Is enterprise talent imported from outside or selected from inside?

It is found that the internal talent selection system plays an active role in reducing brain drain, enhancing job satisfaction and improving job performance. In addition, because enterprises have a clear understanding of internal candidates, the recruitment cost and risk of internal selection system are also low, and the recruitment time and training time required are also short. Therefore, many enterprises adopt the system of "all the required talents are selected internally except the junior positions".

However, many times companies have to recruit from outside. On the one hand, after all, the talent market within the enterprise is limited, and it is inevitable that there will be a problem of "cutting the foot and fitting the shoes" if it depends entirely on internal selection. At the same time, for enterprises, externally recruited talents can bring new ways of thinking, new skills and new network relationships, which will play a younger role in enterprises. However, external recruitment will also bring many problems. In addition to affecting the enthusiasm of employees, external recruitment must also provide wages that are compatible with the external talent market, and the market price of this scarce talent is often higher than the salary level of similar personnel within the enterprise, resulting in the distribution gap within the enterprise.

Because internal recruitment and external recruitment have their own advantages and disadvantages, which is better, internal self-development or external introduction? You can't generalize, it depends on the actual situation of the enterprise. Generally speaking, the development of things is characterized by the alternation of long-term "relatively stable period" and short-term "abrupt period". In the relatively stable period, it is relatively beneficial to cultivate and select talents internally. During the mutation period, the original rules were broken, and the economic and technological foundation of the industry and the overall rules of the game of competition changed fundamentally; The aging cycle of knowledge is shortened, and the original professional knowledge and experience have become the burden of learning new things and new knowledge. In this case, recruiting talents from outside enterprises and industries has become one of the necessary conditions for enterprises to survive. At the same time, the following factors should be considered:

Enterprise management strategy. When the enterprise is in the development stage and needs a large number of talents, internal recruitment can no longer meet the demand, so it is necessary to obtain talents through external recruitment. If the enterprise adopts maintenance strategy, when there are vacant positions, external recruitment may increase more labor costs, and there are more suitable candidates inside, so internal recruitment can be adopted.

Existing human resources of enterprises. When the vacant position is more important, there is no suitable candidate among the existing personnel, and there is no training object, or there is a training object but the training cost is high, it can be recruited from outside. Otherwise, the vacancy can be filled by internal recruitment.

The purpose of recruitment. For management reasons, when enterprises increase fresh blood, bring new ideas and new concepts, stimulate the vitality of existing employees, and bring new competition to old employees, thus improving the enthusiasm of employees, changing business philosophy and working methods, and changing work attitudes and behaviors, external recruitment can be adopted.

Labor cost. When the vacant position is a senior position, outsourcing can be very expensive. In this case, from the perspective of long-term development and the contribution and role of outsiders, it is better to hire outsiders; However, if the enterprise is small in scale and can't afford this high labor cost in the short term, it is necessary to consider it from the inside.

The external environment of the enterprise. Including the establishment and improvement of talent market, industry salary level, employment policy and security regulations, regional talent supply, talent credit status, and so on. These environmental factors determine whether an enterprise can recruit suitable candidates from outside. If the talent market in the area where the enterprise is located is developed, policies and regulations are sound, talent supply is sufficient, and talent credit is good, external recruitment can not only obtain ideal candidates, but also be convenient and fast. If the external environment of the enterprise is contrary to the above, internal selection and training should be adopted.

In a word, for enterprises, it is important to formulate personnel plans that are compatible with the development strategy of enterprises, determine clear talent policies, and cultivate employees' correct expectations of promotion opportunities and income levels. Secondly, when external recruitment is needed due to the shortage of internal talents, internal employees should also participate in the selection and be given equal competitive recruitment opportunities.