Analysis of recruitment strategy of small and medium-sized enterprises

Analysis on the present situation and countermeasures of talent recruitment in small and medium-sized enterprises

Abstract: With the development of China's economy, small and medium-sized enterprises have gradually become an indispensable part of China's economic structure. The important role of talents has been paid more and more attention by enterprise managers. However, the current situation of human resource management in small and medium-sized enterprises has a certain adverse impact on talent recruitment and hindered the development of enterprises. Based on the analysis of the present situation of the employment of small and medium-sized enterprises, this paper puts forward some suggestions for improvement, which has certain guiding significance.

Keywords: small and medium-sized enterprises; Talent; Recruitment; human resources

Preface of 0

With the development of China's market economy, small and medium-sized enterprises have become an important part of China's economic structure, which has a certain impact on economic prosperity and social stability. According to the information provided by the State Economic and Trade Commission, there are more than 8 million small and medium-sized enterprises in China, accounting for 99% of the total number of enterprises in China. The gross industrial output value and realized profit of small and medium-sized enterprises account for 60% and 40% of the total number of enterprises in China respectively; About 60% of China's total export value of about $654.38+050 billion comes from SMEs.

As the core resource of enterprises, talents have played a great role in the process of enterprises participating in market competition, and have been paid more and more attention. Carnegie once said: "Even if all my factories, equipment, markets and funds are taken away, as long as I keep my technicians and organizers, I will still be the king of steel in four years." It can be seen that how to recruit suitable talents has become a serious problem that enterprise managers must think about.

1 Status of talent recruitment of small and medium-sized enterprises in China

1. 1 The human resource management organization and personnel are not in place.

At present, most small and medium-sized enterprises in China do not have a separate human resources department when setting up departments, but are concurrently held by offices or administrative departments. Enterprises do not pay enough attention to the management and development of human resources, ignoring that human resources department is an indispensable part of modern enterprise structure, providing necessary support for the normal and orderly development of enterprises.

There are no specialized human resources managers, and even if there are, their daily work is limited to managing files, wages and labor insurance. They work according to the "static" and "thing-centered" traditional personnel management mode and fail to perform their due duties in human resource management.

1.2 paid insufficient attention to recruitment.

A considerable number of small and medium-sized enterprises are more casual in recruiting personnel, and more often they rush to recruit when there is a shortage of staff or a large-scale loss of employees. The lack of guidance in human resource planning has had a negative impact on the recruitment results to some extent. For them, recruitment is often an emergency measure, rather than the need of enterprise human resource management and development.

On the other hand, in recent years, the continuous expansion of colleges and universities and the emergence of private colleges and universities have led to a sharp increase in the number of graduates in the past, leading to the phenomenon of oversupply in the human resources market. So many small and medium-sized enterprises mistakenly think that it is very easy to recruit a suitable person, which is reflected in the recruitment work. They don't pay attention to it ideologically, are not fully prepared, and lack scientificity and systematicness. As a result, recruitment often ends in failure.

1.3 The recruitment channels are relatively simple.

There are many channels for talent recruitment: on-site job fair, labor market, online recruitment, headhunting company, campus recruitment, print advertisement recruitment, internal selection, acquaintance recommendation, etc. Each recruitment method has its specific advantages and disadvantages and the tendency of talent reserve. For example, skilled workers and general clerks can go to the labor market for recruitment, professional technicians can recruit graduates of related majors on campus, and middle and senior professionals can entrust headhunting companies to find them. According to the survey, most small and medium-sized enterprises still use traditional recruitment methods, such as attending on-site job fairs, recruiting in the labor market, recommending acquaintances, etc., without making full use of different recruitment channels, which invisibly narrows the scope of talent selection and causes certain limitations.

1.4 Lack of correct positioning of the personnel needed for the post.

Kōnosuke Matsushita, the founder of Panasonic, once said: "The word' appropriate' is very important. The right company, the right store, and the right talent, 70 points of talent is sometimes better. " Kōnosuke Matsushita believes that the employment of talents should be based on suitable enterprises. The more senior talents, the better they can be used. If enterprises are superstitious about talents with a score of 100, they may ignore talents with a score of 70. But sometimes, 70% people pay more attention to their work, can treat their work wholeheartedly with gratitude, and can finish their work better. For small and medium-sized enterprises, 70-point talents are easier to obtain, with lower cost and higher utilization efficiency, and 70-point talents can grow with enterprises.

But at present, quite a few enterprises are more willing to recruit graduates from famous universities, and it is understandable that the quality of students trained by good schools is also high. However, it is not considered whether the students who graduated from prestigious schools are suitable for the needs of this enterprise. Once both parties find it inappropriate, the enterprise will waste the cost of this recruitment and pay for the next recruitment. The survey results show that less than 40% of enterprises have calculated the cost per employee.

