Small and medium-sized enterprises need to establish a correct view of talents while pursuing talents. Talents are people who can create more work benefits for enterprises than ordinary employees. They play a very important role in promoting the development of enterprises and are the core strength of enterprise development. However, there are no perfect people in this world, and enterprises must understand that talents can be all-rounders or professionals, and there is no need to excessively pursue talents who are proficient in everything, which will only lead to a large number of unnecessary investments by enterprises. Enterprises should pursue professional talents and talents suitable for enterprise development. Once the talents are determined, we need to pursue them with all our strength, because what is most lacking in this era is talents, and talents are the guarantee for the development of enterprises. Enterprises should not only attach importance to talents, but also respect talents.
(B) improve the talent management mechanism
Small and medium-sized enterprises need to refer to the talent management mechanism of some large enterprises, and then combine the actual situation of their own enterprises to formulate a talent management mechanism suitable for enterprise development. In the talent management mechanism, it is necessary to adopt a management method suitable for the development of talents according to their personality characteristics, and also to arrange work according to their professional expertise to give full play to their professional advantages. Perfecting the talent management mechanism is one of the important tasks for enterprises to cultivate talents.
(C) to provide good conditions for development
Any talent has certain pursuits and needs. In the face of talents, small and medium-sized enterprises need to show sincerity and try their best to provide necessary material conditions for talents to meet their normal life needs. Talents in enterprises also need a good development platform to realize the value of talents. Small and medium-sized enterprises should define their future development goals, provide a good development platform and promotion system, and even let talents enter the management of enterprises, boldly and confidently let talents go ahead and have enough trust in talents.
(D) to establish a good corporate culture
Corporate culture is a kind of culture formed in the long-term business development and recognized by the whole enterprise. Good corporate culture can effectively promote the development of enterprises. Enterprise managers need to strengthen the propaganda of corporate culture, pay more attention to employees in the process of work, and provide good working environment for employees.
How to train talents for small and medium-sized enterprises? Pay attention to the following three aspects:
The first is to establish a scientific mechanism for selecting and employing people. Establish a talent competition mechanism, vigorously promote open selection and competition for posts, introduce scientific qualitative and quantitative talent evaluation methods, and select outstanding talents to suitable positions, so as to achieve promotion and demotion, entry and exit, limited use and full use of talents.
The second is to do a good job in cultivating and using enterprise skilled personnel. Cultivate outstanding talents to participate in training and improve their skills.
Third, care for and actively create an unforgettable external environment.
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Small and medium-sized enterprises should also distinguish who should be encouraged, whether it is technical talents, core executives or outstanding backbones. Then, it's best to make clear the incentive purpose of the company and the inner real needs of different incentive talents, and then make incentive plans. Small and medium-sized enterprises, in particular, have no competitive advantage over large enterprises in financial and material resources. If they want to retain talents, equity incentive is a necessary choice. A good equity incentive plan will make the whole situation of the company icing on the cake and make great achievements.
I hope I can help you.
How to do marketing well for small and medium-sized enterprises; Without market, there will be no enterprise, and marketing is the basis of enterprise survival. Only by doing a good job in marketing can small and medium-sized enterprises develop well. Therefore, small and medium-sized enterprises should do a good job in marketing, including product quality, product innovation and all-staff marketing. In addition, the basic management of small and medium-sized enterprises should keep up, the marketing positioning should be accurate, and the marketing promotion should be reasonable. Keywords small and medium-sized enterprises; Marketing; Basic work; Without the market, there will be no enterprise in management, and the market is the basis for the survival of enterprises. Moreover, under the fierce competition of contemporary economy, the market is more important. Therefore, in terms of economic implementation, for small and medium-sized enterprises, in order to have better development, we must first start with marketing and retain the market and customers.
How do small and medium-sized enterprises do a good job in human resources, handle the relationship between employees and leaders, and not be like enemies. Under such influence, employees will introduce people in.
