1. Have a clear self-positioning

At the beginning of recruitment, the company must first have a clear self-positioning and recognize the internal and external conditions of recruitment: popularity, development platform, development path, corporate culture, salary level, etc.

Prevent the big horse from being equipped with a low-level small saddle, and also prevent the inability to hold talents and make wedding clothes for others.

If the company is developing in an upward trend, it should take a slightly positive and confident approach to absorb talents, so as to know both ourselves and the enemy.

2. Pay attention to the values ​​of the applicant

If the values ​​of the talent deviate too much from the values ​​of the company, either they are in harmony with each other, or their personality is distorted, or they are temporarily tolerant, the result will not be good.

The deviation of values ​​will also affect enthusiasm and increase management costs.

And values ​​are difficult to change through training, so choosing employees who are consistent with the company's values ​​is an important factor in helping to recruit suitable employees.

3. High integration and tolerance of the organization

The integration ability of the organization refers to the ability to melt and correct those mismatches such as values ​​and thinking patterns that are not far away in a certain organizational environment.

Therefore, enterprises need to allow certain quality requirements to be relaxed according to different job requirements.

Just like the sales positions in the monopoly industry focus on affinity, while the sales positions in the competitive industry focus on wolfishness, it is obvious that wolfishness is more difficult to cultivate and replace.

The high integration and tolerance of the organization can give us room to examine more important quality conditions.

4. Have an interview based on real ability

In the interview, the candidate may be very confident and talk about his/her previous experience, but remember, it is better to do well than to speak well.

HR can make the entire interview process simulate the real working environment as much as possible, let the candidates play roles, and test the candidates' ability to deal with different situations.

The previous successful experiences described by the candidates can be verified through this process. Similarly, some weaknesses or inadequacies of the applicants will also be revealed.

V. Persistence in key qualities and key positions

Key qualities must be assessed in place, no matter how suitable other quality conditions appear.

For example, for technical positions, we should focus on examining their research and learning abilities, rather than their academic qualifications and introverted personality;

Although a person with flowery words is more suitable for marketing, if he is psychologically fragile and lazy, it is equivalent to using citrons to cultivate oranges.

Therefore, key positions must insist on being better off with nothing than with something bad.

If the wrong person is cultivated, the cost is not only the salary, but also time, opportunity, reset and other associated costs. It is better to adjust within the organization.

Six, appropriate channels for recruitment

Recruitment websites are indeed a common channel for obtaining resumes, but the resumes collected by some websites are of varying quality, and the screening process is also relatively complicated.

For small and medium-sized enterprises, if they want to control costs and grasp the quality of candidates, they can go to some technical forums, communities, and communities to discuss and recruit candidates.

If you are a big V in the forum, coupled with a clear JD, it is very likely to attract like-minded talents.

Seventh, continuous recruitment to reserve talents

The human resources department should constantly pay attention to searching for talents and retain at least one or two talents with suitable qualifications who can take up important positions as soon as they are available.

For example, Meg Whitman, CEO of eBay, did this during the company's rapid development period.

She hired some talents who did not have suitable positions at the time, but would definitely be useful in the future.

Although these people will initially form pressure within the organization due to job mismatches, they will soon be entrusted with important tasks. This can quickly improve the strength of the team to a higher level.

Eighth, pay attention to comprehensive cost-effectiveness factors

Comprehensive cost-effectiveness factors include personnel quality, stability, and incentives.

From the perspective of salary, a high short-term cost does not mean a high long-term cost. It is much more cost-effective to find high-quality talents at a medium-to-high price than to find low-level personnel at a low price.

From the perspective of talent quality, attracting a high-quality seedling can be cultivated into a senior talent.

This process will bring sustained high performance to the company and avoid the greater difference cost of hiring external talents in the future.

In terms of stability, the cost of stable personnel with slightly higher salaries is lower than the comprehensive cost of frequent turnover of low-salary personnel.

This includes not only wages, but also the connection, familiarity, recruitment costs of work, and even the impact of lost personnel on organizational emotions.

From the perspective of motivation, simply low salary will affect people's attitudes and emotions.

People are different from machines. A machine bought at a reduced price can be the same as a machine at the original price, but for people, the performance discount will be affected by the incentive discount.

The level of performance cannot be judged by short-term performance, but by performance quality and stability. However, the generation of performance is a matter for graduates after graduation, so it is not discussed here.

So if companies want to recruit suitable talents, they need to pay attention to the above points, so as to choose a person with both moral integrity and ability, a down-to-earth and determined person, and a person who identifies with the company.