Fahua campus recruitment

Recently, I visited a colleague. He has been starting a business 10 years. From a few people at the beginning, it has grown to more than 100, with an annual sales of 4,000 W, which is regarded as the first echelon in the industry.

When I was in Party A before, we had some business exchanges, so we knew each other and didn't know each other very well.

He is dressed simply: T-shirt, shorts and slippers, not like a business owner at all. Maybe because we are both engineers, we hit it off at once, and there is no gap at all. He told me a lot about starting a business and gave me a lot of advice.

In his view, starting a business is a very difficult thing:

First, starting a business is hard, and it may not make life better. When he first started his business, he didn't go to bed until after two o'clock in the morning. Over time, he has a headache every afternoon. Later, I played basketball for a while before I recovered. As a peer, he was born very early.

Second, entrepreneurship is involuntary. It's not that I don't want to be big, so I don't sit big. Sometimes Party A will force you to continuously expand your team. The more people, the more tired they are. Because he has to support a lot of employees, he has to think about how to earn so much money to pay everyone when he wakes up every day. Now he has to pay more than 200 thousand social security every month, and the pressure is evident.

Third, entrepreneurship is doomed to loneliness. In his view, employers and employees are opposites. At the beginning of the enterprise, there were 10 people, and ten people opposed the boss. When it developed to 100 people, this 100 people would stand on the opposite side of the boss.

Nowadays, employees are very smart and aware of the operating costs of enterprises. At the first sign of trouble, they immediately asked for a raise, which could not meet the need of changing jobs.

I have reservations about this. Entrepreneurs and employees are symbiotic and should develop into partnerships, not enemies.

Fourth, starting a business requires a lot of money. Although the industry is very hot, the situation of advance payment is still very serious. Party A's payment is basically based on acceptance, and it takes more than half a year from completion to getting cash, so the financial pressure is still great.

At the same time, as the founder, he also gave me a lot of advice:

First, honest management, operating enterprises will face many tests, how to choose between interests and honesty, it will be difficult for the operators of enterprises; How to endure the short-term temptation, once the integrity is established in the industry, the business will come naturally.

Second, peers should cooperate and support each other, and try not to poach from each other. I also agree with this point. At least, we should not engage in malicious competition. We should make joint efforts to maintain the order of the industry and develop together.

Third, help others and achieve common success. Business was bad two years ago, and he accepted some professionals to support his family. At that time, his scale has been greatly improved.

Fourth, the management of small enterprises can not be very formal, or rely on the rule of man. Now, he has the scale of 100+ and only recruited one HR staff. Neither finance nor personnel are recruited independently, but he still relies on outside agents. Even so, this person's load is not satisfied, sometimes he feels a little wasteful and the people he recruits are unstable. Once he leaves his job, the enterprise will be in trouble.

Fifth, be very cautious in recruiting people. He mainly recruits people on campus and then trains himself. He values people's character and thinks that everyone's ability is similar. The bad behavior of some people brought him a lot of trouble. Because he has become a large-scale, his current recruitment mainly depends on employee recommendation, so the basic aspects are OK.

Sixth, establish good relations with the government. He is now targeted by the government because of his high turnover and high annual tax payment. But as a technical background, he didn't know how to deal with the government at first and make full use of government policies. Now he is very familiar with it.

Seventh, register a new company, because our company is headquartered in other places. He suggested that I register a new company and make full use of government policies, such as government support funds, so that both the company and employees can get subsidies from enterprises.

Although the communication time with him is not long, the harvest is still great. I wish him every success in his career.