Keywords business administration graduation thesis

Please refer to one of my graduation thesis. I just learned "Business Administration". The contents of this paper are as follows:

How small and medium-sized enterprises attract talents

Abstract: Talents play a key role in the survival and development of small and medium-sized enterprises. Large enterprises can attract all kinds of talents by virtue of their fame and strong strength, while small and medium-sized enterprises with relatively small fame and resources have become very concerned about how to attract talents. Based on the analysis of the development status and advantages and disadvantages of small and medium-sized enterprises, this paper systematically puts forward the strategies for attracting talents for small and medium-sized enterprises, including establishing a correct concept of employing people, creating a series of conditions to attract talents, and adopting the selection form of combining internal and external. In the process of attracting talents for small and medium-sized enterprises, it is necessary to formulate a scientific and reasonable talent strategy according to the actual situation of the internal and external environment of enterprises, and constantly improve it in practice, so that enterprises can not only attract talents, but also retain talents for their use.

Key words: small and medium-sized enterprises, talents, attracting strategies.

Small and medium-sized enterprises play an important role in China's national economy. Statistics show that SMEs account for more than 90% of enterprises in industrial and commercial registration, and their output value and profits account for about 60% and 40% respectively. Moreover, SMEs also provide 75% of urban employment opportunities; In addition, small and medium-sized enterprises play an important role in meeting people's diversified needs, cultivating entrepreneurs, carrying out technological innovation and participating in professional cooperation. Small and medium-sized enterprises affect the economic prosperity and social stability of the region and even the whole country to a certain extent.

Developing small and medium-sized enterprises is an inevitable trend. Since 1998, the government has introduced various investment and financing policies, foreign trade policies and related social service system reform measures to promote the development of small and medium-sized enterprises. From April 65438 to April 0999, the investigation and drafting of the Law on the Promotion of Small and Medium-sized Enterprises has also begun, and the society has paid more and more attention to small and medium-sized enterprises.

How to seize this good opportunity and gain the motivation and ability for long-term survival and sustainable development is a serious problem faced by small and medium-sized enterprises in the competition. Although the success of small and medium-sized enterprises depends on many factors, talent strategy is the core of the whole enterprise development strategy.

First, the advantages and disadvantages of SMEs in attracting talents

Small and medium-sized enterprises have many difficulties in attracting talents due to their own characteristics and various reasons, and most of these difficulties are determined by their own characteristics.

1, small scale and high risk.

No matter the scale of production, personnel, assets and influence, it is smaller than that of large enterprises. This makes it difficult for most small and medium-sized enterprises to provide high salaries and benefits to attract talents. And generally speaking, the stability of small and medium-sized enterprises is not as good as 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 of large enterprises, and the risk of development in small and medium-sized enterprises is higher than that of large enterprises, which is not conducive to attracting talents.

2, the complexity of choose and employ persons, strong regional]

Small and medium-sized enterprises are distributed in all walks of life, from manual workshop processing industry to high-tech industry, including some fields that are not suitable for large-scale capital operation, so the demand for talents of small and medium-sized enterprises is more diverse and complex. Small and medium-sized enterprises tend to have narrow activities and strong regionality, especially the personnel composition is more obvious, which sometimes tends to form an exclusive corporate atmosphere, which is not conducive to the introduction of new talents. Moreover, some enterprises are located in small and medium-sized cities, towns and even remote places, making it more difficult to attract talents.

3. Strong dependence on individuals

Individuals make great contributions to enterprises and have great influence. Whether it is the operator or every employee, it is very important for the stable production and operation activities of the enterprise. The sustained and normal operation of large enterprises must rely on perfect systems, while small and medium-sized enterprises often rely more on individual strength, that is to say, the development of enterprises depends more on everyone's initiative, and there is often no systematic and perfect management system and a continuous and complete human resource management system, which is not conducive to the targeted and planned introduction of talents by small and medium-sized enterprises.

4. Lack of good corporate culture

Most small and medium-sized enterprises do not pay attention to the construction of corporate culture, employees lack the same values, and their sense of identity with enterprises is not strong, which often leads to the dislocation of personal values and corporate ideas, which is also an important reason why small and medium-sized enterprises are difficult to attract and retain talents.

