Analyze which small enterprises are suitable for recruitment management.

1, ignoring the talent pool. People are the most critical factor in the development of any enterprise. Small and medium-sized enterprises lack a clear development strategy, so they lack a plan that matches the strategy. At present, the concept of "a radish and a pit" is popular, and enterprises will only consider recruiting when employees resign and jobs are vacant. This makes China.

There is a great randomness in the recruitment of small enterprises, which often decides the recruitment standards temporarily and lacks the concept of talent reserve. What's more, SMEs lack their own brands and popularity. It is difficult to attract more and better high-quality talents, which has laid a huge foreshadowing for the failure of recruitment, selection and appointment of human resources in enterprises.

2. There are deviations in the concept of employing people. Because small and medium-sized enterprises have no clear definition of recruitment positions, they simply do not consider the problem of job matching. In the recruitment process, no matter what position, we only pay attention to the academic certificate, but ignore the potential ability of job seekers, thus missing those potential talents. Due to the limited funds of small and medium-sized enterprises and the imperfect salary and welfare system, it is easy to lose high-paid talents when large enterprises provide more favorable conditions. If small and medium-sized enterprises want to retain talents, they must further improve their treatment, which invisibly increases the investment of human capital and brings greater burden to the development of enterprises.

3. The quality of recruiters is uneven. Recruiters often represent the image of the enterprise, and the initial impression of job seekers on the enterprise often comes from recruiters. Many problems of recruiters directly affect the effect of recruitment. At present, many small and medium-sized enterprises are engaged in human resource management, with several jobs, no professional background and lack of professional knowledge of human resource management. When interviewing candidates, they are condescending and perfunctory, which makes job seekers subjectively think that the enterprise lacks humanistic care and vitality, thus losing interest and confidence in joining the enterprise, affecting the recruitment effect and damaging the corporate image.

4, can't keep talent, employee mobility. This is a common problem of small and medium-sized enterprises. To develop steadily, enterprises must retain experienced and valuable employees. Because the disadvantages of small and medium-sized enterprises are obvious, there is no systematic training, no platform to give full play to individual abilities, no competitive salary and no good promotion channels. This has led to the gradual loss of employees who master core skills in small and medium-sized enterprises, and they have jumped to large enterprises. Small and medium-sized enterprises can only recruit new personnel and spend a lot of manpower and material resources on training. Without the support of experienced talents, the development of enterprises will not be guaranteed, thus forming a vicious circle.

5. The investment of enterprise recruitment funds is limited. Small and medium-sized enterprises often pay little attention to talent recruitment and have limited budgets. However, in talent recruitment, recruitment channels are almost always in the form of fees. The recruitment of large enterprises often involves a lot of manpower and material resources, such as the company's self-built website recruitment publicity, large-scale recruitment advertisements in newspapers and periodicals, large booths in the talent market, recruitment website advertisements and so on. These are unaffordable for SMEs. Therefore, in order to reduce the investment in recruitment, SMEs can only choose relatively cheap recruitment methods. The problem of funds indirectly becomes the problem of recruiting talents for small and medium-sized enterprises.

Bottleneck.

6. The screening method needs to be improved. On the one hand, the recruitment of enterprises is often influenced by the personal qualities of interviewers. The interviewer lacks certain training, so the comprehensiveness of his judgment experience and related ability is difficult to reach the standard, and it is easy to deviate from the interview conclusion. On the other hand, SMEs mostly use online recruitment channels. Faced with resumes containing a lot of water, this requires recruiters to have high screening ability, otherwise people who spend manpower and material resources on interviews often do not meet the needs of enterprises. How to improve the means of talent selection is an urgent problem for effective recruitment of small and medium-sized enterprises.

Third, facing the recruitment difficulties of small and medium-sized enterprises, the following countermeasures are put forward

1, improve the basic work of human resources in enterprises. Small and medium-sized enterprises must attach importance to the basic work of human resources and establish a scientific and standardized human resources management system. Enterprises should have long-term human resources planning, and cannot adopt the current recruitment method.