I have met such a boss during my work. At present, he has two small companies with an annual turnover of 6.5438+0 million, which should also be a successful case, but until now, these two companies have been inseparable from him, because after five years of management, there are few talents left. This is worth pondering. Today, such companies are not uncommon. The author believes that there are mainly the following problems: First, the enterprise itself has 1. Generally, there is no recruitment and education for the personnel in charge of the human resources department. Due to the limited human resources needed by small and medium-sized enterprises, many small and medium-sized enterprises have not set up special human resources departments. Of course, this is due to the consideration of cost operation. Human resources work has not been classified as strategic content, so it is always recruited when needed, and there is no overall plan for talent demand. In terms of personnel training, most business leaders rely on their own experience and impart some skills to internal personnel, which is difficult to be systematic. 2. SMEs have not established a sound incentive mechanism. Because the heads of some small and medium-sized enterprises mistakenly believe that there are too few employees in the enterprise, there is no need to establish any mechanism, and everything depends on one mouth. Of course, it would be helpful if the boss said the emperor's decree, but many bosses say one thing and do another. Based on this, in order to turn some good behaviors into reality, it is not only an incentive for employees, but also a constraint on the person in charge. 3. The budget invested in talent training is not much. Due to limited funds, small and medium-sized enterprises spend little or no money on talent training every year. Without study, there is no progress. 4. Organizations are generally scattered, with many individual heroes and no strong team. Because the division of labor of small and medium-sized enterprises is not rigorous, many times a person has several jobs, which makes more individual heroes and no powerful groups. Everyone thinks that you don't need me, and I don't need you, which makes people lack the sense of team honor. It is difficult for small and medium-sized enterprises to attract good talents under the competitive situation. The advantages of small and medium-sized enterprises are limited. Now the two-way choice between talents and enterprises has caused outstanding talents to despise small and medium-sized enterprises and lose their charm. 6. According to the enterprise's own situation, sometimes talents are screened and the problem of hiring money is considered too much, which leads to a popular saying in enterprises that the right talents are the best. This sentence is correct in itself, but it has been distorted by some small and medium-sized enterprises. For example, considering the capital problem of the enterprise itself, it is almost impossible to hire an excellent talent with uncompetitive salary. Enterprises sometimes set up a door for themselves, so that talents dare not come in. Of course, the author is not saying that we should not consider the issue of funds, but that it can only be done by comprehensive consideration, and only when we meet good talents can we properly break through this dilemma. 7, in the application process, the role is not clear, it is difficult to maximize the potential of talents. The division of labor of small and medium-sized enterprises is not clear, and one person has several jobs. At this time, many shortcomings of talents are highlighted. Some people are good at communication and can't manage, but if you insist on both of them, management will definitely not be done well, not only because management is not done well, but also because it takes a lot of time, so communication is not very good. 8. The brain drain rate is very low, and it is impossible to recruit relevant talents in time. Because SMEs usually don't reserve talents, they just want to recruit people when they use them. As we all know, although there are many talents now, we can't recruit them if we want to. Sometimes, in order to fill the vacancy as soon as possible, enterprises have no intention to recruit better ones, which is also a major drawback for small and medium-sized enterprises to recruit people. Even if the right person can be recruited as soon as possible, it will take some time to use it. Some enterprises can't wait to get on the horse as soon as they arrive, watching while doing it. Second, the talent problem 1. In the eyes of talents, the mistaken idea that a big enterprise symbolizes a future and a small enterprise has no future guides his behavior. In fact, each has its own advantages and disadvantages. If you want to be a comprehensive person, it is not suitable. Small businesses can do this. Although the sparrow is small and complete, it can provide you with a platform to show all its advantages. The development space of small enterprises is not as big as that of large enterprises. The specific choice depends on your own quality. What do you want from the enterprise? 