Generally speaking, the most basic challenge in recruitment is cultural matching. In addition, there are five more dynamic challenges: skill change, employee loyalty, individual needs of employees, economic and industry fluctuations and outsourcing. As these challenges become more and more severe, the challenges brought to HR become more and more severe.
Cultural matching is more important than superb skills. It is generally believed that when recruiting the best candidates, in addition to the matching of skills and job requirements, the most important thing is to match the corporate culture and be able to integrate into the whole team. If the employee and the organization don't match, it will not only affect the efficiency of the employee, but also the employee and the organization need to consider changing a more suitable environment for him, both inside and outside the organization. Therefore, when considering who is the best candidate, we must consider the following questions.
The most direct question: What qualities do most employees who succeed in an organization have-
Through the analysis of the commonness of existing successful employees, it is undoubtedly the simplest way to judge whether the candidate matches the organization. In addition to working ability, we should also evaluate the intangible factors such as loyalty, determination and enthusiasm of successful employees in their daily work.
The most intuitive question is: whose quality is easy to win respect-this will isolate employees-
If it is possible to misjudge the cultural match of candidates in recruitment, then more effective observation can be made in the subsequent trial and use stage.
In torrance, California, a newly established electronic medical record company hired two experienced programmers to supervise the development of the preserved medical record database. One of the programmers easily mingles with other employees, while the other sits alone in front of the computer all day. During the three months she worked for the company, other employees tried to get her to join the conversation and invite her to participate in after-hours activities. She showed her heartfelt love for her job, but in the end she couldn't fit into the company culture because she was too eccentric when she studied data with other employees.
Another example is just the opposite, Dennis? When Krautil joined the newly established Woqi Guardian Technology Co., Ltd. as the vice president of sales, he also doubted whether he could adapt to the new company. When talking about his previous sales experience at Procter & Gamble, he often joked: I'm just a bleach salesman. ? Almost all other employees have technical background, but his personality can be well integrated into it.
The most easily overlooked problem: how to describe organizational culture
Don't confuse? Mission? And then what? Culture? This is very important. A toy company may have a seemingly humorous mission? Make products that bring laughter to children? However, the culture within its organization is very tense and harsh. or vice versa, Dallas to the auditorium Here, it is especially necessary to let yourself know and let the other party know how risky your organization is. Taking risks may be part of your organizational culture and way of doing things, or your organization is so opposed to taking risks that all work processes, from sales reports to human resources operations, are textualized to keep the company running? Is it safe? .
What needs to be clear is that a leopard cannot change his spots, and this principle applies to both individuals and organizations. Therefore, both individuals and organizations have strong stability in their way of thinking and values, and the degree of cultural matching between employees and organizations will show considerable stability. So this consideration is basically a static challenge.
Compared with culture, skill is another basic consideration for recruiters, and it changes much more.
Due to the change of skill requirements and the decline of employees' own skills (especially those positions that require creativity or physical strength), the skills of existing employees will not match the organizational requirements, which makes it urgent for organizations to recruit new employees.
The biggest difficulty in recruiting employees with the required skills lies in how to evaluate the actual ability of job seekers. No matter how a candidate's resume is written, it is easy to make mistakes when judging whether he is suitable for this job. More importantly, through resumes and interviews, employees' skills learning ability and adaptability to future skills changes cannot be understood. In order to reduce this risk, it has led to the recruitment of enterprises. Worship of prestigious schools? On the one hand, famous students are considered to have stronger learning ability. On the other hand, even if there is a mismatch, HR can defend itself: I have recruited all the students from the best schools. What else do you want-
What do economists call the widespread inequality between employees' actual and future work ability and employers' needs? Dynamic imbalance between supply and demand of human resources? .
Although the qualitative change of loyalty is not easy to evaluate the skills of employees, there is still a way to go. Another challenge of finding a suitable replacement for the organization, namely the degree of loyalty and commitment, is even more elusive.
If employees feel appreciated and can engage in meaningful work, they can always remain loyal to their work. However, when the job is no longer interesting or there are better job opportunities, few employees will feel obliged to stay. This is the so-called? New loyalty? This concept, the so-called contractual spirit, remains loyal to the employer and the job as long as it lasts for several months or years.
Loyalty goes both ways. If employers want to gain loyalty, they must first pay loyalty. As a manager, if we can link the expectations of employers and employees, we can understand the problems of organizational loyalty.
