Recruitment plan: more than 100 people per year.
According to the data of Southern Institute of Medical Economics, the demand for medical equipment in China is very huge. At present, the annual sales of China's medical device market is 54.8 billion yuan, of which high-end medical devices are about 654.38+0 billion yuan, and the growth rate in recent two years has remained above 654.38+05%. But at present, the overall level of medical equipment in China is low. Among the nearly 1.8 million medical and health institutions in China, about 1.5% of the products are still from the 1970s or so, and they have basically reached the age of upgrading. Therefore, the medical device market has great potential.
Although minimally invasive medical care has not been established for a long time, it has developed rapidly. When 1998 was founded, the company had only a dozen employees. After nearly seven years of development, we have set up offices in Beijing, Shanghai and Guangzhou. Among the employees, there are only 50 R&D personnel. In terms of age structure, 77.36% of employees are under 30 years old. Since 2003, the company has recruited more than 65,438+000 new employees every year, and this year is no exception. There will be a recruitment plan of nearly 150 people, and there will be more next year.
Enterprises recruit talents: both internal and external courses
Minimally invasive recruitment takes internal selection and external recruitment as the main means.
The first is internal selection. Except for some special positions, once new positions are launched, the company will first select from within, so that capable employees have the opportunity to flow and change. At the same time, employees are constantly encouraged to challenge themselves in the selection process. Director Bloomberg gave an example: when the company conducted performance appraisal last year, the production manager was transferred from his post because he failed to meet the standards and went to the technical department to be a research and development engineer. Although this person's post has been transferred, the company did not "hang" him aside, but encouraged him to carefully analyze and summarize the past gains and losses while doing his current job. When there was a vacancy, the company encouraged him to compete openly and fairly with other competitors, and finally he returned to the position of manager.
The second is external recruitment. After the company has completed the internal selection and sorted out the job vacancies, it is necessary to conduct external recruitment. The specific method is to publish recruitment information through well-known recruitment websites, search in the company's talent pool, and search together with headhunters. It also includes school-enterprise cooperation. With the expansion of business, the company is actively establishing cooperative relations with some well-known universities in China to provide internship and employment opportunities for students majoring in marketing, marketing, machinery and medicine.
Because the company's research and development direction is the field of cardiac intervention, there are few professionals in this field, so the company can only recruit talents under its management.
Selection criteria: "Soft ability" is more important.
As a high-tech medical device company, Microinvasive has a clear technical orientation, so professional R&D technicians are the focus of recruitment. At the same time, with the expansion of the company's business, there is a great demand for talents in marketing, production management and quality. The key positions recently recruited by the company are: R&D engineer, quality data analysis engineer, on-site quality engineer, production supervisor, process engineer and marketing specialist. The hardware requirements of the position mainly include: bachelor degree or above (some positions require master degree or above), relevant major or work experience, CET-6 or above, and proficient application.
The "hard standards" such as professional ability, professional background and technology of the above-mentioned talents are naturally prerequisites for employment. But the company pays more attention to the fit between talent value and corporate culture. Bloomberg has repeatedly stressed that the company has a complete training system. If the ability is not enough, the company can cultivate it. But if the technology is excellent but incompatible with the company's cultural atmosphere, such a company will resolutely give up. Generally speaking, companies only value two "soft" abilities when selecting materials:
1, self-motivated Every new employee will be asked the same question: besides getting the money back, what is your motivation? What the company wants to examine is the job mentality of the candidate. Because only if you have a positive work attitude can you really like what you do and have enthusiasm and passion for your work.
2. smart. The company has the responsibility to promote the common development of employees, so as soon as each employee enters the company, the company will formulate a complete training plan for them. "Of course, whether you are' promising' or' smart' is also important," Bloomberg told reporters with a smile. However, Bloomberg also pointed out that although understanding may be innate from a certain angle, some things may also hinder understanding, make people "stupid" and thus hinder their future. For example, some people overestimate themselves. Under such circumstances, they can't know themselves objectively. Because of high self-esteem, I often can't see other people's experiences and strengths, and I can't understand other people's wonderful things, which invisibly hinders my own development; For example, some people are too strong and arrogant, and external forces can't affect them at all. It is difficult for such people to have a future. Because talented, tolerant and cooperative people are what the team really needs.
With the above two points, excellent learning ability is also essential. In this sense, the company is currently inclined to recruit fresh graduates.
Development space: the integration of training and promotion mechanism
What are the training opportunities and career development space for employees to enter minimally invasive medical care? Bloomberg said that the company has a sound training system and promotion rules, which complement each other.
1, new employee training. The company has a new employee growth manual specially written for newcomers. On the first day, the first week and the first month, the line supervisor and the relevant personnel of the human resources department will have face-to-face talks with the employees. Through the "Manual" and conversation, let the newcomers know the development prospect of the company as soon as possible and be familiar with the enterprise regulations, including performance appraisal methods and salary plans. The most important thing is to make them clear about their work goals and know what the company's expectations are and where the development space is. In addition, the company also provides one-week professional training for new employees.
For employees who have been employed for more than one year and have development potential, the company will give a certain percentage of tuition reimbursement subsidies to encourage them to continue their studies in order to achieve greater development.
2. Management personnel training. The company has a training plan for middle-level and above managers. Key employees will be sent to joint talent training bases of famous universities such as Shanghai Jiaotong University and Shanghai University of Technology for further study. Improve their comprehensive management skills through training and work practice, including communication, leadership, performance management, time management, motivation, counseling, authorization and target management. In addition, there are ways to guide others to carry out career planning training. In the company's performance management system, supervisors are required to discuss short-term and long-term career plans with their direct subordinates every quarter, determine the skills they need to master this year and 1-2 years later, and reach written knowledge and plans on specific matters, so as to make career plans targeted.
3. Promotion channels. The company doesn't want all employees to be crowded into "administrative promotion", so different promotion channels are set up for different positions and departments. For example, for technical R&D personnel, from technicians to senior engineers, the requirements and conditions for promotion are defined at each level, and employees are encouraged to challenge to higher positions. In addition, the company encourages fresh graduates with professional backgrounds such as bioengineering, mechatronics and mechatronics. Work at the grass-roots level and start as a technician, so as to get through the promotion channel faster and better. Of course, the salary system established by the company is no longer inclined to the administrative level, and the salary of a senior engineer may be higher than that of his administrative supervisor. In this way, the phenomenon of "promoting a bad manager and losing an excellent R&D employee" is avoided from the system.
In addition, the company has always adhered to the principle of internal promotion of middle-level cadres. The company has established a promotion mechanism for reserve cadres, arranged courses for reserve cadres, improved their professional quality, improved their management skills, established decision-making and strategic thinking, and established their self-ability in goal planning. Generally, if a cadre wants to be promoted, the company will start preparations a year ago and arrange a training plan for the candidate, so that he can gradually assume greater responsibilities and bear greater pressure. The company instilled a truth in the leading group that the best way to get promoted is to train successors. Because, only those who can authorize and give others full development space are excellent leaders.
Source: China Human Resources Network.