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Six-character classic for effectively recruiting talents

Many enterprises have been recruiting people year after year, month after month, week after week, and both money and time have been spent, but it is still difficult to recruit talents that they are satisfied with, or the recruited talents finally stay for a few months and leave. As a result, the goals or projects of enterprises are often unable to be implemented because talents are not in place. Entrepreneurs and bosses can only look at the ocean and sigh, but there is nothing they can do. The reason is that the key success factors of talent recruitment are not well grasped, and there is no long-term and strategic planning for the demand and supply of talents. The busy business is always used as an excuse to recruit in an earnest and orderly manner. This paper hopes that by analyzing the successful factors of effective talent recruitment, it can give some inspiration, support and guidance to the majority of talent recruiters.

First, "Ding"

"Fixed" is positioning. To do a good job of talent recruitment in enterprises, first of all, enterprises should make clear what kind of talents to recruit and what kind of talents are most suitable for the development of enterprises. The basic principle is "not the best, but the most suitable". Let's not talk about the strategic human resources planning of enterprises here, because domestic enterprises can rarely do this at present, but at least before recruiting talents, we should do a good job in talent demand analysis. The general annual talent demand analysis procedure is as follows:

Analyze the performance of the previous year, set the performance target of the next year's enterprise development according to the company's development strategy, decompose the performance target, and set the performance target of the department;

Each department of the company analyzes which talents need to be deployed and which talents are vacant according to the performance objectives, and applies to the Human Resources Department for vacant talents according to the requirements of the company's job description;

The human resources department summarizes the talent demand applications submitted by various departments and submits the annual preliminary talent recruitment requirements to the company's decision-making level;

The senior management of the company puts forward suggestions for modification on the basis of the initial talent demand, and puts forward the recruitment needs of special talents and management talents according to the performance target of the company in the second year;

The human resources department finally determines the recruitment demand for the second year according to the suggestion of the top management, and makes the talent recruitment plan for the second year on this basis;

According to the actual situation of the company's development, adjust the recruitment demand and recruitment plan in real time, and reconfirm the recruitment demand before each systematic and standardized recruitment.

On the basis of analyzing the demand of talent recruitment, we should confirm the orientation of all kinds of talents here before each recruitment, that is, job responsibilities and qualifications, including main job responsibilities, detailed requirements for education, specialty, ability, experience, age, gender, personality, hobbies, psychology, body and so on. Only in this way can we "know fairly well" when recruiting talents.

Second, "aim"

"aiming" is aiming. "Fixed" is to clarify what kind of people we want to recruit, and "fixed" is to determine what kind of target group we want to find the talents we need. This is also very important. Many companies have a very clear positioning when recruiting talents, and the purpose of recruitment is also very clear. Finally, the recruitment resumes collected by posting job advertisements are rare in Miu Miu. The reason is that the information is not aimed at accurately. If we don't target the recruitment accurately, many talents who really need the company's development will be lost in vain, and many talents who don't meet the company's development needs will fish in troubled waters, which will increase the workload and difficulty of selection. The following analysis of the characteristics of the three target groups can be used as a reference for companies to recruit talents:

University campus. If your goal is a university campus, that is, recruiting fresh graduates, then you should at least strive to establish and maintain the relationship with the target university, get the news of graduates in time, and take the lead to ensure that the quality of fresh graduates you recruit is relatively high. If the company's talent training system and incentive mechanism are relatively sound, fresh graduates will have a very high sense of identity and higher loyalty to the company after being trained and staying, but the job-hopping rate in the early stage will generally be higher. When targeting graduates, we should also be accurate, and we should analyze clearly in advance which ones have better academic performance, study harder, or who have served as class cadres and achieved good results.

Professional family who just graduated from college for 2-3 years. The biggest feature of this target group is that it has wandered around the society for two or three years, experienced a certain degree of "wind and waves" and "worldly wisdom" and has certain work experience. Their understanding of society and enterprises is generally not as emotional and naive as that of newly graduated college students, and their career has gradually become clear through steady exploration. Because they don't work long, they are flexible in all aspects of their work and easy to cultivate. At the same time, people in this target group are generally relatively stable and will not easily change jobs.

A professional family who graduated from college for 5-8 years. The biggest feature of this target group is that they have rich work experience and have their own unique opinions and opinions on their own professional fields. They should have their own relatively stable career plans and will not accept other people's opinions easily. Once they apply for a new position, they will be able to finish the work quickly. However, the biggest deficiency of this target group is that its specialty, concept and working method have been basically finalized, which makes it less malleable. This kind of person is more speculative in finding a job, likes to bargain, and is a bit "haggle over every ounce". Once he thinks that the enterprise is not suitable for him, he will choose and leave immediately.

In addition, when recruiting talents, enterprises can also choose their target groups according to gender, occupation, region, personality and even blood type.

Third, "biography"

"Pass" means pass. After determining which talents need to be recruited and who to look for to find the needed talents, the next step is to effectively transmit the recruitment information to the target group through certain methods and channels, let him (her) know that our company is sincerely looking for him (her), and let them "vote" that is, submit their resumes.