Specifically, employers' hopes for employee loyalty mainly include: observing the non-competition agreement; Comply with company policies and procedures; Be able to stay in the company for a long time; Praise the company to others. The main hope of employees to their employers is to care about their career development and the need to maintain work-family balance? Give support and encouragement; Pay a fair and just salary; Provide a fair and just working system. ?
One direction closely related to employee loyalty is the personalized needs of employees. Employees' demand for working environment will change with their age, which can be divided into two angles: first, employees of different ages will have different needs; Secondly, with the change of time and age, the needs of the same employee will also change. Even employees of the same age will have different needs at the same time.
? Baby boomers? (born before 1968): expected flexible working hours; Emphasize teamwork and friendly environment; Policies, procedures and performance expectations are consistent and coherent; Publicly praise employees' work, especially reward individuals who work long hours.
Managers may think that the influence of this generation is weakening because they have retired or will retire. In fact, the improvement of human and workplace life expectancy, as well as the desire to constantly accept intellectual challenges and create results, make this group still play an important role in the workplace.
Mesozoic employees (born 1969 ~ 1983): hope to get the daily care of the leaders, but allow independence; Pay little attention to policies and pay attention to results rather than tasks; Attach importance to training and development opportunities; Support and encourage the balance between work and personal life; Provide the latest equipment and technology.
New century employees (born after 1983): hope to provide the latest equipment and technology; Work is interesting and diverse; Strive to create differences; Policies, procedures and performance expectations are consistent and coherent; Is considered to be positive and optimistic; Encourage employees to create personal influence.
When building multi-generation employees, we should consider how these different values cross each other and how to coexist in the actual working environment. For example,? Baby boomers? Employees in the new century seem to attach importance to the consistent implementation of policies, procedures and performance expectations. Mesozoic people are famous for not paying attention to policies, but you can also see that when they feel that they are treated differently or hurt by policies, they will also change their minds.
Similarly, baby boomers pay attention to teamwork; But with respect, there will be the possibility of becoming a solid teammate; With the desire to be a good teammate, it is natural to respect each other. Coupled with employees' pursuit of fun and appreciation of diversity in the new century, it is easy to see what is the basis of teamwork and respect. The pursuit of work-life balance in Mesozoic once again embodies the values with respect as the core.
The ups and downs of economy and industry will always lead to periodic fluctuations in the global economy or a country's economy, which will inevitably lead to changes in industry; Of course, even if the world around you falls apart, as long as your industry is prosperous, you and your competitors can find new employees from a common talent pool, and the economic situation at this time is favorable to employers; On the contrary, when the competition is fierce (not fierce), you and your competitors compete for talent resources fiercely, and the economic situation at this time is beneficial to employees. Generally speaking, in two different economic environments, the psychological characteristics of employers and job seekers are as follows:
1. When the economic situation is favorable to job seekers,
Employees or job seekers will put forward more requirements in terms of treatment and working environment;
Employees may be more likely to resent their employers, which will damage labor relations;
Employees or promised job seekers are more likely to leave suddenly-usually after finding a job that is more in line with their salary expectations and interests, they leave without any notice;
Employers may complain about the inflation of employees' salary expectations;
Employers will be forced to fill certain positions with employees they think are not ideal.
When the economic situation is favorable to the employer.
Employers will not respond enthusiastically to the requirements put forward by job seekers;
Employers will feel it is reasonable to raise expectations;
Job seekers are more likely to choose jobs they will never consider;
Job seekers may accept lower-than-expected salary;
Job seekers often accept unsatisfactory employment conditions.
With the development of business outsourcing, more and more companies outsource their work to people from other countries. This has brought good luck to some people, but it has also ruined many people's employment opportunities. Outsourcing has led to the replacement and unemployment of many workers in the United States, but it has benefited countries such as India. The US Department of Labor predicts that the United States will be 20 15? Outsourcing? Overseas job opportunities will increase to more than 3.3 million, equivalent to nearly 6 times that of 2005! The types of work involved include management, commerce, computer, architecture, life sciences, law, art design, sales and office work.
The growth of overseas outsourcing is mainly due to the improvement of overseas education level and the increasingly fierce competition in the global market, which makes many companies face the pressure of reducing costs.
Outsourcing is a good way to save costs, take advantage of time difference and enter the customer's location, but this method also has disadvantages: for the country, some high-paying jobs and technical knowledge will be lost abroad; In an organization, this is likely to have a negative impact on the morale of employees.
Faced with the cost pressure and technical pressure brought by the above recruitment challenges, one way to deal with the challenges is outsourcing, that is, outsourcing the management of human resources. Of course, HR outsourcing will also bring new problems and challenges!