How do enterprises treat talents?

At present, it is the recruitment season, and all kinds of "pattern" discrimination reappear in the job market. In addition to common gender, age and college discrimination, there are also enterprises that discriminate against "student officials" and label student cadres as impetuous and utilitarian. As soon as some enterprises hear that the applicants are returnees, they immediately label each other as "poor learners". According to the 20 17 survey of China University Media Alliance, 75.7% of the respondents were treated unfairly when looking for a job.

The fewer recruitment thresholds and preconditions, the greater the later screening workload and the higher the overall recruitment cost. Regardless of gender, age, "returnees", "academic officials" and various "labeling" behaviors are the most common ways to reduce screening costs.

For many enterprises, it is impossible to write the terms of "men only", "985 only", "2 1 1" and "no XXX" into the recruitment terms, and such screening is mostly done through "background operation". This kind of "invisible discrimination" is often more difficult to find and identify.

In addition to the recruitment cost, the possible employment cost after recruitment is also something that enterprises need to consider. The most typical example is discrimination against women, especially unmarried and childless women. The influence of female fertility on work is objective, and enterprises, especially those sensitive to labor costs, will inevitably consider this issue.

Eliminating employment discrimination is an inevitable requirement for enterprises and a part of corporate social responsibility. It is as if enterprises in some fields must bear the responsibility of avoiding environmental pollution and bear the treatment cost for possible sewage discharge. Furthermore, the employment discrimination tendency of enterprises exposes the utilitarian or "instrumental" tendency of some enterprises in recruiting people.

Under this concept, all the thresholds and standards are to ensure that candidates can use them as well as possible: graduates from famous universities will be "useful" than graduates from ordinary colleges after being screened by the education system; Women's demand for marriage and childbearing makes it impossible for them to create value for enterprises in a short time, so they are naturally not as "easy to use" as men.

In the eyes of these enterprises, job seekers are more like a "tool" that can be used immediately, and their demands and needs are often ignored. This tendency is not a desirable attitude towards talents, and it also runs counter to the management concept of modern enterprises. In the long run, such enterprises will inevitably be abandoned by the market.

Content source: Phoenix Review