How to attract talents in construction enterprises.

First, the difficulty of attracting talents for construction enterprises

Due to the characteristics of construction enterprises and various reasons, construction enterprises have many difficulties in attracting talents, and most of these difficulties are determined by their own characteristics.

1, industry characteristics

At present, the competition in the construction industry is fierce, and the profit rate of the industry is generally low. It is difficult for most construction enterprises to provide high salaries and benefits to attract talents. And generally speaking, the stability of construction enterprises is worse than that of enterprises in other industries. No matter the change of internal and external environment, the impact on construction enterprises is far greater than that of enterprises in other industries. So for talents, the risk of development in construction enterprises is higher than that in other enterprises.

2, the industry is widely distributed, the region is wide, and the personnel flow frequently.

Construction enterprise projects are spread all over the country, and the amount of project funds and personnel is huge. Therefore, the demand for talents of construction enterprises is more diverse and complex. Some projects are located in small and medium-sized cities, towns and even remote places, and the construction environment is difficult to attract talents.

3. Lack of good corporate culture

Most construction enterprises do not pay attention to the construction of corporate culture, employees lack the same values and have a weak sense of corporate identity, which often leads to the dislocation of personal values and corporate ideas, which is also an important reason why construction enterprises are difficult to attract and retain talents.

Second, establish a mechanism to attract talents.

Although there are many problems in attracting talents in construction enterprises, some of which are inevitable, compared with other industries, construction enterprises have the advantages of broad market, sensitive response to the environment and great development potential. There are many opportunities for talents to develop in enterprises, and it is easy to give full play to their personal advantages and reflect their own abilities. In other words, it also has its own advantages in attracting talents. Therefore, construction enterprises should foster strengths and avoid weaknesses, and establish an effective mechanism to attract talents, specifically from the following aspects:

(A) establish a correct concept

1. Establishing a comprehensive view of talents is the basic premise for construction enterprises to attract talents. Construction enterprises should mainly establish the following talent concept:

Talents are diverse: all aspects of enterprise management need different kinds of talents. In addition to technical talents, there are also management talents, public relations talents and so on. It should be said that those who have special skills or talents and can be used for the development of enterprises are all talents of enterprises.

Talents are multi-level: in enterprise management, all kinds of talents live at different levels of enterprise organization. They can be senior managers or front-line employees in production and operation; It can be a senior technical development expert or a skilled worker.

2. Change the one-sided view of "talent demand", from "talent needs career" to "talent needs career and life".

Many construction enterprises believe that talents pursue career success and don't care about material needs. Under the planned economy system, this may be right: because everything is planned, it is useless to pursue it. However, under the market economy system, great changes have taken place in personal value and social judgment of personal value, and the quality of life of each individual has become an important aspect for society to measure his personal value.

In this case, "to have a career and a life" has become a general demand for talents. Due to the prejudice of social concept and the limited financial resources of enterprises, it is of special significance for enterprises to adopt effective ways to attract suitable talents when it is very difficult for construction enterprises to attract talents. A correct understanding of talent demand is helpful for construction enterprises to formulate correct talent introduction strategies and policies.

(B) to create various conditions to attract talents

Construction enterprises should give full play to their own advantages, seize the opportunity of the new round of enterprise reform, effectively use the limited resources of enterprises, strive to create conditions and attract talents through various means.

1. Use wages and benefits

Construction enterprises should consider their own strength and actual situation and formulate a set of flexible salary system with their own characteristics. Generally, the model of "basic salary plus bonus" can be adopted: "basic salary" can be unified with the original salary system of enterprises, and there is basically no big difference, while "bonus" can adopt different measurement standards and evaluation methods according to the nature of work and talent level. Take this model for example.

Consider from the following two aspects:

First of all, this model can meet the basic needs of talents in daily life, let them concentrate on their jobs with peace of mind, and at the same time provide necessary material incentives to fully mobilize the enthusiasm of talents. This not only helps to increase the attraction of construction enterprises to talents, but also conforms to the ability and conditions of construction enterprises.

Secondly, the characteristics of construction enterprises determine that close cooperation between people within the enterprise is very important for the survival and development of the enterprise. Therefore, while attracting talents, enterprises should also pay attention to coordinating the relationship between new and old employees. This model can protect the enthusiasm of the original employees because it adopts the "basic salary" which is basically consistent with the original salary system. Moreover, due to the change of system and concept, most people can accept the view that "talents should be highly rewarded for their outstanding contributions to enterprises". In this way, after introducing new talents, enterprises will not cause internal instability or even the loss of existing talents. Enterprises should adopt different evaluation standards and methods to evaluate the performance of talents and determine the amount of "bonus" to ensure the principle of fairness and efficiency.

(1) Talents engaged in technical work can be rewarded in the form of project commission according to the benefits brought to the enterprise by the projects they participate in;

(2) For those who are engaged in management, the method of "management by objectives" can be adopted. Set a certain management goal, and determine the bonus amount according to the completion degree and effect of the goal. The formulation of objectives and assessment criteria can be formulated by enterprises, or by both enterprises and talents through consultation.

(3) For the talents engaged in market work, the remuneration can be determined according to the performance, supplemented by "management by objectives", encouraging talents to open up markets, creating potential markets and enhancing corporate visibility, which cannot be directly measured.

