is very difficult to recruit. Big, we recommended dozens of people, but in the end we could only recruit one or two people. Let’s think about the reason for this?

Based on this question, the topic I want to discuss with you is: Do we need to recruit or attract talents? This difference is very big. Because recruitment means that we have to take the initiative to capture, search for, and hunt people; attraction means in turn to do introspection and reflect on whether the company or departments within the company are attractive to our external talents and even internal personnel of the company.

Why is it easy for some departments to attract the right talent, but not others? If it is a group company, why are some companies highly attractive while others are not? This issue is worth exploring.

Therefore, Haier puts forward the concept of "talent attraction instead of talent recruitment", that is, we must reflect on whether the company or its departments are attractive, and whether they have a certain degree of attraction for the talents they want, and then go to Consider how to find these people and how to persuade them to join the company.

So there is a big difference between attracting and recruiting. The first thing to do in attracting is introspection, rather than just looking for candidates.

Many people say that it is increasingly difficult to recruit people born in the 1980s and 1990s, and even say that people born in the 1990s have no sense of responsibility. This is not the case. There are many companies that have used the post-80s and 90s generations very well and have not had similar problems. So why do they face such problems?

Therefore, we need to reflect and truly explore the attractions of our company for talents. Only from this aspect can we truly solve the difficulty of talent recruitment.

2. Employer Brand

In this chapter of the Talent Manual, we can read some cases, which mainly express:

1. External The carrier of communication must fully reflect the company's culture and image. This is very important, but it is only part of the connotation of our employer brand.

The author believes that employer brand is divided into two parts:

① The impact on external talents.

Everyone can think about what is employer brand? Do we need to promote, package, and tell others what kind of company we are? We will see many companies packaging their employer brands in this way to promote to the outside world that the company is only based on talent, regardless of seniority, and encourages young people to innovate and make mistakes. But is this actually the case in your company?

In the current Internet era, a lot of information is completely public, and people can easily learn information about relevant companies from various channels. If the company's promotional concept is inconsistent with the actual situation, and the company is deliberately packaged just for the purpose of attracting talents, then your candidates will also easily discover this layer of packaging. Once they find that the packaging layer is inconsistent with the actual situation, At that time, will such packaging and brand promotion be helpful in attracting talents?

As you can see from the brand translation article:

The company's brand and reputation are a kind of promise, and it is very important to keep this promise. Even if you describe the company as a very excellent and fashionable company, in fact the company's standards are still stuck in the style of the last century. Even if you can attract talents in a short period of time, after these talents enter the company, they will find that the reality is very different from the propaganda. Big difference, they will leave soon too.

Then, the recruitment department will soon have to re-recruit these positions again, which will be a huge waste of recruitment costs and time.

We know that it is difficult to recruit a person, and the recruitment cost and time required to replace a person are several times the original. When I was sharing at university, I saw some data: In Internet companies, if you want to recruit talents from outside to replace an existing employee, the cost is 12-16 times the salary of the person who resigned. This waste of cost is huge.

② Internal promotion of the employer’s image.

Employer branding is very important internally to a company. Think about it, is the company really advocating the concept of external publicity? While promoting your employer brand externally, you will also mention your internal philosophy. If the concepts we promote externally are inconsistent with the actual actions we take internally, will people within the company agree with the propaganda concepts that the company does not actually practice?

Everyone knows that some companies with a bad internal atmosphere have such a situation. After new employees join the company, the old employees will convey mostly negative information to the new employees.

Therefore, the impact of employer brand on employees within the company is also very important. We must insist on ensuring that the promotion of the employer brand is consistent both internally and externally within the company. More importantly, in practice, we must ensure that the brand's commitment to both internal and external parties is fulfilled. Otherwise, employees will question some of the company's basic ethical standards, such as ethics and integrity.

In today's society, if there is a problem with your integrity, especially if the company's commitment to its employees cannot be fulfilled, negative information will spread much faster than positive information.

3. Employee value issue. In fact, when putting employee value plans in the employer brand, the first thing to consider is a question: Why can employees serve the company for a long time in a company?

We must admit that everyone’s human nature is selfish. For an employee to be willing to develop in a company for a long time, first of all, salary is the most basic and must meet the needs of daily life; and for employees, Especially for senior staff, another very important factor is that they must feel that their work is valuable. If your work is of no value to others, your position is dispensable, and your team and leaders don't take it seriously, then your employees won't work in this company for long.