Now there are more and more channels and media for information dissemination. Generally speaking, the channels and media that can be used for "transmission" are:

Newspapers. This is a traditional recruitment channel, which mainly includes professional recruitment newspapers (many of which are combined with the Internet), popular newspapers, magazines and periodicals. The cost of newspaper recruitment is generally more expensive, but the audience is wider.

Network. A relatively new recruitment information distribution channel, and with the development of society, online job fairs are increasingly becoming the main force of recruitment, and the cost of online recruitment is not expensive. In online recruitment, if an enterprise has its own company website, don't forget to insert recruitment advertisements on the company website and establish links with external network recruitment advertisements to form mutual correspondence, so as to enhance the recruitment effect. It is worth noting that the recruitment advertisements on the company's website must be placed on the home page and designed to have a certain animation effect.

Job fair. This is also a more traditional recruitment channel, the biggest feature is that the talents are relatively concentrated and the expenses are reasonable, which can also play a good role in corporate publicity.

Talent service/headhunting agency. Through traditional recruitment methods, it is generally difficult to recruit important talents, core talents and senior management talents in a short time. The recruitment of these talents needs the help of headhunters, and enterprises should establish cooperative relations with more influential headhunters. Headhunters are expensive, and the cost of successfully hunting a talent is generally 20%-50% of the annual salary paid by the enterprise to this talent.

Employee recommendation. Recruitment information will be released to all employees of the company, and employees of the company can recommend talents who are considered excellent to the company. Of course, the talents recommended by employees should also follow the company's standardized selection procedures. Successful recommendation of an excellent talent will generally be rewarded by the company.

Internal recruitment. That is, the recruitment information will be released to employees within the company, and employees can come to apply for it themselves.

At present, enterprises generally adopt a "three-dimensional" information release and recruitment model, that is, air publicity-newspaper ground attack-online advertising combined with on-site recruitment and employee recommendation. "Three-dimensional" recruitment generally has a high one-time cost, but instead of monthly recruitment and daily recruitment, enterprises may wish to concentrate several irregular and unsystematic recruitment in one institution, which can not only ensure the recruitment effect, but also control the recruitment expenses and costs (now enterprise talent recruitment, training, salary and benefits are generally regarded as an investment behavior, not a simple cost behavior).

We should attach importance to the "transmission" of enterprise recruitment, and "transmission" must be combined with "setting" in order to accurately convey the information to the target group. At the same time, we must make clear the required talents, including education, major, work experience, gender, age and even personality, blood type, etc. And the "fixed" condition is only the standard when we select talents. But when you preach, don't describe it in such detail, otherwise it will become "framing" people instead of "recruiting" people, because "gold is not enough, no one is perfect". If it is too strict, it will scare candidates at first and inadvertently shut out many excellent talents. When "delivering", try to summarize the most important conditions into 3-5 items, and never cover everything. In particular, too many conditions (such as "this position only recruits women") may also be suspected of discrimination in talent recruitment.

Fourth, "suck"

"Suck" means to attract. Attractiveness refers to what recruitment information you publish can attract the attention of the target group, or how to effectively attract their attention and let them take the initiative to submit their resumes. In general recruitment, there are several ways to effectively attract the target group to vote:

Corporate and cultural attraction. Good and excellent corporate culture is the primary requirement to attract talents. Therefore, the company should spend a certain amount of pen and ink to introduce and describe the company and corporate culture, including the company's historical evolution, development scale, development goals, values, talent concept and so on.

Attractive treatment. Candidates choose a good company (the best employer) first, and then pay well. Many enterprises in our country are generally shy when recruiting talents, but they only promise that "our company will provide generous treatment", so all job advertisements say so, which has no attraction. Therefore, it is suggested that enterprises clearly indicate the specific salary of each position when recruiting, but it is best to adopt the method of annual salary, for example, the annual salary of a position is 3-65438+ 10,000 yuan. 30,000 represents that the recruited talents are basically qualified for the post, and 65,438+10,000 represents that the recruited talents have excellent ability and can complete excellent performance. And applicants often see 654.38+ million instead of 30,000! It is worth noting that the highest annual salary is 6.5438+10,000 yuan, which is generally 654.38+ 0.2 times to 654.38+0.5 times higher than the current annual salary of the talents in this position, which proves that "there are mountains outside the mountains, and there are people outside the people". As long as you have the ability, we will give you corresponding treatment and leave room for attracting outstanding talents.

Location and development attraction. Good positions and development space are also indispensable factors to attract outstanding talents. For example, some companies promise that "the company will provide broad development space", but this promise is as empty as the above-mentioned "providing generous treatment". Applicants are more willing to see practical things, such as induction training, professional training for employees, training for middle and senior managers, on-the-job education, perfect career development channels and career system, and providing career counseling, so that they can feel the real space.