2. Good talents have more choices. Excellent talents have a lot of choices. It is not enough for an enterprise to unilaterally take a fancy to this talent. It is necessary for talents to be interested in your business, just like a girl falling in love with a young man. Only when both sides are satisfied can we come together. He can work for your enterprise. 3. Good people sometimes can't stand the temptation of money. There is a saying in the jargon that small and medium-sized enterprises are talent training bases for large enterprises. Small and medium-sized enterprises are often really helpless. With the passage of time, the talents of small and medium-sized enterprises have grown up slowly. At this time, large enterprises took a fancy to your resources and began to come up with bad ideas. From time to time, some temptations are thrown at the talents of small and medium-sized enterprises. It is difficult for people to resist the temptation of this kind of money, so as to leave the small and medium-sized enterprises that have been good to you and walk away. Who knows what will happen in the future? 4. The concept of professional ethics is not strong, which makes some small and medium-sized enterprises unwilling to take risks to cultivate talents. Nowadays, the professional ethics of talents are getting worse and worse, which makes some small and medium-sized enterprises unwilling to take risks to cultivate talents. Existing talents are hard to recruit, and enterprises do not train talents. Where do talents come from? Third, social problems 1, the credibility crisis between talents and enterprises, there is really no way to solve the credibility crisis between talents and enterprises without relevant policies? The answer is no, in Japan, you will only be included in the integrity file if you have bad behavior, are expelled from your company or are sued by your company. As soon as others check, they will know your history, and it will be quite difficult for you to make a difference in the future, because no one will believe you anymore. With the intensification of talent competition, it is difficult to find some good talents to be poached by headhunting companies. Sometimes you meet someone occasionally or just cultivated, and the headhunting company takes advantage of his sensitivity and takes away your talents at once. How do small and medium-sized enterprises build human resources well? If small and medium-sized enterprises want to do a good job in human resources construction, they have to start from themselves, and some factors cannot be reversed by the strength of enterprises. According to the development of small and medium-sized enterprises, every small and medium-sized enterprise must establish a set of human resources planning system. Don't take it one step at a time, it's not good to do talent work. 1. Small and medium-sized enterprises should strengthen their core competitiveness, small but refined. At present, many small and medium-sized enterprises in China have achieved a little, and they just want to be big and expand desperately. This business strategy doesn't work, and many small and medium-sized enterprises can't do it for many years, and go bankrupt with the expansion of scale. The person in charge of the company sometimes thinks how to expand faster and die faster. In fact, just like a toddler, he can't stand up without hard feet. Only when his feet are hard will he try to get up, and after several wrestling, he will stand firm. However, some SMEs are not like this. Their feet are not hard, and it is not surprising that they insist on walking and breaking their skin. Small and medium-sized enterprises should make good use of their own advantages and give full play to their own advantages, which is a magic weapon for small and medium-sized enterprises to survive better. Only by being meticulous and highlighting your own advantages can you be in an invincible position. 2. Establish a perfect incentive system. People usually rely on incentives to do their best. Some children, encouraged by others, will go all out to lift stones that they can't usually lift. When I was in middle school, I once heard a story from my teacher. A track and field coach designed a special runway for training his students. The runway was covered with gasoline. At the command, the teacher lit the gasoline. Seeing that gasoline would soon burn themselves, the students ran as fast as they could. Finally, they looked at their watches and their scores were many times higher than usual. This is a kind of fear motivation, of course, enterprises must not use fear to motivate employees. We should use the reward and punishment system to stimulate the potential of employees, so that their potential can be brought into full play. 3, establish a training mechanism, don't leave because he grows up, not train talents. This concept will only hinder the talent growth of your enterprise and lead to the stagnation of your enterprise. Training mechanism must be established, but we have to find ways to get back what enterprises have paid for them. This is what enterprises should do. Therefore, we must unswervingly cultivate talents, and at the same time let the cultivated