Although small and medium-sized enterprises have many problems in attracting talents, some of which are inevitable, compared with large enterprises, small and medium-sized enterprises have the advantages of flexible system, sensitive response to the environment and great development potential. There are more opportunities for talents to develop in enterprises, and there is great room for growth. It is easy to give full play to their strengths, stimulate their potential and show their abilities, that is to say, they also have their own advantages in attracting talents. Therefore, small and medium-sized enterprises should foster strengths and avoid weaknesses, and establish an effective mechanism to attract talents.

Second, establish a mechanism to attract talents.

According to the characteristics of small and medium-sized enterprises, we can start from the following aspects:

(A) establish a correct concept of employment

1. Overall talent view. From narrow talent view to comprehensive talent view, that is, from simple technical talent view to diversified and multi-level comprehensive talent view.

Due to historical and social reasons, SMEs generally believe that talents refer to technical talents. They blame many problems in enterprise management on the lack of technical talents. This narrow view of talents makes small and medium-sized enterprises rely on technical talents, and it is difficult to find the practical problems they face, and they do not pay attention to the systematic construction of talent management system, thus making it difficult for enterprises to obtain long-term and stable development.

Of course, technical talents are crucial to the success or failure of enterprise management, and we do see such a situation: a technological breakthrough has made enterprises look brand-new. But this situation is conditional, and most enterprises will not happen. In most cases, enterprises promote technological progress and innovation in orderly operation, and technical talents are only an important aspect of enterprise management.

Establishing a comprehensive view of talents is the basic premise for small and medium-sized enterprises to attract talents. Small and medium-sized enterprises should mainly establish the following talent concept:

(1) Talents are diverse: all aspects of enterprise management need different kinds of talents. In addition to technical talents, there are management talents, marketing talents, public relations talents and so on. It should be said that those who have special skills or talents and can be used for the development of enterprises are all talents of enterprises.

(2) Talents are multi-level: in enterprise operation, all kinds of talents should live in different levels of enterprise organizations. They can be senior managers or front-line employees in production and operation; It can be a senior technical development expert or a skilled worker.

A comprehensive talent view can overcome the disadvantages of a narrow talent view, enable enterprises to comprehensively analyze the problems and opportunities faced by human resources, establish a complete talent system from the system, and recruit practical talents in a targeted manner.

2. Develop strengths and avoid weaknesses, and drop talents in an eclectic manner.

To correctly understand the gap between candidates and vacant positions, the attitude towards talents should be from "perfect talents" to "imperfect talents". For various reasons, small and medium-sized enterprises have a perfect illusion and even a mystery about talents. They believe that talents should be all-round and perfect people, and pin their development on individual "perfect people" or "capable people", forming a dependence on talents. In fact, for enterprises, talents are people with skills that can be used by enterprises. He may be outstanding in some aspects, but mediocre in others, and he will also have his weaknesses and shortcomings. In short, no one is perfect, and enterprises can't blindly pursue high, refined and sharp when they enter the company. In most cases, what they pursue is the reasonable collocation of all kinds of talents. Only by breaking the concept of perfect talents can enterprises consciously improve the management system and establish the mechanism of talent flow, instead of pinning their development on individual "perfect people" or "capable people" at the same time, which will also help enterprises form the concept of systematic management.

3. Fully consider the demand for talents.

Change the one-sided view of "talent demand", from "talent needs career" to "talent wants career and life". Many small and medium-sized enterprises believe that talents only pursue career success and don't care about material needs. Under the planned economy system, this may be right: because everything is planned, it is useless to pursue it. However, under the market economy system, great changes have taken place in personal value and social judgment of personal value, and the quality of life of each individual has become an important aspect for society to measure his personal value. In this case, "to have a career and a life" has become a general demand for talents. Due to the prejudice of social concept and the limited financial resources of enterprises, it is of special significance for enterprises to adopt effective ways to attract suitable talents when it is very difficult for small and medium-sized enterprises to attract talents. A correct understanding of talent demand is helpful for small and medium-sized enterprises to formulate correct talent introduction strategies and policies.

