What are the problems and countermeasures in employee recruitment?

Employment and job hunting are topics of concern to both enterprises and employees. With the development of society, the recruitment forms of enterprises have also begun to diversify. Internet, newspapers, job fairs, etc. Provide more platforms for enterprise recruitment. For many small and medium-sized enterprises, there may be no fixed employment plan, and employee recruitment is often carried out randomly. Only when a position lacks employees in a certain period can it be recruited. So many small and medium-sized enterprises don't really pay attention to every recruitment. Even some personnel directors don't know how to recruit at all.

In fact, recruitment is also very important for small and medium-sized enterprises, because whether they can recruit suitable high-quality talents is directly related to the future development and growth of enterprises, otherwise it will be difficult for small and medium-sized enterprises to survive in this competitive era. In such an era where opportunities and challenges coexist, small and medium-sized enterprises should, in particular, establish a people-oriented concept, attach importance to talent recruitment, make good preparations before recruitment, organize interviews effectively, and improve the effectiveness of recruitment. Only in this way can we survive, develop and grow in the fierce competition.

Problems existing in the recruitment of employees in small and medium-sized enterprises

1. Monks are not allowed to come to the temple. Compared with large enterprises and foreign-funded enterprises, there is a big gap in the popularity and brand of small and medium-sized enterprises, and talents are often concentrated in the high income and deep potential of large enterprises, famous brand enterprises and foreign enterprises. It is difficult for small and medium-sized enterprises to attract valuable employees by virtue of their own brands and popularity.

2. The staff turnover rate is too high, so it is difficult to retain experienced and valuable staff. For mature talents, small and medium-sized enterprises have room for individuals to give full play to their talents, but it is impossible to systematically cultivate them within the enterprise, and various processes and systems are not mature. Recruitment has entered a strange circle of recruiting people to leave.

3. Lack of mentality of actively recruiting talents. Many people think that after posting the recruitment information, they can wait for talents to come to the door. This view is not suitable for recruitment. Most suitable talents will not take the initiative to submit resumes, and human resources managers need to take the initiative to find them, such as looking for resumes that meet the company's job requirements in the talent pool of recruitment websites. However, some human resource managers of small and medium-sized enterprises are not aware of this, and only complain about the after-sales service of recruitment service agencies. Talent recruitment is a protracted war and guerrilla warfare, not an ambush. It is unwise for Jiang Taigong to fish and take the bait.

4. Limited economic input. Small and medium-sized enterprises have limited budgets and low investment in talent recruitment. At present, the general recruitment of talents is almost always a fee-based service, which requires a protracted war and continuous investment. For small and medium-sized enterprises, it is difficult for some enterprises to bear high expenses if they pay monthly fees. The problem of capital budget has become the bottleneck for small and medium-sized enterprises to recruit talents.

Problems that Small and Medium-sized Enterprises Should Consider in Recruiting Employees

1. Job requirements for each position. Enterprises should be very clear about the job requirements of each position, rather than thinking about it when recruiting. The problem is that many small and medium-sized enterprises don't know what kind of employees they need when recruiting. So we can see that quite a lot of recruitment inspiration seems to come from the same mold, which is similar. When the HR directors of these enterprises find a vacancy in a position, they draft a recruitment notice. Most of the recruitment conditions and requirements are copied from the recruitment requirements of other companies for the same position. Therefore, when a salesman applies for a job, he can see the words "hard-working, able to work under pressure and dare to challenge high salary". That's true, but doesn't your company have any special requirements?

Enterprises should know what talents they need, not like other enterprises. Every enterprise has its own characteristics and culture, and the talents recruited should not only meet the demand in ability, but also conform to the enterprise in concept.

