The company's salary is low and it can't recruit people. What should I do as an HR?

Forklift driver and warehouse controller, I think this position is problematic first. The main task of the warehouse manager is to take materials or products out of the warehouse according to normal procedures and regulations, so as to make them conform to the books. The function of forklift is to transport materials or products to the designated location. If these two jobs are merged, there is a danger of becoming players and referees, and it is easy to embezzle company property. Therefore, HR departments should avoid the phenomenon of "businessmen and supervisors" when setting positions.

If the position is defined as a forklift warehouse clerk regardless of the post setting, then the recruitment conditions will be subject to the post requirements of forklift warehouse clerk. Why do you want to find someone who doesn't understand warehouse management to take that position? And the person in charge of the warehouse insists that the HR department doesn't need to evaluate the personnel? Not suitable for introducing this job. The only result is brain drain. If there is brain drain, we will continue to recruit, which will only increase the recruitment and education expenses of enterprises. The position of warehouse manager can be said to be not particularly complicated. As long as he can operate a computer with strong principles and a little training, he will be fully qualified for his position. Does HR think that employees don't have the "endowment" to do warehouse management? The possible explanation is that the staff's cultural level is not high and they are totally unsuitable for warehouse management positions. So why do you want to recruit? To complete the recruitment task?

Generally, the deduction point is low and the reward is small. Attractive to talents and easy to recruit. However, due to the lack of incentives, the income is guaranteed, the pressure on employees is very small, and the electricity may be insufficient. For enterprises, the basic salary is a fixed expenditure, so the fixed labor cost of enterprises is very high. Usually the deduction point is slightly higher and the reward is expanded. Generally speaking, the value of incentives is relatively high, but employees lack security. Second, it is more difficult to recruit new talents. In particular, the latter will directly restrict the introduction and management development of enterprise talents. A high basic salary is attractive, but the incentive is insufficient. The basic salary is low and the motivation is strong, but the talent attraction is insufficient. The former is easy to recruit people and brings high fixed costs to enterprises, while the latter has a slightly lower labor cost, but it can't recruit talents.

In salary design, how can talents and enterprises achieve a win-win situation, so as to foster strengths and avoid weaknesses and learn from each other's strengths? Divide the basic salary into irresponsible basic salary and responsible basic salary. Xiao Wang, the shop assistant, assumes a basic salary of 2000 won (this part is usually related to attendance) 1000 won. He is required to reach the annual sales target of 65,438+0,000 won. If he fails to do so, this part of the basic salary will be deducted. This part of the sales is usually not deducted. In design, the basic salary of responsibility is not linked to sales performance, but also linked to important processes and specified results through the design of PPV.