4. Appoint people on merit

Although "cronyism" has been widely criticized by the society for a long time, there are still many enterprises that are "pro-use only" and "household only", which seriously restricts the development of enterprises and makes it difficult to get rid of the family business model. This situation should be corrected, but at the same time it should not go to another misunderstanding-"relatives are irresponsible"; At present, some small and medium-sized enterprises try their best to avoid training and selecting talents from within the enterprise, and even think that there are no talents within the enterprise, always thinking that "foreign monks can recite scriptures." In fact, the real "meritocracy" does not consider personal relationships, and internal selection of talents is an effective and convenient way of employing people. Talents selected from within have a better understanding of this enterprise, including enterprise development strategy, enterprise culture, product characteristics and so on. Personal values are more in line with the concept of the enterprise, can better handle all kinds of interpersonal relationships, and contribute to the development of the enterprise. Selecting talents from outside is also an effective method. In recent years, the emergence of so-called "airborne troops" such as Wu Shihong of TCL and Lawrence of Rongshida has brought a problem worth thinking about to many enterprises.

(B) to create various conditions to attract talents

Small and medium-sized enterprises should give full play to their own advantages, seize the opportunity of the new round of enterprise reform, effectively use the limited resources of enterprises, and strive to create conditions to attract talents in various ways, including material attraction and spiritual attraction.

1. Use wages and benefits

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. Take this model mainly from the following two aspects:

First of all, this model can meet the basic needs of talents in daily life, let them concentrate on their jobs with peace of mind, and at the same time provide necessary material incentives to fully mobilize the enthusiasm of talents. This will not only help to increase the attractiveness of SMEs to talents, but also meet the capabilities and conditions of SMEs.

Secondly, the characteristics of small and medium-sized enterprises determine that close cooperation between people within the enterprise is very important for the survival and development of the enterprise. Therefore, while attracting talents, enterprises should also pay attention to coordinating the relationship between new and old employees. This model can protect the enthusiasm of the original employees because it adopts the "basic salary" which is basically consistent with the original salary system. Moreover, due to the change of system and concept, most people can accept the view that "talents should be highly rewarded for their outstanding contributions to enterprises". In this way, after introducing new talents, enterprises will not cause internal instability or even the loss of existing talents. Enterprises should adopt different evaluation standards and methods to evaluate the performance of talents and determine the amount of "bonus" to ensure the principle of fairness and efficiency.

(1) Talents engaged in technical work: Senior technical talents can be rewarded in the form of project commission according to the benefits brought to the enterprise by the projects they participate in; For ordinary technical employees or workers, a one-time bonus can be adopted to encourage their small inventions or small innovations in the specific production or research and development process.

(2) For those who are engaged in management, the method of "management by objectives" can be adopted. Set a certain management goal, and determine the bonus amount according to the completion degree and effect of the goal. The formulation of objectives and assessment criteria can be formulated by enterprises, or by both enterprises and talents through consultation.

(3) For talents engaged in market work, the remuneration can be determined on the basis of market performance, supplemented by "management by objectives", encouraging talents to explore new markets, creating potential consumer markets and promoting corporate visibility, which cannot be directly measured.

In addition, enterprises should actively participate in the reform and construction of social welfare system, and strive to establish a relatively perfect welfare and labor security system according to legal provisions and their own conditions. In recent years, the proportion of welfare in the west has risen sharply. It is reported that the ratio of welfare expenditure to wages of some high-tech enterprises in the United States has reached 1: 1. Whether it is reasonable or not, it at least shows the urgent desire of managers to seek to retain talents through various measures. Welfare can be reflected in housing, leisure and entertainment, medical care, living facilities and many other aspects. And try to relieve the worries of talents as much as possible, such as helping to solve the problems of spouse employment, transfer and children's education, and enhancing the sense of belonging of talents to enterprises.