2. About how to arrange an interview. There are many contents in the interview, including the interview schedule, the setting of interview questions, the preliminary evaluation of candidates and so on. For small and medium-sized enterprises, it is generally the first interview and the second interview to complete the recruitment, and some even do only one interview. For such a job interview, the personnel supervisor will not care too much. They are examiners, and the supply of talents in most positions exceeds the demand, so don't bother to tap talents. This makes many personnel directors feel a certain sense of superiority. They can't help thinking that enterprises can choose people, but people can't choose enterprises. What is critical of the enterprise can be ignored. After all, there are many people who want to do this position. It is often those who have requirements for the enterprise that are the talents and good employees who can really bring value to the enterprise.

Many personnel supervisors or examiners in charge of interviews have not given careful consideration to the setting of interview questions. Many of them like to ask questions according to their own "creativity". As for the purpose of this question and what qualities they want to test the candidates, in fact, he is not clear. Interview questions are very important to examine the knowledge or ability of job seekers. Reasonable interview question design can not only accurately understand the ability of job seekers, but also save interview time.

Countermeasures of employee recruitment in small and medium-sized enterprises

How can small and medium-sized enterprises recruit high-quality talents suitable for their needs and improve their recruitment efficiency? I think we should start from the following two aspects:

1. Make preparations before recruitment.

(1) Conduct job analysis carefully and formulate clear and detailed job descriptions and work instructions. For small and medium-sized enterprises, the system is generally imperfect, and the job analysis and job description are rarely done seriously, which often leads to blindness and arbitrariness of recruiters in the recruitment process, and there is no basis for recruiting talents, which may lead to wrong decisions, accepting and recruiting talents that enterprises do not need at all, which not only greatly increases the recruitment cost of enterprises, but also may lead to the situation that no one is available for quite some time, delaying the development of enterprises.

(2) Enterprises with different employee competency characteristics have different recruitment concepts and requirements for the competency characteristics of the recruits. For example, Motorola requires applicants to have five E's. The first E-Envision: has an understanding of technology and the company's prospects and a vision for the future; The second e-ability: creative, flexible to adapt to various changes, cohesive, and lead the team to make progress together; The third e executive power (action power): you can't just talk but do nothing, you must act quickly, step by step, methodically and systematically; The fourth e-edge (decisiveness): have judgment, distinguish right from wrong, dare and make the right decision; Article 5 Electronic Ethics: Good conduct, honesty, trustworthiness, respect for others and spirit of cooperation. An important examination of Lucent's recruitment is to see if you can adapt to the standard of "growth". The so-called "growth" includes the following five aspects: G stands for the concept of global growth; R stands for result-oriented; O stands for paying attention to customers and competitors; W stands for an open and diversified workplace; S stands for speed.

(3) Carefully choose the recruitment route. Now there are more and more channels for talent recruitment, including internal recruitment, acquaintance recommendation, newspaper distribution, talent market, campus recruitment, intermediary agencies, personal search, online recruitment and so on. But for small and medium-sized enterprises, in the case of limited strength, we must carefully choose the recruitment channels that suit us. For example, online recruitment is a good choice for small and medium-sized enterprises. Compared with newspaper and magazine advertisements, job fairs and headhunters, online recruitment has the characteristics of wide coverage, no geographical restrictions, strong pertinence, convenient publicity and communication, time saving, low cost, sustainable use and wide application, which are just suitable for the characteristics of small and medium-sized enterprises themselves.

(4) Paying attention to corporate image design and publicity recruitment is a process of mutual choice, and the purpose of image design is to enhance the attractiveness of candidates. From advertising, booth layout to interview reception, venue layout and company visits, we should publicize and highlight the highlights of enterprises and attract candidates. Advertisements and booths should be distinctive and creative, and the receptionists should be full of energy and clean. Every link should leave a good impression on the applicant, but any cheating should be eliminated.

(5) Organize the interviewer in advance and authorize the division of labor, which is a systematic process, so not only the human resources department, but also other departments must participate. It is best to form a recruitment team with relevant personnel and define the division of labor, such as who is responsible for the interview and who is responsible for the reception. When organizing an interview in advance, the interview team members should be composed of the person in charge of the employing department, the person in charge of the human resources department, professionals and relevant leaders of the company. Every interviewer conscientiously performs his interview duties, thus improving the effectiveness of recruitment.