talents play their greatest potential in the enterprise and make contributions to the enterprise. Being kind to employees and making them feel at home is the only magic weapon to retain talents. This kindness not only refers to the spiritual satisfaction of talents, but also includes appropriate material benefits. Many times, the owners of small and medium-sized enterprises are desperately trying to get on well with their opponents, but the final result is still broken up. This is why the owners of small and medium-sized enterprises are simply confused by them. I was so kind to him, but he betrayed me. I can't figure it out. I really can't figure it out In fact, the most important thing is that you only emphasize emotional input and have no material input. It is impossible for an employee to look at a job that is several times higher than the current salary, but enjoy your kindness to him under your hands. Such feelings are too empty. From another angle, what will employees think? You are making a lot of money and never take care of us, which shows that you are hypocritical about our kindness. 5. Only use what can be used, don't make do with it to save money. Many small and medium-sized enterprises are reluctant to spend a lot of money to hire people with real talent and learning because their annual operating income is not much and they rely too much on saving money to generate profits. This has led to the lack of outstanding talents in enterprises. I don't know that talent recruitment and education is also an investment. In order to produce greater benefits, we must be willing to invest in the early stage, recruit good talents and train a group of capable people, and the enterprise will surely embark on a virtuous circle. Moreover, enterprises should always remember the advantages of employing people and control their own shortcomings, which is the way to win by employing people. 6. The division of labor is as clear as possible, but it can be appropriately * * * according to the importance of the post. Some small and medium-sized enterprises have the illusion that enterprises are too small, and a clear division of labor will increase the operating costs of enterprises. In fact, after a clear division of labor, it does not mean that it cannot be * * *. As long as their responsibilities are clear, they can also be distinguished. For example, a secretary can also be an accountant, but the responsibilities must be divided, so that you know that this person should bear the responsibilities of both a secretary and an accountant. As long as any one of them goes wrong, you can hold him accountable and let him know what to do. Of course, remember that some positions can't be connected in the operation process, and it's best not to let one person * * *, for example, an accountant and a cashier can't let one person * * *. 7. Introduce external forces to help you find the talents you need quickly. At present, there are more and more training courses in the society, and you can benefit a lot by keeping a good relationship with them properly.
How to do a good job in talent training from the perspective of new employees. First, ask new employees to make a career plan, make clear what their goals are in a few years, and then provide some methods to achieve this goal, so that employees can work hard in this direction!
How to do a good job in personnel training and scientific research management system? Reprint the following information for reference: 96 articles on the quality of excellent managers. First, the basic spirit is 1. All rationalization is the goal. Second, professionalism and work spirit. Third, the concepts of quality and number. Fourth, be good at time management and have a sense of time. Finally, the spirit of Excellence is getting better and better. Six, overall planning, cost-effectiveness, humanized management, ABC principle 7. Agree with the company's business philosophy and have correct aspirations, ideals and directions. 8. Start from the basics, don't be afraid of hardship, and don't aim too high. 9. Do what others can't and don't want to do. Ask me how much I can get first, and then ask me what I can do for the company. 1 1. Salary is a by-product of job performance. First-class profit is first-class treatment. 12. Proactive attitude 13. Loyalty and sense of responsibility 14. Be a man with principles and priorities 15. Make a difference in employment, regardless of rank 16. Always be grateful. Second, about work 17. Recognize the goal. Implement management by objectives 18. Self-management and inspection 19. Standardize work and institutionalize management. Analyze working hours and rationalize personnel 2 1. Innovation and breakthrough 22. Confident and decisive. Try to absorb new knowledge and methods in your work. Use the computer as much as possible. Devote yourself wholeheartedly. Try your best to work. Do a good job in P-D-C-A management cycle 27. Thoroughly implement schedule control to ensure that the work is completed within 28 time limit. Do a good job in 5S sorting and rectification management 29. Complete tools and proper maintenance. Fair and reasonable work distribution 3 1. Check work performance at any time. Attach importance to information and be good at statistical analysis. Pay attention to safety and confidentiality. Respect the suggestions of subordinates as much as possible. Study how to improve the work. Must have the knowledge needed for the job. Carefully planned 38. Check carefully and take improvement measures. About boss 39. Try to correct the boss's misunderstanding. If there is any ambiguity in the orders or policies issued by the boss, you should ask for instructions to understand 4 1. Have confidence in the company and the boss. Carry out the boss's orders Don't bother the boss. If you solve the problem yourself, you should report it to the boss. Get ready. Know the situation. 