Enterprises are growing rapidly, don't let recruitment become a problem

Rapid recruitment brings high turnover rate

Qitao: In the retail industry, the average employee turnover rate is 20%-25%. The industry thinks it is incredible, but it is a very normal phenomenon in this industry. How to control this state of high churn rate? From my actual experience, on the one hand, when recruiting, we cannot compromise on quality because of the pressure of quantity, which can easily lead to hidden dangers for employee turnover. On the other hand, it is also very important to see if the candidate agrees with the corporate culture. Some sectors of the retail industry work very hard, and without cultural cohesion, attrition rates will remain high.

Many people do not understand this industry and think it is relatively low-end and low-level. I had this impression at first. Because we usually only come into contact with hypermarkets, in fact, in the background, this is a highly technical industry, and at the same time it is an industry full of opportunities. Yichu Lotus is now focusing on communicating the culture of "development" and using opportunities to attract talents.

For example, in the operation department, many positions do not require a high degree of education. Some young people are very talented, but without a diploma, it is difficult for these people to enter the talent market. What they lack is opportunities. For these people, we attach great importance to their development needs and promise that they can learn a lot of business at work and grow up in a very short period of time. For example, there is a college graduate who joined the company at the end of 2002 and has become a store manager of a branch since he knew nothing about the industry. If he had been in other industries for the past two years, no matter how hard he tried, he would not have reached this level. In Lotus at the beginning of the year, the employee turnover rate was significantly reduced in the middle and high level, indicating that as long as there is an opportunity to develop, the company and employees can attract each other.

Zhou Ju: On eBay, the churn rate can be divided into two parts. The customer service department is relatively high, and other departments are relatively low. The average is about ten percent. There are two ways to control this ratio: first, before recruiting, we tend to find some people who are closer to eBay's culture and team style, just like his boss when drawing a portrait. This is more important. . The second is after recruiting, that is, after entering the company, we will see how we can help them. This is mostly done by the line manager of the business department where the employee is located and the entire team. They contact each other every day and get to know each other better.

HR may not have enough energy in the current situation, but we will try our best to participate, because as a hiring manager, we must be more deeply involved in the business, understand their real needs, and how new employees are integrating All kinds of situations that occur in the process can be prevented before they happen.

Yang Tong: Fosun Industrial has set up an apprenticeship process for some key positions. New employees will go to several related departments to rotate for a period of time, and then they will be placed in the positions they should be in. In this way, he can integrate with the company culture more quickly.

We recruit people to see if they are suitable for the position, and more importantly, whether they are suitable for the team. In Fosun Industrial, the divisions between departments are not strictly compartmentalized, and there are many things that are exchanged. In this case, if it can be put into a ready-made project, and then formally take up the post after being familiar with it, the effect is better, and the situation of resigning in a short period of time due to incompatibility is less likely to occur.

Expert comments:

Chen Yonghong: In fast-growing companies, high employee turnover is a very common problem, and cultural fit is a more important reason. Once, a personnel manager of a Japanese company came to see me, looking for a sales director in Greater China. He said that candidates need to have work experience in European and American companies, because these people have strong management skills. At that time, I told him that managers in European and American companies are indeed very strong in management. That is because their management culture is relatively open, giving managers a lot of space, but when such people come to Japanese companies, you have such space and culture. Let him grow?

In fact, the general manager of this company is not an authorized person, and the previous sales director left because of this conflict of management culture. From the perspective of recruitment, the characteristics of corporate culture and even the management style of the boss will affect the turnover rate of talents in the entire company, which must be clearly recognized before recruitment.

In addition, several companies mentioned the work after the recruitment, which is also very important and easily overlooked. Because the company is developing rapidly and everyone is busy, they don't care much about whether new employees are uncomfortable with their positions. In fact, the turnover rate of newcomers is usually the highest when they enter the company for three to six months. It is necessary for the company to provide some training in corporate culture or teamwork at this time.

Problem 3:

Vague standards for talent selection

Qi Tao: Now companies find it difficult to recruit, in fact I think there is a deep-seated problem behind it, that the person in charge of recruiting does not really understand what kind of talent their company needs. For example, if a candidate recommended by the human resources department to the business department is finally hired or not, what is the real reason? Hiring managers simply do not understand, that is to say, they are not sure about the standards of talent quality.

