What is the game between "talents are hard to come by" and "jobs are hard to find"?

Not long ago, I went to see a friend. As soon as we met, he complained to me: It is too difficult to find suitable talents for companies now. Companies are always recruiting, but it is really difficult to actually recruit the right talents. Not only my friends, but also many bosses or human resources directors in corporate management and operations share the pain of this phenomenon - "Talents are hard to come by." Why can't companies find suitable talents? In fact, most companies have tried almost every method to find talents, but the cost is very high and the results are not ideal.

Coincidentally, after returning from a friend's place, I met a former colleague and asked him what he was doing now. He said he was busy looking for a job. As he spoke, he sighed that it was too difficult to find a suitable job for him now. Almost everyone looking for a job feels this way. In the end, everyone attributed it to: "bad luck..."

So, why are there real dilemmas of "talents are hard to find" and "jobs are hard to find"? For individual job seekers, they should Understand the characteristics of the company's demand for talents, self-study, self-adjust, cultivate your own abilities according to the needs of the company, enrich your knowledge, and actively demonstrate yourself. Employees also need to have a grateful heart and thank their boss for providing them with a stage and opportunity to work, so that they can continue to grow, enrich their experience and life, make further progress, and gradually become mature and rational.

For enterprises, they need to be more detailed in salary management and understand the real needs of employees. In addition to thinking about problems from the perspective of the company, bosses need to look at problems from the perspective of employees. Solve problems, respect employees, care about employees, have a reasonable and scientific salary system, and make full use of the tools of goal management and performance appraisal to stimulate employee creativity, treat employees well, and realize the integration of people and enterprises. Employees and enterprises grow and develop together, and the enterprise Your business will become more and more prosperous and your life will become better and better.

Lexmark International is a printer company that was spun off from IBM. It has also been troubled by the loss of employees. They have taken active measures to attract and retain the needed talents, and the company's efficiency has been greatly improved. . The key strategy adopted by Lexmark is to open salary communication, transforming the relationship between employers and employees from a paternalistic management to an equal exchange, and understanding employees' personal preferences. For example, some employees have devoted their entire careers to Lexmark's inheritance. Some employees have worked in companies where salary and remuneration can be discussed more freely. Trust is built through communication, and the salary structure formulated on this basis can more easily balance the requirements of all parties.

Some reports predict that the current high-tech talent market will continue to tighten. Competition in the high-tech industry has, to a large extent, been condensed into a war for talent. The three popular positions described in the survey report—sales, R&D, and program development—are all knowledge, skill, and experience-intensive positions. If these talents cannot be obtained in time, companies may "not be able to keep up with the development of demand." The report also shows that as wages increase, labor costs will increase accordingly, and companies should be fully prepared. Some far-sighted companies have already made long-term investments. For example, in order to meet the challenge of IT outsourcing, a software company in Shanghai helped employees learn English at a high cost of 15% of wages. The efforts companies make in raising wages are just the tip of the iceberg in the talent war. Salary standards can be obtained through market data and are hard indicators. How to select, store and educate talents are "soft" tasks that may require more attention from enterprises. The competition for talents is a comprehensive competition. As the saying goes, "Planting parasol trees will attract golden phoenixes." Many companies often fail to attract talents, but fail to retain them after they arrive. As the saying goes, "a small temple cannot accommodate a big monk", but a big temple or a small temple is one thing, and a good temple or a bad temple is another. The so-called good thing and bad thing is whether the entire human resources system of the company, including the salary system, can provide a satisfactory space for talents.

Talent and units are actually a game between sellers and buyers. Buyers always want the price to be low, and sellers always want the price to be high. This seems to be the only law of market transactions. This is called maximizing the interests of the subject, and it is the rational person assumption of economics. In the talent market, companies are buyers and talents are sellers. What is traded is the use value of talents. Intuitively, of course, they are also a pair of enemies, but in reality they want to live together. The ultimate goal is to create value together and make the cake bigger. Large space can accommodate the interests of all parties.

What enterprises and talents hope to have is a "positive sum game", not just a "zero sum game" or even a "negative sum game". However, in reality, "negative sum games" are not uncommon. If the company fails to fulfill its promise of income to the talent, the talent will transfer assets or leave with the project. In the end, the company will also fall into crisis. To use a political term, the same is true for the company and the talent: cooperation. Both sides gain, and if they fight, both sides lose. Therefore, everyone hopes that the outcome of both parties will be a positive-sum game.