46. Don't criticize the company and the boss behind their backs. 47. Take full responsibility for the work of this unit without any explanation. 48. Questions that need to be consulted by the boss must be reported and discussed as soon as possible. 4. About colleagues and subordinates. 49. Regularly report the work process and results. About colleagues, 50. Cooperate with each other to help 565,438+0. Do not infringe upon the duties of other units. 52. Conduct the meeting successfully and effectively. 53. Good interpersonal and communication skills. 54. Exchange knowledge and views. 55. Maintain close contact and coordination with other units. 56. Balance appropriate organizational skills. 57. Be sincere and enthusiastic about your colleagues. 58. Know your responsibilities at the same time. 59. If necessary, handle their duties as agents. 60. accepted. Criticism and suggestions from colleagues. About subordinates, 6 1. The responsibility of motivating subordinates to work. Cultivate team spirit and morale. Don't hesitate to say words of encouragement and praise to comfort others. Maintain discipline. Accept consultation and negotiation on personal deployment issues. And help solve 66. Treat subordinates fairly. Reward subordinates and cultivate correct hobbies and entertainment. Orders and instructions should be sincere and clear. Let subordinates know the work policy and purpose. Reward and implement subordinates' suggestions to improve 7 1 and cultivate everyone's strengths. Take advantage of his shortcomings. Try to avoid punishment and scolding. Education and training deployment. Cultivate professional intermediaries. Tell your subordinates as much as possible about them. Clearly indicate everyone's location 77. Select talents, cultivate talents, use talents and retain talents. Care about subordinates and understand subordinates. Give full play to one's talents, and be at the right time and place. Assign jobs according to individual abilities. 6. How to treat yourself. 80. Abandon superiority and vanity. 8 1. Establish and maintain a good image. 82. With a sense of humor, you can speak very well. 83. Keep learning and enrich yourself. 84. Success without complacency. 85. The supervisor must take full responsibility. 86. Don't speak ill of your subordinates. 87. Don't be complicit. Opportunism 88. Always keep your emotions calm. Know your inferiority complex. Don't be frivolous 9 1. Self-health management, energetic 92. Stubborn but not persistent, be normal. Set an example everywhere and lead by example. 94. Be aware of your own shortcomings and shortcomings and overcome them. Don't let the subordinates' faces make noise. Be calm, be careful, and be careful again. These management capabilities are: 1. Excellent managers should not only be good at motivating employees, but also be good at self-motivation. In order to let employees give full play to their talents and work hard, it is necessary to turn what employees want me to do into what I want to do. The best way to achieve this change is to motivate employees. If we arrange work for employees in an incentive way instead of an order way, we can make employees realize their importance and sense of accomplishment. Encouragement will not weaken your management. On the contrary, you will arrange your work more easily and make them more willing to obey your management. As a manager, especially a senior manager, there are many complicated affairs and many thorny things to be solved every day. In addition, we must think about the company's development and future. Even so, managers must always keep a good mood to face employees and customers. The pressure on managers can be imagined. Self-motivation is an important means to relieve this pressure. Through self-motivation, we can turn pressure into motivation and enhance our confidence in success. 