It is difficult for small and medium-sized enterprises to recruit and retain people. What should they do?

It's hard to recruit people, but it's hard to keep them! Because employees are human beings, human nature is to seek advantages and avoid disadvantages, and small companies give people the feeling of instability and no future.

1. People with academic qualifications and ability naturally want to go up, improve their administrative level, manage more macro things and deal with more important problems. Are you willing to authorize?

If you give an incompetent newcomer a chance to exercise, grow and have the ability, he will naturally improve his treatment. However, in the budget of the company's development, he did not give employees the expected treatment, and of course he would leave.

3. If you are capable and lazy, you don't want to stay.

There is a way. The most important thing is to cross the bottleneck of development as soon as possible. When the company has a certain scale, treatment space and visible strength, then employees will naturally consider stable development better than job-hopping. Of course, there must be humanized construction and a retention plan with corporate feelings.

It is a way to show the future of the company, reassure employees, develop in the company, have a future and have money, so it is naturally not so easy to lose people and money, and it is also easy to recruit talents. Small and medium-sized enterprises must also be more careful in retaining talents. It's a pity that some enterprises think that everything will be fine if they recruit people, and wait until employees resign before retaining them by means of promotion and salary increase. However, at this time, employees often have made up their minds, even if they stay for a short time, they just have more buffer time to find a replacement.

? Reasonable salary and treatment

People in the workplace need money to support themselves and their families, and their efforts must also be materially affirmed. Therefore, as long as conditions permit, the company has the responsibility to provide as competitive salary and benefits as possible. At the same time, the company should pay wages on time, try to pay through the bank, and must also pay social security and housing provident fund according to regulations.

? Good working environment

A good working environment includes not only a beautiful and warm office and advanced facilities and equipment, but also reasonable working hours, friendly working atmosphere, clear post responsibilities and humanized system flow, so as to know people and be good at their duties. Let every employee give full play to his strengths with confidence and pleasure, give consideration to work and life, and comprehensively enhance his professional pride and happiness.

? High quality corporate culture

The company should continue to promote the construction of corporate culture, starting with the core values, business philosophy, service philosophy, talent philosophy, vision, development goals, mission, code of conduct, and institutional processes, so that employees and enterprises can have a clear idea and enhance their sense of belonging.

? Great potential for future development

The company should strive to create a good development prospect for its employees from the aspects of ability improvement, position promotion and career achievement;

First of all, provide more training and exercise opportunities, so that employees can gain experience and improve their management and leadership skills while mastering work-related knowledge and skills.

Second, establish a flexible and efficient promotion mechanism, especially the principle of "those who are capable are superior and those who are mediocre are inferior", so that excellent employees can have a broader promotion space. At the same time, it is necessary to establish a clear post change mechanism so that aspiring employees can realize career transformation.

Third, for some core managers and employees, we can consider giving certain equity or option incentives. If employees intend to leave their jobs and start businesses, they can also be guided to become partners such as raw materials, OEM/ODM suppliers or customers of the company.

How to reduce the loss of employee turnover?

Small and medium-sized enterprises have limited manpower, usually a radish and a pit. Once someone leaves, the replacement fails to arrive in time, which will not only increase the workload of the direct boss and other colleagues, but also inevitably lead to the gap in work efficiency. In particular, the sales staff may treat the customer's follow-up and collection negatively on the eve of leaving the company, and may take the customer away after leaving the company, causing irreparable losses to the company. In this regard, taking the sales department as an example, it is suggested that enterprises start from the following aspects:

? Establish a system of market research and customer information feedback, requiring sales staff to submit market research reports after business trips, and submit customer information feedback forms every week to keep abreast of customers' situation.

? Set full-time commodity sales staff (sales assistant or business) and customer service staff to avoid sales staff tracking customers alone and reduce dependence on specific sales staff.

? For the top 10% customers, the middle and senior management of the company should personally participate in the follow-up.

? Establish a regular reconciliation system to ensure that customers' debts are limited within the set proportion. If a single customer's debt exceeds the credit line or fails to repay according to the account period, the sales staff must be urged to intensify the dunning. If the payment is still not paid in time, we should consider suspending the supply.

? Deepen the cooperative relationship between the two parties through joint exhibitions and joint promotion, strive to make customers have a sense of identity with the company, brands and products, and increase the cost and risk of customers changing suppliers.

? Clean up small and micro customers with long-term sales performance in the last 5%, limited growth potential and poor reputation, and concentrate resources on cultivating high-quality large customers, so that even if the sales staff take away small and micro customers, it will not cause losses to the company.

I have answered similar questions before. I think the main reasons why small enterprises can't keep people are as follows:

1, the development prospect of the enterprise is not good, and many employees can see the end at a glance, so they leave and choose a better development platform!

