How do small and medium-sized enterprises recruit suitable talents?

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How to recruit and retain talents for small and medium-sized enterprises

First, employing people, mentality is the first.

If you want an enterprise to do it, you must first adjust your mentality and thinking. Then you must know and dare to invest in talents. But often the smaller the enterprise, the less willing it is to give up the money, especially to invest in people. Then remember one sentence: when you have10 million, invest your money in three directions, one is people, the other is innovation, and the other is the market; When you have10 million, you invest your money in two directions, one is people and the other is the market; When you only have100000, you invest your money in one direction, that is, people. Only people can help enterprises solve all the problems they encounter.

In addition, as the boss of small and medium-sized enterprises, employers must break a misunderstanding, that is, they should not be too short-sighted and have a long-term strategic vision. "Planting trees for ten years, educating people for a hundred years". Therefore, don't expect people to come in and work according to the requirements of the enterprise at once, and you can produce benefits quickly. After all, no matter what kind of talents, they must go through the "carving" and "baptism" of the enterprise before they can become useful talents of the enterprise and make the best use of their talents. The reason why small and medium-sized enterprises can't keep recruiting people is often related to the fact that enterprises have not "trimmed" the "wood" of good talents.

Second, SMEs should choose their own talents.

The boss must take up business management courses. Don't say that I can't hire someone who can, which is directly equivalent to nonsense, because I haven't seen a boss of a small and medium-sized enterprise in China really let go. So don't deceive yourself. Making up lessons honestly is the right way. You don't have to be an expert, but at least learn the basic knowledge, so that even if you hire an expert in the future, you will at least have the basic ability to distinguish and judge. Otherwise, if the master comes, you can't hold it, use it badly, or keep it.

Many small and medium-sized enterprises have the misunderstanding of "being greedy for perfection" and pursuing vanity when selecting and employing people, and always list education, experience, age, gender and even looks as the first choice or compulsory choice-this is actually a strange circle. Regardless of their own reality, many small and medium-sized enterprises often go to the talent market to recruit, which means "graduated from a national key university with a bachelor's degree or a postgraduate degree and worked for more than X years" ... Only after enterprises recruit qualified so-called "talents" to enterprises do they find that those with high academic qualifications may not have a high level; Good looks are not necessarily strong abilities. But in order to recruit these talents, they paid a high price, which made the enterprise spend money, but did not play its due role.

Third, enterprises create talents, and talents make the future.

As we all know, small and medium-sized enterprises can't recruit talents, but they can't stay when they come, which makes people unable to stay. Airborne soldiers can't keep up with the pace of enterprise development ... The bottleneck of employing people restricts the development of enterprises and worries the bosses of countless growth enterprises. Digging the foundation and looking for a headhunter are all temporary cramming, which is ok in the short term and hopeless for long-term cooperation. As the old saying goes, it is better to ask others than yourself. Small and medium-sized enterprises should not only cultivate or train themselves, but also build their own talent echelon. The salary is high, you can afford it, and others can afford it; Provide senior positions, you have, others are more than you. There is a saying that any problem that money can solve is not a problem, and this language is probably the most suitable for talent training.

The ancients said, "A thousand troops are easy to get, but generals are hard to find." In another way, why "beg" the general instead of "live" the general? In fact, every "general" is not born, but tempered from the "army." If we can identify, select and train in our own "army", we can "train" a number of "generals". Where did Yang Mianmian and Chai Yongsen from Haier grow up? Who trained it? Where did Ma Yun's eighteen arhats grow up? Who trained it? Shi Yuzhu's basic team members stayed with the Giant Tower even when it fell. Who gave them a chance? Who helps them grow up? Enterprises are different, and the answer seems to be only one: enterprises cultivate them, and they grow together with enterprises.

Fourth, small and medium-sized enterprises should build a platform to "display their talents"

Compared with large enterprises, the platform and opportunities of small and medium-sized enterprises are less attractive. Therefore, it is very important to build a platform for them to better retain people and give full play to their talents. In fact, for SMEs, the boss should play the role of "director" more. You should prepare all kinds of stage props, venues and role assignments. As for how to sing and act, that's a matter for professional managers.

V. Create an open, fair and just employment environment.

Many small and medium-sized enterprises can't keep people, which has a lot to do with the lack of comfortable and pleasant employment environment. Some small and medium-sized enterprises also know the important role of talents in enterprises, but because of ignoring the details, new employees are psychologically unbalanced and finally have to go to the point of "breaking up". With all the talents gone, many bosses are often puzzled. "My salary is not low in the industry. Why did he leave? " As we all know, unfair treatment is the root cause of "divorce" between managers and enterprises.

In short, the selection and employment of SMEs is very different from that of large-scale and powerful enterprise groups. As small and medium-sized enterprises, we must treat and use talents from a strategic perspective, provide a good working environment for talents as much as possible, build a fair and just employment mechanism, and retain talents with our unique enterprise resources. Only with talents can small and medium-sized enterprises go further and become stronger and bigger.