2. Ability to control emotions A mature leader should have strong emotional control ability. When a leader is in a bad mood, few subordinates dare to report his work, because it is natural to worry that his bad mood will affect his evaluation of his work and himself. The mood of a senior manager can even affect the atmosphere of the whole company. If he often loses his temper because of something, it may affect the overall efficiency of the company. In this sense, when you become a manager, your emotions are not just your own private affairs, it will affect your subordinates and employees in other departments; And the higher the position, the greater the influence. When managers criticize an employee, they should also control their emotions and try to avoid making employees feel that you are not satisfied with him. In order to avoid losing control when criticizing employees, it is best to talk to them when you are calm. In addition, some excellent managers are good at criticizing with anger. This kind of criticism may be few words, but the effect is very obvious, especially suitable for employees who refuse to change their teaching. This kind of anger is different from losing control of emotions. It's intentional. The mood is under control. Although it is so important to control emotions, there are not many managers who can really control emotions well, especially those who are anxious about sex and pursue perfection, and it is difficult to control emotions. There is a simple method that may play a role in controlling emotions. When you are very angry, you can do this: recite the numbers, from 1 to 20, and then go outdoors for 5 minutes. 3. Humor ability Humor can make people feel kind. A humorous manager can make his subordinates feel happy at work. The purpose of manager management is to enable his subordinates to finish their work accurately and efficiently. A relaxed working atmosphere helps to achieve this effect, and humor can make the working atmosphere relaxed. In some embarrassing situations, proper humor can also make the atmosphere relaxed at once. Humor can be used to criticize subordinates without embarrassing them. Of course, humor often doesn't work for those who are not so smart or stubborn. Humor is not innate, but can be cultivated. No matter how dull a person is, he can gradually become humorous as long as he works hard. Former US President Ronald Reagan was not a humorous person before. When he was running for president, others gave him advice. So he used the most stupid way to make himself humorous: prepare a humorous story every day. Humor is not satire. Satirizing others will make people feel disgusted and even lead to confrontation. Ironic humor will make others feel that you are taking advantage of others' weaknesses or shortcomings, which has a very bad influence. 4. Leaders with excellent speech skills have good speech skills, especially those famous politicians, all of whom are excellent speakers without exception. The function of a speech is to make others understand their views and encourage others to agree with them. From this perspective, any manager should learn to express himself through speeches. The target of the manager's speech is not necessarily many people, but may only be his own individual subordinates; The location of the speech is not necessarily in the meeting place, but probably when communicating with subordinates. The significance of a speech is not limited to the speech itself. Speech can improve oral expression ability, self-confidence and reflective ability. These qualities will make you handy when dealing with foreign countries and managing subordinates. A person's speech ability is mainly proportional to his speech times, and has nothing to do with other factors. In other words, even a person with poor eloquence will become a master of speech as long as he insists on speaking. The only feasible way to cultivate your speaking ability is to give a speech. If you are timid, you can give a speech in several places. In fact, the most difficult speech is the first time. As long as the psychological barrier is overcome, it is not difficult to make a speech. 5. The ability to listen. Many managers have this experience. An employee felt wronged by unfair treatment, and he came to you for advice. You just need to listen to him carefully. When he is finished, his mood will be much calmer, and you don't even need to make any decision to solve this matter. This is just one of the benefits of listening. Being good at listening has two other advantages: 1, which makes others think you are modest; 2. You will know more things. Everyone thinks his voice is the most important and beautiful, and everyone can't wait to express their wishes. In this case, a friendly listener naturally becomes the most popular person. If a manager can be a listener of subordinates, he can meet the needs of every subordinate. If you don't have this ability, you should cultivate it at once. The training method is simple. You just need to remember one thing: never talk until others stop talking. Ten qualities a good manager should possess: (1) Calm but not indecisive. Excellent managers have the characteristics of calmness. They are good at considering many aspects of things or stakeholders involved in problems, and are not easy to act impulsively. Good managers are calm, but they are not indecisive. They often make decisive decisions or clarify their views after careful consideration. Managers with this trait can often handle things or problems properly and help to form good interpersonal relationships. (2) Do things seriously, but don't be "perfect" in everything. Good managers know that business and scientific research are different. Scientific research focuses on the pursuit of rigor and Excellence; Business focuses on the pursuit of efficiency