2. The wages of enterprises are too low. If the salary of the enterprise is high, many people can still be retained!

3. Employees feel wronged, feel that the company atmosphere is not good, feel uncomfortable working in the company, and may choose to leave!

Part of the reason is that young people nowadays are very casual and willful, and they resign angrily when they are criticized a little at work. This is also a fact!

For specific problems, specific analysis

1. If your enterprise has no prospects and strength, it is almost impossible to retain people.

In view of the low salary, enterprises can improve the welfare of employees who can make great contributions to the development of enterprises, so that society can't be trapped with children, right?

3. Create a good working environment so that employees can feel the warmth of home in the company.

For the young people who resign after being wronged, they feel powerless. They can't stay if they want to. This kind of person is not expected to contribute much to the company.

It is difficult for small and medium-sized enterprises to recruit and retain people, mainly in several aspects.

1) First of all, the recruitment channel is single. Due to the popularity of small and medium-sized enterprises, many candidates themselves don't know which small and medium-sized enterprises are recruiting, and even if they do, it is difficult to be interested, mainly because relatively large enterprises face greater business risks.

2) The difficulty in recruiting SMEs is also reflected in the fact that the salary offered is not attractive enough. Compared with large enterprises, small and medium-sized enterprises themselves do not have enough financial strength in the early stage of development, so there is a gap between their salaries and those of large enterprises.

3) It is difficult for small and medium-sized enterprises to retain employees, which is mainly reflected in the lack of systematic management and overall vision guidance for employees. In addition, small and medium-sized enterprises themselves change frequently because of frequent changes in customer needs, which poses greater challenges to employees.

So how can we change this situation as small and medium-sized enterprises?

1) First of all, SMEs should attack in many ways, find more channels and find the people they want.

2) Secondly, in terms of initial recruitment, SMEs must give full play to their advantages over large enterprises and increase their attractiveness, which is mainly reflected in the following points:

3) SMEs should also pay more attention to the improvement of the overall management level of the company. This is not only conducive to recruiting and retaining employees, but also conducive to the long-term healthy development of small and medium-sized enterprises themselves. So what management should SMEs pay attention to? First of all, there should be an overall management methodology, such as from strategy combing to closed-loop operation data analysis. Secondly, the vision part should be fully discussed, and the management and employees of small and medium-sized enterprises should fully participate, so that everyone not only has clear goals, but also has confidence in the future. Moreover, through goal decomposition, everyone can gradually decompose the vision goal into tasks that need to be completed by departments and everyone, thus truly realizing the landing from strategy to implementation. If small and medium-sized enterprises can truly achieve such management, the company's development direction is clear, everyone has the same goal, and employees are highly motivated, it will naturally attract a large number of like-minded employees. In the long run, enterprises will gradually develop and their performance will continue to rise.

It's my pleasure to answer your question! I am a small studio that just failed to start a business. I summed up some experiences and shared them with you, hoping to be useful.

About recruiting people:

1. channel should be widely used in today's society, because your favorite job will be given priority, so a wider range may also attract some wait-and-see talents from other industries.

2. Recruitment doesn't need to be too formal. Modern and contemporary applicants need to have a heart-to-heart talk, but they can choose suitable candidates.

About retaining talents:

1, can you keep the talents you want, in fact, the personal charm of the leader is also very important. Let employees feel that following this leader can save a lot of detours and learn something, instead of just watching employees idle and thinking that wages are worthless. As long as they do a good job, they can relax a little.

2. Many people will have the mentality that they can't get the talents they want, so the boss also needs to give encouragement and recognition in time according to the ability of the personnel, and adjust the reasonable salary and position in time.

3. Some enterprises should also pay attention to recruiting fresh graduates and cultivating good seedlings. Abandoning the previous psychology that young people need to polish their spirits, we can teach them accordingly, but don't become a free labor force squeezed by some middle-level people. Novel ideas have fresh blood and may not leave a mark on today's society.

If my idea is useful, thank you for your support [prayer] [prayer]

As we all know, since the reform and opening up, small and medium-sized enterprises have sprung up, which not only solved the employment problem, but also narrowed the gap between urban and rural areas and activated the economic development of society!

However, SMEs have a common problem, which is more difficult to recruit people and more difficult to retain people! So how should we solve this problem?

Generally speaking, small and medium-sized enterprises are basically family businesses, and the introduction of talents depends more on the charm and pattern of bosses, and enterprises are far from management and system; Personally, in order to improve this phenomenon, it is necessary to break the phenomenon of family business management from the inside out, with the ability to go up and the inability to go down; So as to form a competitive mechanism and let employees have wolf thinking;

Let's talk about the specific reasons why we can't recruit people and can't keep them!

