Nowadays, talent has become the bottleneck of the development of many enterprises, which makes many bosses sit on pins and needles. Enterprises are eager for senior management talents and technical talents. This restricts the development of enterprises to a great extent. According to our long-term observation, enterprises are now facing five major internal worries and five major external troubles. The five major internal worries include: high cost, low selling price, difficult recruitment, low degree of specialization and backward management. The five external troubles include: from swarming investment to industrial transfer, from cost advantage to meager profit era, from extensive production to industrial transfer, from short supply to overcapacity, from developed economy to emerging economy. The rising labor cost caused by the difficulty in recruiting workers is an important part of high cost, and it is also an important reason for the decline of corporate profits into the era of low profit.
Nowadays, enterprises are facing internal and external troubles, and the impact of lack of talents on enterprises is even worse. Talent is the most precious wealth of an enterprise. But now talent scarcity is a common phenomenon, but the scarcity of top talents and grassroots employees is the most serious. If we divide talents into three categories, including top talents, middle-level talents and grassroots employees. The current situation is that top high-end talents and grassroots employees are scarce, and there are relatively many intermediate talents. Needless to say, top talents are scarce, because top talents are not mobile and their information is enjoyed by the whole market. As soon as he leaves his job, there will be many luxury cars to pick him up, and many headhunting companies will find him either explicitly or implicitly. But now there is a shortage of grassroots employees, and many factories are afraid to take orders, fearing that they can't do it. That's the reason. The phenomenon of "shortage of migrant workers" in China will be staged for a long time due to many factors such as the aging population in China. At the same time, grass-roots employees are in the transition period. The post-60s and post-70s gradually withdrew from the historical stage, and the post-80s and post-90s gradually became the main body of construction. Different from their predecessors, post-80s and post-90s pay more attention to the protection of individual rights, pay more attention to freedom, and have poor fighting spirit. They would rather not work overtime than pay overtime. If the work is not satisfactory, they will leave without hesitation. If individual rights are violated, they will take up legal weapons to defend their rights. As middle-level white-collar workers and middle-level managers, the situation is relatively better. The present situation of talent supply in China is like a football, with two small ends and a big middle.
From the above simple analysis, we can understand the importance of talents to enterprises and the supply status of talents. So, how can we solve the problem of talent shortage? Or at least partially solve this problem. The answer is still about cooperation. We believe that enterprises can't confine themselves to the thinking that the human resources department keeps recruiting students, because people are moving around and consume a lot of recruitment costs.
The difficulty in recruiting workers is first of all the problem of retaining people. Stop bleeding first and then talk about hematopoiesis, otherwise no amount of blood will flow out. Therefore, the most important problem for enterprises now is the problem of retaining people, but now many enterprises just put the cart before the horse. Gradually expanding on the basis of solving the problem of retaining people is equivalent to reducing expenditure and increasing income, and the problem of difficult recruitment for enterprises can be truly solved. In order to retain talents, we must take the "cooperation" route. Only cooperation can reflect personal value, but the realization of personal value must proceed from demand. Only by understanding the needs of employees can we be targeted. It is necessary to understand not only the common needs of post-80s and post-90s employees, but also their individual needs. Content source:/
It is the only way for enterprises to retain talents by creating talent training programs according to employees' needs.