Take advantage of your position

People have all kinds of needs; According to Maslow's hierarchy of needs, people have not only material needs, but also spiritual needs. Therefore, creating appropriate non-material conditions is also an important means to attract talents. This is an effective way to satisfy talents in their work. According to the talents' own quality and experience, combined with the actual situation inside the enterprise, and according to the enterprise's target strategy, challenging jobs or posts are set up for talents, so that they can gain development space in their work, which not only meets the needs of talents' self-satisfaction and self-realization, but also makes talents get exercise in their work, which in turn is conducive to the development of enterprises. In some enterprises, especially those small and medium-sized enterprises that are growing rapidly or entering the second venture, there is a problem of how to make operators who are involved in entrepreneurship but are no longer suitable for enterprise development give up their jobs, so as to provide jobs for newly introduced talents with more ability and experience. To solve this problem, the key is to form a good talent competition mechanism within the enterprise, which can be based on the principle of "the capable are superior and the mediocre are inferior" and adopt the practice of open competition for posts; In other words, in order to avoid dampening the enthusiasm of employees due to drastic organizational changes, the original operators should be allowed to develop new businesses, develop new projects and markets, and let newly introduced talents manage the original industries. In addition, we can provide assistants to the original operators and give them the real power to exercise management functions, so as to realize the alternation between the old and the new, and the original operators mainly play the role of consultants or guidance.

3. Use equity

In attracting talents, enterprises can also conform to the trend of enterprise reform, take the opportunity of establishing a modern enterprise system, work hard on "clear property rights" and formulate diverse and attractive equity policies. By unifying the interests of individuals and enterprises, we can build a "unity of interests" within the company, enhance the sense of responsibility of talents, and fully stimulate enthusiasm and creativity.

(1) Equity: an enterprise provides talents with the right to buy a certain number of shares of the company at a certain price within a certain period of time. This policy is mainly applicable to listed companies (stocks are easy to realize) or industries and enterprises in the growth stage (high expectations in the future). The key point of its implementation is the evaluation of work performance and the size of equity corresponding to work performance. To ensure its attractiveness, we must also protect the interests of enterprises.

(2) Performance stock: the special stock right granted by enterprises to talents can enjoy dividends, but they do not own property rights. In fact, it is an operating mechanism that organically combines capital, technology, management and equity.

(3) post equity: that is, a kind of equity that only corresponds to the post. The usual practice is to establish employee stock ownership meeting, but as a condition to attract talents, more attention is paid to its attractiveness and incentive. It should be used with the word equity.

(4) Contribution shares: namely, a kind of shares given according to employees' contribution to the enterprise. Suitable for enterprises that carry out property rights reform.

(5) Knowledge sharing: sharing according to the knowledge background or special skills of talents. Specifically, the enterprise will set aside a piece of the total shares to attract talents, and the focus of this item is to reasonably evaluate the value of talents to ensure the interests of both enterprises and talents.

Every enterprise has its own characteristics, and the form of citing equity is bound to be different. Enterprises can use it flexibly according to their actual situation.

Step 4 Use corporate culture

The Japanese taxi driver said: The * * * values within the enterprise are the driving force to promote the progress of the enterprise, and they are the invisible norms and actions of the enterprise. When an enterprise's culture really plays a role, it can play a role that other management means can't.

For a long time, China's small and medium-sized enterprises lack understanding of the importance of corporate culture construction. In fact, the subtle influence of successful corporate culture on employees is sometimes more effective than material incentives. Corporate culture means that under certain social, economic and cultural background, enterprises gradually form and develop stable and independent values in a certain period of time, and take this as the core to form codes of conduct, moral standards, group consciousness and customs. Corporate culture will strongly affect the fundamental view of employees, leadership style, organizational structure and its relationship, and the use of corporate control functions. These are the main factors that affect whether an enterprise can effectively attract talents. A good corporate culture can not only stimulate the enthusiasm of all employees, unify the thoughts and desires of enterprise members, and help Qi Xin achieve the strategic goals of the enterprise, but also be an effective means to retain and attract talents. For small and medium-sized enterprises, its influence effect is particularly obvious.

5. Other conditions that can be created

Nowadays, more and more people think that an enterprise is not only a place for work and labor, but also an important place for social interaction. Therefore, in addition to the above work, small and medium-sized enterprises should also pay attention to creating a positive and coordinated environment and atmosphere to meet people's needs in this regard and improve their attraction to talents.

(1) Do a good job in daily management. Create a corporate image with clean environment, friendly atmosphere, orderly operation and standardized management.