In addition, enterprises should actively participate in the reform and construction of social welfare system, and strive to establish a relatively perfect welfare security system according to legal provisions and their own conditions. And try to relieve the worries of talents as much as possible, such as helping to solve the problems of spouse employment, transfer and children's education, and enhancing the sense of belonging of talents to enterprises.

Take advantage of your position

People have all kinds of needs; According to Maslow's hierarchy of needs, people have not only material needs, but also spiritual needs. Therefore, creating appropriate non-material conditions is also an important means to attract talents. This is an effective way to satisfy talents in their work. According to the talents' own quality and experience, combined with the actual situation inside the enterprise, and according to the enterprise's target strategy, challenging jobs or posts are set up for talents, so that they can gain development space in their work, which not only meets the needs of talents' self-satisfaction and self-realization, but also makes talents get exercise in their work, which in turn is conducive to the development of enterprises. To solve this problem, the key is to form a good talent competition mechanism within the enterprise, which can be based on the principle of "the capable are superior and the mediocre are inferior" and adopt the practice of open competition for posts;

3. Use equity

In attracting talents, enterprises can also conform to the trend of enterprise reform, take the opportunity of establishing a modern enterprise system, work hard on "clear property rights" and formulate diverse and attractive equity policies. Unifying the interests of individuals and enterprises can build a "unity of interests" within the company, enhance the sense of responsibility of talents, and stimulate enthusiasm and creativity.

(1) Equity: the right provided by an enterprise to acquire a certain number of shares within a certain period of time. The key point of its implementation is the evaluation of work performance and the size of equity corresponding to work performance. To ensure its attractiveness, we must also protect the interests of enterprises.

(2) Performance stock: the special stock right granted by enterprises to talents can enjoy dividends, but they do not own property rights. In fact, it is an operating mechanism that organically combines capital, technology, management and equity.

(3) post equity: that is, a kind of equity that only corresponds to the post. The usual practice is to establish employee stock ownership meeting, but as a condition to attract talents, more attention is paid to its attractiveness and incentive.

(4) Contribution shares: namely, a kind of shares given according to employees' contribution to the enterprise. Suitable for enterprises that carry out property rights reform.

Step 4 Use corporate culture

China's construction enterprises have long lacked understanding of the importance of corporate culture construction. In fact, the subtle influence of successful corporate culture on employees is sometimes more effective than material incentives. Corporate culture means that under certain social, economic and cultural background, enterprises gradually form and develop stable and independent values in a certain period of time, and take this as the core to form codes of conduct, moral standards, group consciousness and customs. The corporate culture, especially the strong culture, will strongly affect the fundamental view of employees, leadership style, organizational structure and its relationship, and the application mode of corporate control functions. These are the main factors that affect whether an enterprise can effectively attract talents. A good corporate culture can not only stimulate the enthusiasm of all employees, unify the thoughts and desires of enterprise members, and help Qi Xin achieve the strategic goals of the enterprise, but also be an effective means to retain and attract talents. For construction enterprises, its influence is particularly obvious.

5. Other conditions that can be created

Nowadays, more and more people think that an enterprise is not only a place for work and labor, but also an important place for social interaction. Therefore, in addition to the above work, construction enterprises should also pay attention to creating a positive and coordinated environment and atmosphere to meet people's needs in this regard and improve their attraction to talents.

(1) Do a good job in daily management and create a corporate image with clean environment, friendly atmosphere, orderly operation and standardized management.

(2) Due to social pressure, people are becoming more and more cautious when choosing jobs. They not only pay attention to the current situation of enterprises, but also pay attention to the future prospects of enterprises and their own development opportunities (this development itself is adaptive to the future society). Therefore, enterprises should not only do a good job in current management, but also have long-term development planning and overall planning. Generally speaking, enterprises should have an "enterprise dream", and at the same time, enterprises should also have a systematic talent training and selection system, so that everyone who enters the enterprise has a "personal dream", that is, personal career planning. In addition to adopting and implementing the above measures to attract talents, there must be other corresponding methods to ensure that talents are always motivated, so as to make long-term contributions to enterprises. In this regard, enterprises should mainly establish an open mechanism for talent flow.

(3) Take various forms and reduce talents in an eclectic way.

1. Select from within the enterprise.

Cultivating and selecting talents from within the enterprise is the lowest cost, and in many cases it is also the most efficient and effective way. There are many specific methods, but the most important thing is to have a systematic internal training and selection system. Due to the limitation of their own conditions, construction enterprises have relatively few selection targets and can invest relatively little money and practice, so the training and selection work should be focused and targeted.

2. External recruitment

External recruitment is an important way for enterprises to select talents. Because of its extensive sources, enterprises can easily obtain the needed talents. There are also many ways and sources of external recruitment, mainly including:

(1) Selection through the talent market: Construction enterprises should establish confidence, actively participate in the competition in the talent market, and make use of all the conditions created by the above enterprises to recruit suitable talents.

(2) Contact and cooperate with universities to find and tap talents.

(3) Mining talents from other enterprises, especially those in the same industry.

Construction enterprises should pay special attention to the direct communication between enterprises and talents in order to deepen the mutual understanding between talents and enterprises.

Third, summary.

Talents have also become the key for enterprises to establish competitive advantages and seize development opportunities. It can be said that the concept of "attaching importance to talents and putting people first" has been widely accepted. But from accepting an idea to turning it into effective action, it still takes a certain process, and it is a relatively difficult process. In this process, the effective method is to formulate the corresponding talent strategy according to the actual situation of the internal and external environment, and constantly improve and perfect it in practice.

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