(1) Formulate scientific human resources planning. According to the strategic objectives of the enterprise, formulate necessary policies and measures for the acquisition, retention and development of human resources, so as to ensure that the enterprise can obtain all kinds of needed talents at the required time and post. According to the changes in the market, we should re-evaluate and adjust the human resource planning of enterprises in time, meet the demand for talents in the external business environment in time under the condition of ensuring the core competitive advantage of enterprises, and improve the preparatory human reserve planning. Human resource planning should be regarded as a long-term project, and should be constantly improved to better suit the development of enterprises.

(2) Develop a clear job analysis. According to the strategic objectives of the enterprise, determine the core competence that the enterprise needs in reality and in the future, determine the core talents that the enterprise needs, conduct job analysis, formulate talent recruitment and reserve plans, formulate talent training and development plans, formulate talent salary and incentive plans, and formulate talent performance appraisal and promotion plans. Only by doing the preparatory work well in the early stage can the subsequent recruitment work be carried out efficiently.

2. Establish a professional recruitment team and a perfect recruitment system. First of all, enterprises must be equipped with personnel with professional human resources knowledge and make a complete plan for the whole recruitment process. If there is no reasonable and standardized operation process, it will objectively cause unfairness and disrespect to job seekers and damage the corporate image of employers. Improving the quality of recruitment team will not only bring high-quality talents to enterprises, but also bring higher public relations image to enterprises. When arranging employee recruitment, enterprises should pay attention to employees' personality characteristics, personal qualities, knowledge and ability structure and age levels, make them match reasonably, form an ideal level distribution, comprehensively improve the comprehensive quality of human resource recruiters and enhance their attractiveness to job seekers. At the same time, enterprises should strengthen the comprehensive training of recruiters. Through various forms of organizational training, its business and comprehensive quality meet the requirements of the enterprise, and it can truly become an enterprise.

The industry recruits suitable talents.

3. Establish a correct attitude towards employing people and promote corporate culture. Human resource recruiters should treat every job seeker who applies for a position in an enterprise correctly and express their gratitude and respect based on the people-oriented concept. Especially the losers, their information should be entered into the talent pool and considered for a long time. In this way, enterprises not only get the desired talents, but also get the hearts of potential talents, which lays a good foundation for the recruitment of human resources in enterprises in the future. The recruitment of enterprises must attach importance to the publicity of corporate culture and strive to find the recognition of corporate culture. This can not only stimulate the enthusiasm of all employees, unify the thinking of enterprise members, and Qi Xin will work together to achieve the strategic goals of the enterprise, but also be an effective means to attract and retain talents.

4. Increase the investment of recruitment funds and choose appropriate recruitment channels. Although the funds of small and medium-sized enterprises are limited, they should also appropriately increase the input of human resources within the tolerable range, because only by attaching importance to the recruitment of enterprises and the cultivation of talents within enterprises can enterprises achieve leap-forward development. In fact, there are many channels for enterprises to recruit talents, and each channel has its own advantages and disadvantages. How to choose an effective and cost-saving recruitment method is very important.

(1) Recruitment in the talent market. The advantage of this kind of recruitment is that enterprises can communicate face to face with job seekers, and the effect is obvious. The disadvantage is that it is difficult to recruit suitable candidates at the job fair due to the limitation of the quality and quantity of candidates.

(2) Online recruitment. This kind of recruitment is mainly to select some good talent websites to publish recruitment information through open membership, or narrow the scope of recruiters through search, and get the contact information of job seekers to inform candidates. The advantage of this method is that the early effect is outstanding, and there is more information about suitable candidates. The disadvantage is that the personnel investment is large and the follow-up is not easy.

(3) Newspaper advertisement recruitment. Although the effect of this method is also worthy of recognition, the disadvantage is that the cycle is short and the investment is large for enterprises.

(4) Campus recruitment. This kind of recruitment is for all fresh graduates. Although there is a lot of flexibility and development space, but there is no practical work experience, the positioning of the profession is not mature enough, the mentality is not stable enough, and the job-hopping rate is often high.

(5) acquaintance introduction, employee introduction. This method has proved that the stability of personnel is the best, and it can also save the recruitment expenses of enterprises to the greatest extent. However, judging from the current situation, insider recommendation will bring some negative effects to the management of enterprises, such as nepotism and cliques, which is not conducive to the unity of enterprises.

The above recruitment methods have their own advantages and disadvantages. Small and medium-sized enterprises can flexibly choose suitable recruitment channels and find suitable talents.