First, correspondence.
First-class enterprises need first-class talents as well as second-class and third-class talents at different levels. When recruiting? Positioning? To be accurate, it is not appropriate to locate the talent demand that is divorced from the actual situation of the enterprise. In fact, this positioning, on the one hand, is the actual strength and management level of the enterprise, on the other hand, is the development potential of the enterprise.
Second, synchronization.
The potential and development space of talents are closely related to their understanding and learning ability. When recruiting talents, we should consider whether the potential of talents and personal development space can keep up with the development of enterprises. Talents who can keep up with the development of enterprises are more likely to stay for a long time. Too many individuals walking in front of the enterprise or lagging behind the enterprise will cause hidden dangers that talents are difficult to stay for a long time.
Third, accurate retention rate.
Enterprises should have talents? Accurate retention rate? Concept, attach importance to and improve the probation period of talents? Accurate retention rate? . If all the recruited talents are not retained during the probation period or at the expiration of the probation period, the retained talents leave their jobs before reaching the expected service period, or the retained talents are not the most suitable for enterprise development and job requirements, what does this recruitment mean? Accurate retention rate? Very low, the recruitment is a failure.
Four, the recruitment work should have the concept of cost and effect.
Every talent recruitment work includes not only the input of manpower, material resources and financial resources, but also the input of intangible assets of enterprises. If a recruitment fails to recruit suitable talents, the investment is only a transactional investment; If the recruited personnel leave the enterprise within a few days, they will pay double losses at this time, which may also lead to greater losses such as the disclosure of corporate secrets.
The same is true of enterprise selection. Now enterprises blindly introduce talents everywhere. The job advertisements in newspapers, the criteria for headhunting companies to find people everywhere, and the emphasis on academic qualifications and professional experience of large enterprises. A large number of enterprises compete with each other for the unprecedented high talent consumption. First of all, we should see that this is an improvement. Our enterprise attaches importance to talents, and our enterprise has the strength and is willing to pay high remuneration for outstanding talents. This is certainly progress. However, there are obvious irrationalities in the progress. We often hear such words? Wolves lead a flock of sheep, and they will surely win a flock of wolves led by sheep? It is true that a good manager is a wolf head. If the wolf leads well, the market will be successful, the income of employees will increase, and many employees will be promoted. If it's just the kind of cadres with wolf heads on their sheep, it's doomed to failure.
People are lazy. The unchanging and comfortable environment is the easiest to kill employees' fighting spirit and their creative passion. When an employee's work enthusiasm decays to indifference to the crisis of the enterprise, the enterprise will also decline synchronously. This is also the root cause of the short life of many excellent enterprises. In this case, only by introducing competition can the company become symbolic? Arena? The potential of employees will be stimulated and their intelligence will be more useful.