Therefore, what we want to emphasize is the employee value plan, so that employees can feel that their positions are useful and valuable to other employees and departments. Only in this way can employees be more motivated to work, and I am willing to work in this position for a long time.

4. Candidates’ needs analysis

When it comes to candidate needs analysis, we often do it consciously or unconsciously, but most people do not consider “candidates’ needs”. "Requirements Analysis" is discussed as a formal topic, so we will take this opportunity to discuss this issue with you today.

Everyone knows that people at every level and every generation have different needs, encounter different problems, and the status they hope to achieve in the company is also the same. Not the same.

Of course, for ordinary working-class employees, salary is the basis for food and clothing, and income is crucial. But many times, when the salary level of employees reaches a certain level, money is not the only important factor. , even for some grassroots employees, money is not the only most important reason that affects their choice of career again.

What are the needs of post-95 employees, what do they really think about, and what can they get from the company? What are the needs of the post-80s generation, and what are the needs of the post-70s generation? Have we ever done such an analysis, even in a five-year period, to analyze what are the real problems encountered by most people of all ages? Can we use the company's resources to solve these problems?

If we can solve the pain points of employees of all ages and levels within the scope of our company's capabilities, the problems caused by recruitment will be reduced, instead of relying solely on financial investment. .

Therefore, I think investing what they need is more effective than simply attracting funds.

5. Correctly understand incentives

Then let’s discuss some things about the TD plan. TD - talent development, many companies are doing it. Some companies are very successful, while others are unsatisfactory. Why is this?

Everyone is doing talent development, and most companies do this: we will do Jiugongge, classify company members, carry out career planning for different types of people, and provide matching training. The company's expectation is that through these trainings and opportunities, employees will move forward according to their originally designed career plans.

But have you ever thought about whether the TD plan we do within the company is very similar to a child development plan?

Based on the child's specialties, we enroll the child in the corresponding tutoring class, hoping that through the training in the tutoring class, the child will be able to achieve what kind of results in the future. So think about it, are our designs for children successful? How many children have met their parents’ expectations? We designed a development plan, but the child did not implement it according to the plan. Is this a failure?

Then why did it fail? Why did the child fail to meet the requirements? In fact, it is very simple. The reason is that the child may not like the parent's way of training. The child's preferences may not be the training arranged by the parents. The child may not have the motivation to become a certain person at all.

So when we return to the enterprise, when we classify talents and make career planning for employees, have we considered the needs of employees and their real demands and ideas?

In fact, we may not know. I very much agree with the views in the book "Redefining Teams" written by Google CHO: Who is the main body for talent training?

1. Not the company;

2. Not his superior;

3. Not HR.

Because the company, superiors, and HR can provide employees with a lot of opportunities and training, but if employees don’t want to learn, there will definitely be no personal development. Just like parents provide a very good educational environment and resources for their children, but the children just don't learn, there is no way.

The theme and core of talent development is the person himself, not his company, superiors, or HR. Therefore, when we do talent development, we focus on the needs of people themselves, and only then can we do a good job in TD.

Therefore, from my personal point of view, the core of TD is to focus on individuals rather than groups. The demands of everyone in any group are different. Of course, some people will say that the company is large with tens of thousands of people, and TD is difficult to subdivide to the level of individuals. Then we can think that everyone has their own leader. Can these leaders be included in the TD plan?

We can carry out some human resources work through these supervisory leaders, because supervisory leaders are the best human resources managers for their subordinate employees. This is also directly related to motivation. The educational opportunities and training programs we provide are all motivating factors for employees.

Of course, there are other motivating factors, such as positive incentives, negative incentives, etc. mentioned in traditional human resources management. Various theories and methodologies are emerging in endlessly, but I think the most important thing is how to make employees passionate and willing to do it. This is the core of motivation.

We need to make a comeback. When we do anything, we must not forget the purpose of doing things, and we cannot provide incentives for the sake of incentives. Many of our human resources managers have fallen into such a trap. The incentive policies are very professional and the analysis of various tables is very complete, but what is the purpose of incentives? It is to make employees willing to work and work more. If it cannot achieve this effect, then the incentive policies we have made will be ineffective.

It can be imagined that employees’ desire and enthusiasm for work are very high. Because employees themselves are CEOs, if they succeed in doing things, they can solve a lot of financial freedom problems, which is completely different from simply earning a salary.

This is Haier's motivation method. Our purpose is to find ways to truly activate internal employees so that they are willing to do more from the bottom of their hearts.