and input-output ratio. Excellent managers are very careful in everything, but they are also very clear about what needs to be "perfect" (perfect) and what is "almost enough" (reaching basic standards). Managers with this trait can often "do things right" and create value more easily than ordinary people. (3) Pay attention to details, but don't stick to details. Excellent managers are good at paying attention to the details of things and people and things around them. They are good at grasping the crux of the problem and "killing" the problem in the bud. Although excellent managers are good at paying attention to details, they will not be too rigid in details, nor will they care about other people's small mistakes or mistakes. Managers with this feature can often greatly reduce the occurrence of "problems" and their daily management work will be orderly. (4) Arrange work through consultation, and rarely give orders. Managers are not "supervisors" who give orders. A manager who can make his subordinates "follow" actively depends on his or her personal charm and leadership, not his or her "rights". Excellent managers rarely give orders to their subordinates, and they often arrange and arrange their work by consulting with their subordinates. Managers with this trait can often make subordinates really "willingly" complete the assigned tasks, and such managers can often create a harmonious and United team atmosphere. (5) Care for subordinates and know how to cherish talents. Excellent managers are good at respecting and caring for their subordinates. They often regard their colleagues as "brothers" and know how to cherish and care for their "comrades-in-arms" who get along with each other day and night. Managers with such characteristics often make their subordinates feel "at home", which makes everyone pay more actively, proactively and without regrets. (6) tolerance, willing to tolerate others. Excellent managers are broad-minded, tolerant and willing to tolerate others. They are good at caring for others, considering their difficulties and interests, and are good at "digging thorns and planting roses". Managers with this characteristic often form good interpersonal relationships and often get the most sincere support and help from others when needed. (7) Be strict with yourself and convince others with actions. Good managers will not let themselves be independent of various rules and regulations. They often lead by example and use their own practical actions to influence and drive people around them. Managers with this feature are often "upright and do things without orders." (8) Integrity is no worse than appearance. Managers are honest, as good as appearance. They often treat people equally and do things fairly. No black-box operation; I won't "smear candied fruit" to my face and "stab a knife" behind my back. Managers with this trait often make people feel "safe" and gain the full trust of others. (9) Modest and prudent, good at learning, excellent managers will not take their existing knowledge and skills as management capital. They are often modest and prudent, and are willing to learn from their superiors, colleagues and subordinates. Managers with this feature are often very capable and can constantly improve their abilities. (10) Excellent managers who are not satisfied with the status quo, but not divorced from reality, are not satisfied with their current performance, and they all have higher goals and pursuits. They are not satisfied with the status quo, but they will never be divorced from reality. They always strive for higher and further goals step by step. They know very well what their future will be like and what their imagined future will be like.
On the steps and contents of how to design an effective recruitment interview (1) for small and medium-sized enterprises;
1 First of all, we must understand the recruitment needs of various departments and make clear how many people the company needs to recruit each year;
2. Summarize the recruitment needs, analyze the needed personnel, and determine and select the corresponding recruitment channels through the analysis of recruiters;
3. Determine the recruitment budget according to the recruitment channels and needs.
4. The key to the recruitment plan is to have a detailed recruitment plan, which must include but not limited to these contents: recruitment positions, number of recruitment positions, job responsibilities, qualifications, arrival time and special requirements. When making this plan, remember to communicate and confirm with the employing department repeatedly to ensure that the right personnel are recruited.
(2) Steps and contents of establishing a recruitment system:
1. Set up the company's talent echelon, pay attention to the cultivation of reserve talents, and avoid talent stall;
2. Develop various methods and tools for selecting talents internally and recruiting talents externally;
3. Establish a talent evaluation system to ensure the whole recruitment process. If the enterprise is difficult to set up at the moment, it can rely on external professional evaluation agencies;
4. Strengthen the mechanism of selecting, educating and retaining people.