1.5 SMEs are less attractive to candidates.

Small and medium-sized enterprises are often in a weak market and their competitiveness is not strong. Large enterprises have great advantages in market share, asset ownership, brand effect, salary level, working conditions and employee career planning, which are incomparable to small and medium-sized enterprises. At the same time, the unclear development goals of small and medium-sized enterprises, imperfect management system and lack of corporate culture are also the reasons why it is difficult for enterprises to recruit suitable talents.

2. Suggestions on improving the recruitment of talents in SMEs

2. 1 Establish a correct concept of human resource management

Enterprise human resource management serves the strategic goal of enterprise development and is responsible for optimizing the manpower needed to improve enterprise operation efficiency. The main work of human resource management includes job analysis, personnel recruitment, personnel allocation, personnel training, reward system, performance appraisal and so on. We can define human resource management as: making a human demand plan by analyzing the human demand of enterprises; Optimize the allocation of organizational human resources by selecting, employing, educating and retaining people; Determine the remuneration through assessment; Stimulate employees' work enthusiasm and initiative, and control work performance; Through training, develop the potential of employees, and then support the realization of organizational strategic goals.

To correctly understand human resource management, we must first make clear the difference between it and traditional personnel management. Traditional personnel management pays more attention to routine activities, such as recruitment, selection, appointment, salary, file management and the formulation of personnel rules and regulations. Traditional personnel management regards people as the object of simple management, disposal and arrangement, pays attention to solving "things" and is most concerned about doing the most things with the least number of people. Human resource management is based on "people" and emphasizes that people are the most valuable resources of enterprises. Through reasonable development and management, we can stimulate people's potential, create unexpected value, and achieve a win-win situation for enterprises and talents.

2.2 Make full preparations before recruitment

(1) After defining development goals and making strategic plans, enterprises should count the types and numbers of personnel needed. On the basis of the existing personnel reserve, make a targeted human resource demand plan and organize recruitment.

(2) Prepare a job description suitable for the job. Clarify what kind of work this position should complete; What kind of ability the applicant must have to be competent for this job; How will the enterprise evaluate this, etc. The job description should be as clear as possible to avoid the ineffectiveness of recruiters due to unclear information, reduce the recruitment cost of enterprises and reduce unnecessary waste.

(3) Prepare enterprise profile and recruitment brochure. On the one hand, the recruitment process is a process of finding suitable employees, on the other hand, it is a process of self-promotion, showing corporate image and expanding corporate influence. Information such as enterprise profile and recruitment brochure are the windows of enterprise publicity, which all represent the overall quality of the whole enterprise. Therefore, when preparing, we must highlight the characteristics of enterprises and attract candidates with the advantages of enterprises.

2.3 Scientific and reasonable recruitment organization.

(1) Organize the recruitment team. Recruited personnel must meet the needs of relevant departments, and it is unrealistic to complete the recruitment work only by the human resources department. The Human Resources Department takes the lead and unites relevant personnel from various departments to form a recruitment team, subdividing all aspects of the recruitment work, and the members of the team perform their respective duties to accomplish this task together.

(2) Selection of candidates. The selection of candidates is one of the key links in recruitment, which mainly includes interview, written test and scenario simulation. In the selection process, recruiters should work objectively and fairly to ensure that the most suitable person is selected from the candidates.

2.4 Summarize the recruitment work

(1) recruitment effect summary. After the recruitment, the enterprise should make an inventory of the recruitment: whether the recruitment is carried out as planned, whether the recruitment budget is overspent, whether the recruitment channels are effective, whether the interview method is appropriate, whether the criteria for selecting candidates can meet the job requirements, and so on. By summing up afterwards, enterprises can foster strengths and avoid weaknesses in the next recruitment, and then sum up a set of recruitment strategies that meet the characteristics of enterprises, and find suitable target employees more effectively and quickly.

(2) Establish a talent pool. In the recruitment process, enterprises sometimes have regrets, and some talents meet the needs of enterprises. However, due to the limitation of human resource planning, it is impossible for enterprises to employ all of them, but such talents may be needed in the future enterprise planning and development process. As a human resources department, we should keep the information of such personnel in case of emergency, which not only improves the recruitment speed, but also reduces the recruitment cost and promotes the planning and management of human resources.

2.5 to create a corporate culture conducive to the development of enterprises and employees.

Corporate culture is an objective cultural phenomenon. There are generally five elements that constitute corporate culture: corporate environment, values, outstanding people, ceremonies and ceremonies, and cultural networks, that is, grass-roots communication methods. An obvious change in human resource management in the future is to pay special attention to the influence of "cultural management" and the formation, maintenance and cultivation of corporate culture. Small and medium-sized enterprises especially need excellent corporate culture to motivate and unite employees. A distinctive corporate culture is a special symbol that distinguishes this enterprise from other enterprises, and it can attract like-minded talents to struggle with it and grow together with it.

Talents have become the key for enterprises to establish competitive advantages and seize development opportunities. Talent recruitment is only a link in the management and development of human resources. How to make talents serve enterprises better and create greater value, enterprise managers have a long way to go. Enterprises need to constantly practice and summarize according to their own characteristics in the daily operation process, and find an effective human resource management model suitable for their own enterprises.

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