First, the recruitment information does not match the job seeker;

Second, job seekers do not meet the treatment of enterprises;

Third, there are differences between job seekers' thoughts and enterprise management culture;

Fourth, enterprises have no systematic training system;

What should be done to change the status quo?

First, clarify the needs of recruiters and establish job recruitment requirements;

Second, the treatment of enterprises is clear, communicate with job seekers and explain the promotion mechanism;

Third, specify a clear corporate vision, communicate and train with employees, establish a good emotional foundation, and improve employees' sense of belonging!

People are the productive forces of enterprises and one of the most valuable resources of enterprises. Enterprises that say it is difficult to recruit people and keep them are not clear about human nature. They have read many books on management, heard too much chicken soup for the soul, and done countless jobs in dealing with people. They have rules and principles, skills and methods, and finally they can't bypass human nature.

Understanding and respect is the premise of understanding human nature; Understanding the demand is the key; Cognition and satisfaction are the Tao; Recognition and reward are fundamental.

Summarize it in the most practical language.

There are many positions for recruitment, and there are also many applicants. You have no desire for me.

Nowadays, the pressure of life is so great that every adult or worker is in a state of wanting to leave but afraid to resign.

Because the post-70 s enterprises may have stabilized and will not leave easily, but their competitiveness, contribution to enterprises and space for creating value also tend to be stable.

If you were born in 1980s, gave birth to two children, and then paid off the mortgage and car loan, of course, you would choose a company with high salary and good treatment. Therefore, if most people think so, then there will be a situation in which enterprises continue to recruit and employees continue to resign, which has become a workplace cycle.

At the same time, the post-90s and post-90s, as a new army in the workplace, are no longer their primary demands for job hunting for a company's working philosophy of continuous fighting and lifelong struggle.

It's hard to keep people because demand and effort don't match.

Now the news that college students are cheated in their graduation work is endless.

The fundamental problem to be solved is that enterprises need to develop and employees need to live.

When they reach equilibrium, they may improve.

It is difficult for small and medium-sized enterprises to retain people, but mostly because of these two points.

I am the HR of a small and medium-sized enterprise, and I will answer this question.

Small and medium-sized enterprises account for a considerable proportion of all enterprises: it is said that the total number is 26 million, accounting for 97%. Small and medium-sized enterprises have solved a great employment problem. However, it is an indisputable fact that it is difficult to recruit and retain people. The reasons may be as follows:

Arrears of wages or non-performance of promises are important reasons why many small and medium-sized enterprises can't recruit people. Imagine that when employees pay their wages or honor their promises, business owners will delay their wages and promises until the end of the year, and this month will be delayed until next month, endlessly.

"Good things don't go out, bad things spread thousands of miles", this problem will soon spread everywhere, especially in small and medium-sized enterprises in inland provinces. Who wants to work in your enterprise once this information is released?

The system is imperfect and the implementation system is unfair. The system I'm talking about not only refers to the system that restricts employees such as attendance, but also includes the salary accounting system, annual leave system and other parts related to employees' interests. With these systems, it can be proved to all employees that enterprises are not operating here in the short term, but have their own long-term development goals, and they also hope that employees and enterprises will develop together.

When employees go out to work to earn money, they will switch to others if they have better opportunities. If our enterprise has a sound system and reasonable welfare treatment, it can reduce the abnormal flow of personnel and attract more employees in need. Sometimes, human feelings are also a way to keep people.

In the daily operation and management of small enterprises, they are often lenient to some employees and harsh to others, so it is difficult for employees to feel that enterprises are solving problems fairly. Let some employees be wronged, and the result is that people are gone.

The environment is poor and the labor safety of employees is not guaranteed. We are an enterprise engaged in mechanical processing industry. We have been to many enterprises of the same type, and what we have seen is very poor: raw materials are piled up at will, iron filings are piled up like mountains, old cars are still walking back and forth over employees' heads, and many people are walking around the workshop in slippers and shorts. There are no trees around the factory building, and raw materials such as steel plates and angle steels are also packed to the brim. Bad environmental conditions will make competent candidates stop, even if they pay more money, they should consider it more.

In view of the above reasons, small and medium-sized enterprises should start from changing themselves. First of all, don't default on employees' wages, because it is indispensable; Secondly, various management systems can be formulated according to the current situation and recent development goals of the enterprise, among which the welfare system should be clear and implemented so that all employees can find a sense of belonging; Then, pay attention to the image construction of the enterprise itself. With this kind of internal and external training, it will become an enterprise under the buttonwood tree. Why are you worried that you can't recruit or keep employees?

I'm HR from a small business. Welcome to pay attention and comment.