Typical cases of small and medium-sized enterprises' urgent recruitment

No matter the scale of production, personnel, assets and influence, it is smaller than that of large enterprises. And generally speaking, the stability of small and medium-sized enterprises is worse than that of large enterprises. No matter the change of internal and external environment, the impact on small and medium-sized enterprises is far greater than that on large enterprises. Therefore, for talents, the risk of development in small and medium-sized enterprises is higher than that in large enterprises. In order to attract talents and participate in competition, some small and medium-sized enterprises have to implement high salary commitments when recruiting. Once the market situation changes suddenly, all kinds of promises are hard to be fulfilled, which makes the imported talents feel cheated. Coupled with other reasons, it is often difficult to retain talents. ?

2 unclear development ideas, leading to talent planning swing from side to side?

Because most small and medium-sized enterprises live in the cracks of the market for a long time and take the road of rolling development, products and output can not form a series and scale, which leads to unclear development ideas of enterprises. Most small and medium-sized enterprises do not have clear strategic objectives and long-term development plans in the course of operation, which leads to confusion in talent planning and makes it difficult to ensure the rational introduction and use of talents in their daily work. At the same time, the lack of innovation and poor innovation ability of small and medium-sized enterprises are also one of the reasons for brain drain. Because innovation ability directly affects the core competitiveness and development of enterprises, it will inevitably lead to brain drain. ?

3 the concept of talents is backward, and the selection and allocation of talents are arbitrary?

(1) When recruiting talents, the leaders or recruiters of some small and medium-sized enterprises often have a sense of superiority as a "giver" or "authority" psychologically, and cannot realize that their companies are far from having the ability to compete with their peers for talents, so that talents are not respected. (2) No matter what position you are recruiting, you must have a bachelor's degree and more than a few years of work experience. It seems that excellent talents are academic qualifications plus a period of work experience. You should know that a person's talent is not necessarily proportional to time and education. In fact, sometimes a lot of excellent talents are given to competitors. (3) Most SMEs have not formed a complete talent mechanism, and the allocation and selection of talents are arbitrary, and the optimal combination of talents has not been realized. In particular, there is no clear division of responsibilities in family-owned enterprises, and the staffing is vague and randomly selected, resulting in unfair working environment for employees and brain drain. ?

4 Ignore employee training and the professional development of talents themselves?

Most small and medium-sized enterprises are in the process of primitive accumulation, and often ignore the personal interests and career development of employees, and have much more demand for talents and pay much less. Due to the limited funds of small and medium-sized enterprises, the training budget is most likely to be cut in order to save money. Because for managers, training can't be effective in a short time, when the trainees leave the enterprise, the training investment will be wasted. In fact, employees want to get the greatest possible results in their career and try to find the best way to improve their professional level. If an employee can achieve his goal of continuous development in the enterprise, then he will stay and continue to develop, otherwise he will choose to leave. In addition, some small and medium-sized enterprises regard talents as the cost or money-making machine of enterprises, and sometimes make unreasonable demands on talents, such as extending working hours at will, without knowing that employees are a kind of human renewable resources, which will inevitably lead to the brain drain.

Strategies to deal with brain drain?

1 The environment keeps people and creates a positive employment environment?

(1) People-oriented management ideas should be established. An important reason why talents in enterprises think differently and can't figure it out is that the enthusiasm and initiative of work are often suppressed, making it difficult to realize their own values and ambitions. The idea of humanistic management focuses on enhancing the vitality and economic benefits of enterprises by mobilizing people's enthusiasm and coordinating interpersonal relationships. Through people-oriented enterprise management and competitive production and operation activities, people's will, intelligence and physical strength are exercised, so that people can obtain more comprehensive and free development. ?

(2) It should vary from person to person and give full play to talents. Human resource management takes people as the center and regards people as the most important resource, especially the talents of small and medium-sized enterprises. Its management mode is "people-oriented", people-oriented, supplemented by things, giving full play to people's talents, defining job responsibilities and division of labor, comprehensively grasping the quality of employees, improving enterprise development and personal ability simultaneously, and realizing the organic unity of enterprise goals and personal goals. It is based on this concept that Haier Group fully taps the advantages and potential of each employee, so that all employees can find a suitable position in the enterprise, which is also one of the magic weapons for Haier Group to retain talents. ?

2 system to retain people and establish an effective human resource management system?

(1) Establish a scientific incentive mechanism. Scientific and effective incentive mechanism is a powerful lever to incite the wisdom and potential of enterprise talents and stimulate the innovative consciousness and vitality of all kinds of talents. To establish a reasonable and effective performance evaluation system, we should change the traditional evaluation that emphasizes qualifications and "fame", combine individual performance with team performance, and encourage innovative consciousness and cooperative attitude. Small and medium-sized enterprises should consider their own strength and actual situation and formulate a flexible salary system with their own characteristics. Generally, the model of "basic salary plus bonus" can be adopted: "basic salary" can be unified with the original salary system of enterprises, and there is basically no big difference, while "bonus" can adopt different measurement standards and evaluation methods according to the nature of work and the level of talents. While perfecting the multi-level reward and punishment system, we should also pay attention to the fact that the reward and punishment system cannot be monetized, avoid the simple policy of "carrot and stick", and focus on job promotion, participation in management, spiritual reward, training and further study. ?

(2) Establish a perfect training system. Talent training is a key level in the training of employees at all levels in enterprises. On the one hand, enterprises realize the innovation and application of knowledge through talent training, and promote the improvement of the overall quality of enterprises; On the other hand, the cultivation of talents enables trainees to acquire knowledge reserves and upgrade, feel the attention of enterprises and organizations, and stimulate a sense of "loyalty" and dedication. ?

3 culture retains people and shapes a good corporate culture?

If the incentive mechanism is the hardware for enterprises to retain talents, then the construction of corporate culture is the software for enterprises to prevent brain drain. Corporate culture is an invisible force, which exerts a subtle influence on everyone in the enterprise. ?

(1) Create a harmonious interpersonal relationship. We should vigorously promote team spirit in enterprises and encourage openness and cooperation among employees. It is necessary to carry out various team activities, such as various beneficial competitions, visits, socializing and group outings. Strengthen information exchange and enhance organizational cohesion, so that enterprise talents can feel a harmonious and relaxed interpersonal atmosphere and enhance their initiative to contribute to the enterprise. ?

(2) Strengthen the infiltration education of corporate culture. It is necessary not only to educate employees on corporate values, corporate purposes and business philosophy, but also to strictly control recruitment. In the recruitment and selection of talents, we should pay attention to selecting those who can understand the corporate culture well and are consistent with the corporate values, so as to play the role of lubricant and accelerator in future team work.