How do enterprises recruit senior talents?

According to many years of professional experience of enterprise executives and the present situation of small and medium-sized enterprises, I found that the business results of many promising enterprises are that they have missed the great opportunity of industrial development, or missed the market opportunity, or stopped, or even died soon. I think it is largely caused by the lack of talents, because good projects will not lack money, let alone the market. According to the actual observation and research, in fact, most developing small and medium-sized enterprises have not stopped looking for people, and almost tried various methods to find talents, but the result is either high cost or unsatisfactory effect, especially middle and senior talents. In the communication with many owners of small and medium-sized enterprises, it is found that their quick success and unprofessionalism have led to the above results. And go into misunderstanding again and again, miss talent again and again, and even hurt each other again and again. So, how can enterprises find their ideal talents? How to effectively acquire middle and senior talents? I think the following points are worthy of reference for small and medium-sized enterprises that are in urgent need of middle and senior talents: First, we must grasp the characteristics of market demand for middle and senior talents. Usually, middle and senior talents are often in short supply in the market. Therefore, the choice of middle and senior talents is relatively large, they are not short of job opportunities, and they yearn for higher career development space. Moreover, the decision-making of middle and senior talents is mature and rational. In addition to competitive salary, they pay more attention to development opportunities and working environment. The development of small and medium-sized enterprises should be clear about their current situation and the demand for middle and senior talents in the near future. From the perspective of enterprises, it is difficult for most enterprises to cultivate middle and senior talents in a short period of time, and some enterprises lack the ability to identify middle and senior talents. From a deeper perspective, most enterprises have not designed a special training mechanism and incentive mechanism for middle and senior talents. In practice, some enterprises lack careful planning, preparation and arrangement in the process of acquiring and retaining middle and senior talents. According to my personal experience, enterprises should take the following measures in the process of obtaining middle and senior talents: in the actual operation process, many enterprises examine whether managers can formulate strategies and design business models for enterprises, which should be done by the board of directors or the chairman. I quite agree with Mr. Ma Hao, a professor of MBA at Peking University. The business strategy of an enterprise is the boss's job, and others can't practice it. Therefore, the enterprise recruits professional managers, not directors, chairmen or professional bosses, unless the enterprise lets him be the boss. Because enterprise information, resources and so on are in the hands of the boss, even the most advanced talents are outsiders. Everyone knows that the boss wants the manager to leave, that is, in a word, three minutes at most. This is true even for a large enterprise like TCL. Do you think this strategy is reliable as a small and medium-sized enterprise? Although it is simple for managers to draft strategies. To put it bluntly, whether it is the CEO recruited or other senior talents, enterprises must figure out what to let him do! It is to implement the strategy set by the board of directors or chairman (boss) or professional consulting company for the enterprise. It is enough for enterprises to have professional experience that can withstand scrutiny, and there is no need to test theory or academic qualifications. You see, without Jin Gangzuan, he would never have made porcelain. 2. Enterprises should consider whether they can bear the higher costs and risks brought by failure before introducing middle and senior talents. Having said that, the development of small and medium-sized enterprises must be clear that they are not operating by themselves. Choosing managers to run enterprises, no matter what the reason, will bring higher costs and the risk of failure, so we must be fully psychologically prepared. The high cost here is relative. Bosses and managers have different ways of thinking, and there is a big gap in their professionalism. The boss is likely to lose millions just to buy a lesson. The manager spent100000 yuan to make the boss forget about it, and even got fired by the boss. The key is what you think: the reasons for failure in the risk of failure are complicated. In addition to the ability of managers, most of them are bosses who are not at ease and go beyond the manager to get the kitchen. Because the contradiction between professional managers and non-professional bosses will always exist. In addition, the key to success is to define the enterprise strategy. What are the phased tasks? At the beginning of the business, when the products are operated in the regional market, leaders with charging experience are needed; After the second venture, the enterprise has been operating all over the country, and it is best to lead it with a mixed talent of marshal and strategist; When a large-scale enterprise (industry leader) needs standardization, it should be led by international and systematic thinking talents with corresponding professional background. According to my experience and research, talents at all stages should not be reversed. Otherwise, in the case of limited operation of regional markets in the initial stage, please ask the president of Motorola Asia Pacific to be the leader, and it would be strange not to kill your enterprise. 3. Before introducing middle and senior talents, enterprises should consider whether they have the enterprise environment and conditions that can give full play to the talents of middle and senior talents, including institutional environment, cultural environment and resource conditions. As Ma Yun said, today is cruel, tomorrow is even more cruel, and the day after tomorrow is beautiful. But many companies will die tomorrow night! I think many enterprises have died on the road of blind optimism. Many companies recruit CEOs with great fanfare without making all the preparations, and the new CEO will do the best when he is fixed by the boss; I was moved to be the first (in fact, I didn't do a good job of investigation) and died together on the road of blind optimism. Therefore, if the enterprise's institutional environment, cultural environment and resource conditions are not available, don't go to the manager on impulse. There is only one result: mutual harm! 4, before the introduction of senior talents, enterprises should formulate a set of risk prevention mechanism. The so-called risk prevention mechanism, in my opinion, the key of this period is the arrangement of the system. Everything is decentralized, and it is not appropriate for the boss to secretly check the CEO's financial problems himself. The key links operate according to the system and process, not by the boss's direct employees or the boss himself. In this way, enterprise risks are avoided, and there is no mutual suspicion. 5. Collect salary quotations of middle and senior talents. Due to the development of network, the information flow of talents has been greatly promoted, including online recruitment, online headhunting, online search and SNS online recruitment. Recently, there is another way, such as online recruitment. Although these methods have greatly promoted the flow of talent information. However, there are many shortcomings in interactivity, mobility effect and mobilization of the masses, which need to be further improved and enriched. Therefore, enterprises should not blindly choose popular or popular recruitment methods, but should choose appropriate recruitment channels according to the characteristics of middle and senior talents surfing the Internet, reading books and making friends. Specific measures include: 1. Business owners and related executives should consciously participate in various high-level social activities and get to know elites from all walks of life. 2. Get the information of middle and senior talents through the recommendation of friends, suppliers and internal employees. 3. If the demand is urgent, the enterprise can entrust a suitable headhunting company. 4. Publish job advertisements in high-end publications. The bottleneck of talent identification may be one of the biggest bottlenecks of talent scarcity at present. The emergence of headhunting and talent evaluation technology is to effectively solve the bottleneck of talent identification. Including the recent Chinese online hunting mode, the talent identification link has been carefully designed. However, there are still some problems such as too complicated identification links, too long identification time, too high identification cost and unsatisfactory identification effect. The above-mentioned online competition mode draws lessons from the advantages of traditional open competition, and combined with the network, it can reduce the time and cost of talent identification to a certain extent. If the enterprise has a more scientific and standardized talent evaluation system, it can conduct its own evaluation; If the enterprise does not have a scientific and standardized talent evaluation system, it can ask a third party to conduct investigation and evaluation. For example, with the help of talent evaluation software, headhunting companies, consulting companies and so on. But no matter what method is adopted, the phased view, effectiveness and practicality of talents are the last word, and professional experience is the most important. Believe it or not, if a person who has never been a governor puts him in the governor's office. To sum up, in order to effectively introduce middle and senior talents, developing small and medium-sized enterprises must understand the characteristics of middle and senior talents, their real needs, choose appropriate recruitment channels and effectively identify suitable matching talents. The most important thing is the first two points, otherwise, the following problems will be out of the question.