(2) Need a long-term development plan and master plan. Due to social pressure, people are becoming more and more cautious when choosing jobs. They not only pay attention to the current situation of enterprises, but also pay attention to their future prospects and opportunities for their own development (this development itself has adaptability to the future society). Therefore, enterprises should not only do a good job in current management, but also have long-term development planning and overall planning. Generally speaking, enterprises should have an "enterprise dream", and at the same time, enterprises should also have a systematic talent training and selection system, so that everyone who enters the enterprise has a "personal dream", that is, personal career planning. In addition to adopting and implementing the above measures to attract talents, there must be other corresponding methods to ensure that talents are always motivated, so as to make long-term contributions to enterprises.

(3) Enterprises should mainly establish an open mechanism for the flow of talents. The positions and posts of personnel at all levels within the enterprise are not life tenure, but can be promoted and lowered to eliminate the fittest. Moreover, outsiders can enter the enterprise in time, inject fresh blood into the enterprise and truly realize the smooth flow of talents.

(3) Take various forms of appointment.

1. Internal selection

Cultivating and selecting talents from within the enterprise is conducive to motivating employees; Conducive to training talents; Strong reliability and relatively high loyalty; Important relationships with major suppliers and users can remain unchanged. But it may also lead to "inbreeding" or it is difficult for enterprises to get rid of the traditional model and their competitiveness is not strong. In many cases, this is the most effective method. There are many specific methods, but the most important thing is to have a systematic internal training and selection system. Due to the limitation of their own conditions, small and medium-sized enterprises have relatively few selection targets and can invest relatively little money and practice, so the training and selection work should be focused and targeted.

2. External recruitment

Selecting talents from outside can prevent "inbreeding", with a wide range of choices, which helps to maintain the seriousness of selection, and it is difficult to get rid of the bad inertia of the past, and can deal with intractable diseases accumulated by enterprises for a long time relatively fairly. However, we should grasp the scale of selecting people, otherwise it may dampen the enthusiasm of employees and even cause high turnover rate.

External recruitment is an important way for enterprises to select talents. Because of its extensive sources, enterprises can easily obtain the needed talents. There are also many ways and sources of external recruitment, mainly including:

(1) Choose through job advertisements and talent market: SMEs should build up confidence, actively participate in the competition in the talent market, and make use of various conditions created by the above enterprises to recruit suitable talents.

(2) Strengthen contact and cooperation with scientific research departments and universities, and discover and tap talents from them.

(3) Mining talents from other enterprises, especially those in the same industry.

Small and medium-sized enterprises have little influence, so when using these methods, we should pay special attention to the direct communication between enterprises and talents, so as to deepen the mutual understanding between talents and enterprises, and combine "hard indicators" (such as education, specialty, skills, age, etc. ) and "soft indicators" (such as honesty, team spirit, mental state, world outlook, etc. ) in the evaluation.

3. Other ways:

Considering the conditions of small and medium-sized enterprises, in order to reduce the cost of using talents, we should also employ all kinds of talents in an informal way.

(1) Temporary employment: for example, short-term employment of technical research, consultants and other talents through personal relationships and in accordance with necessary legal procedures.

(2) Hourly workers: such as various management and operation consulting paid by the hour.

Three. conclusion

With the improvement of macroeconomic environment, small and medium-sized enterprises are facing a new round of great development opportunities. At the same time, with the improvement of economic openness, the competition faced by small and medium-sized enterprises has also intensified rapidly. Talents have also become the key for enterprises to establish competitive advantages and seize development opportunities. It can be said that the concept of "attaching importance to talents and putting people first" has been widely accepted. But from accepting an idea to turning it into effective action, it still takes a certain process, and it is a relatively difficult process.

In this process, the effective method is to formulate the corresponding talent strategy according to the actual situation of the internal and external environment, and constantly improve and perfect it in practice. There are no two identical leaves in the world. Due to the differences in history, present situation, management concept and personality, production tasks and staff composition, each enterprise has its own characteristics. When encountering the same problems as other enterprises, we should also face our own unique problems and difficulties. In the final analysis, specific problems can only be analyzed in detail, and we can only find the best solution ourselves.

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