In the entire domestic environment, companies are not doing well in terms of quality models. Even some models used by foreign companies are directly copied from global groups, and are rarely adjusted according to the current situation in China. In fact, the establishment of this quality model requires the participation of the person in charge of the highest level of the business department to tell us what the purpose of establishing this position is, what the situation of the existing personnel is, and what conditions are required for those who want to recruit. Only in this way can a complete job quality model be constructed. Our current situation is that the recruitment task is relatively urgent, and we always feel that it is too late to do detailed analysis on certain positions, and we have not made up our minds to do it.

Unclear criteria make selection more difficult. We used to ask a consulting company to do an online assessment, but it didn't work out in the end. Because we found that the ready-made question bank, or its judgment basis, is not very helpful for our real interview. In fact, it is a pity, because we recruit a large amount. If a good evaluation tool is involved, it will be faster and better.

Zhou Ju: In terms of recruitment work, I think the main reason for the pressure is not the "quantity" problem mentioned above, but how to find suitable talents. What eBay and eBay needs most is creative talents, who can use their minds to create a new thing and develop it, and then bring more people to do this thing. So how do you measure creativity? It seems difficult.

We all know that judging why a person is qualified for a certain position must be well founded. Looking at the overall quality of individuals, each company has its own bottom line requirements, such as experience, background, and professionalism. But in terms of ability, although some standards have been set, it is not easy to score or quantitatively analyze, and sometimes it is indeed based on feeling. This is a relatively common phenomenon in Internet companies. For example, it is difficult to draw the person we are looking for very clearly. We are not sure whether his eyes are double eyelid or single eyelid. There is only a prototype, at least a beautiful person. This requires a higher level of competence of the interviewer.

Yang Tong: We call the talent quality model colloquially "management horoscope", which includes many aspects. It is not what you can see such as academic qualifications, majors, and work experience, but some deep-seated invisible things that need experienced recruiters to find ways to dig out. Our feeling is that selection is more effective if there is a clear set of criteria for each position.

Fosun Industrial has many personalities of its own in management, and requires managers to match and suit these personalities. Otherwise, in an enterprise, individual people's thinking and concepts may not be in line with the corporate culture, and they may be trapped there. What can be done can't be done. Therefore, in addition to skills, our talent standards have also made some specific regulations on the principles of doing things and professional ethics. When recruiting, use these "eight characters" to compare the conditions of the candidates. Fosun Industrial has now begun to explore, but it has not been clearly established.

Expert comments:

Hu Changhai: To establish a quality model, from the current point of view, most companies are still in theory and have not really used such a method. Comparing production-oriented enterprises and service-oriented enterprises, the job quality model of production enterprises is relatively clear, because these skills are easy to quantify and evaluate. In service-oriented enterprises, it is more difficult. Most positions emphasize flexibility. The more soft factors, the more difficult it is to quantify. In addition, in some emerging industries, some special positions are completely new, and their positioning is still in the process of exploration and development, and there is no object to refer to. The direct result of this is that the standards cannot be established, and many hiring managers feel that they are not very confident after the interview.

A relatively complete quality model is to gradually decompose the company's business development strategy into individual skill standards, and at the same time decompose the company's culture into individual work style standards. First, for different positions, establish a hierarchical skill model, and then combine soft factors such as company culture and value requirements, and use some psychological tools to break it down one by one. For example, eBay's culture is innovation, so its employees' personalities may be enthusiastic, positive, and dare to break the rules. It can be quantified as to which tasks to be completed at work. Now there are also companies trying to conduct directional analysis on their own successful managers, study their characteristics and styles, and come up with a set of quality models suitable for their own enterprises.

We suggest that this work should be carried out by various business departments and the human resources department, and the HR personnel should be more proactive. At present, the communication between the two parties is mainly after the recruitment process starts, and there is little communication about the specific description of the job requirements in advance. If HR doesn't take the time to get acquainted with the business, even if the business department tells him, he may not understand. In addition, the coordination and support of the company's top management is also very important.