The number of people attracted. You can often see such job advertisements, such as a job vacancy 1 department manager, etc. Of course, this is also attractive, but because only 1 people are recruited, some really outstanding talents are often blocked out. After all, 1 people are too few. Therefore, when recruiting talents and publishing recruitment information, enterprises can appropriately enlarge the number of recruits, such as 1.2~ 1.4 times. In particular, the talents recruited by many foreign companies may be 10 times or even 100 times the actual recruitment. For example, a company may recruit 600 senior software engineers, but in the end it actually recruits less than 6 people. On the one hand, recruitment is to recruit talents, and at the same time, recruitment can also advertise for enterprises. Because you often recruit people, it gives candidates the impression that this enterprise is recruiting people on a large scale again, and it must be developing well. But this trick should not be used often, and must be combined with the real recruitment of talents by enterprises.

A general principle is that the principle of job advertisement is to convey information to the target group and attract truly outstanding talents.

Verb (short for verb) "choose"

"Choose" means to choose. No matter how delicate and accurate your previous work is, it is inevitable that there will be "false promises" and "false promises" in your resume. Therefore, it is the key to carefully design the selection procedure of recruiting talents, improve the reliability and validity of talent selection, and "select" truly outstanding talents. Of course, recruiting different talents for enterprises, such as ordinary talents, senior management talents, core technical talents, elite sales talents and so on. Different methods of talent selection should be adopted. Here is a brief summary of the general talent selection procedures.

Resume screening. Resume analysis and selection is the first step in selecting talents. When selecting resumes, we must pay attention to the initial selection of talents with the most important indicators, and divide talents into three categories: A- obviously qualified, B- basically unqualified, and C- obviously unqualified. Each post has a data packet. If there are enough A-type talents in the end, B-type talents can be ignored. If there are not enough A-type talents, we can consider selecting excellent talents from B-type talents. Class a and class b can be adjusted in real time according to the specific progress of recruitment.

First try. A written test is recommended for the initial test, and important talents can be supplemented by psychological tests. When designing the initial examination paper, the combination of basic tests (intelligence, basic ability, quality, etc.) must be considered. ) and business testing.

Second interview. The second interview usually takes the form of an interview. There are many kinds of interviews now, such as free interview, structured interview, semi-structured interview, stress interview, behavioral event interview, situation star interview, second interview, third interview and so on. Enterprises can choose the most suitable interview method according to different talent characteristics during the interview.

Generally speaking, the ratio of the number of talents to be recruited in enterprise resume screening, preliminary examination, re-examination and final recruitment is 10:5:2: 1, but it can be adjusted according to the number of recruitment resumes collected by enterprises.

When selecting talents, enterprises can sometimes adopt more complicated selection methods, such as leaderless group discussion, file box testing, evaluation center, job competition and so on. The selection and application of these methods should be determined according to the specific recruitment situation.

Sixth, "stay"

"Stay" means to stay. Often when recruiting, many business owners think that this person is very good and that person is also very good. This time, they finally recruited a few good ones. I don't know when I finally got the employment notice and told him to report to the company, he didn't come. As a result, he was just happy. So recruitment is a two-way choice, not wishful thinking. Companies in recruitment can choose their favorite objects, and candidates also have the right to choose their favorite companies. Therefore, in the whole recruitment process, how to effectively retain talents is also very important. Retaining talents involves all aspects of the whole recruitment. As long as there is a link or a detail that makes candidates (especially excellent candidates) feel that this company is "not like this", which is far from their expectations or their original good impression of this company, excellent candidates will give up the idea of joining and working in this company. Therefore, every link, every sentence (for example, when calling for an interview, we should standardize the language and fully reflect the company culture), every action, every publicity, every sign and so on should be very strict and standardized, and all employees should show a high degree of professionalism during the recruitment period. In other words, no matter what candidates can see, hear, touch, smell or even think of, they should feel good and leave a beautiful and deep impression. Anyway, first of all, we should recruit excellent talents.

When retaining talents, we should also pay attention to it. In addition to special tricks, the recruitment cycle is best controlled within one month, preferably around 20 days. After a long time, the applicant will not wait, but has gone to find another job.

Therefore, enterprise talent recruitment is really not a simple matter, but a very complicated system engineering. Only by carefully grasping the above six words can we effectively ensure the success of enterprise talent recruitment every time.

About the author:

Zeng Qingxue, a well-known human resource management consulting expert and training lecturer in China, has 6 years of experience in human resource management consulting and training, and has created a strategy-based MPS management consulting model and 5PS human resource management consulting system. He used to be manager of development research department of Wuhan Bao Si Group, deputy general manager and consulting director of Wuhan New Resources Enterprise Management Consulting Co., Ltd. Now he is a specially trained lecturer and senior consultant of China Management Communication Network, China Consulting Channel, Borui Management Online and Beijing Huazheng Innovation Management Research Institute.

Hu holds a master's degree in human resource management from Zhongnan University of Economics and Law and is a senior consultant of Zeng's human resource consulting team. Her major is enterprise performance management and salary management.