What Are the Different Types of Recruitment and Retention Strategies?

Strategic recruitment refers to the behavioral process of making effective decisions during the implementation of the recruitment process, formulating recruitment plans in line with the development strategy of the enterprise, and adopting effective means. The content of strategic recruitment covers all aspects of human resource recruitment. Strategic recruitment does not mean hiring more employees. When other managers in the organization have identified the core business of the organization, strategic recruitment is intended to support the core business needs of the organization by obtaining the best recruitment options.

Strategic recruitment

Right!

Strategic recruitment refers to the behavioral process of making effective decisions during the implementation of the recruitment process, formulating recruitment plans in line with the development strategy of the enterprise, and adopting effective means. The content of strategic recruitment covers all aspects of human resource recruitment. Strategic recruitment does not mean hiring more employees. When other managers in the organization have identified the core business of the organization, strategic recruitment is intended to support the core business needs of the organization by obtaining the best recruitment options.

There are not many research findings about strategic recruitment in China. Disadvantages of traditional recruitment thinking, strategic recruitment must pay attention to the long-term strategic goals of the company, recruitment practices must be combined with the company's strategy; pay attention to the matching of people and organizations, the recruitment process needs to take into account the examination of the skills and values of the candidates; emphasize adaptability Training is an integral part of the strategic recruitment process, and companies need to take a series of measures to help new employees integrate into the company.

Chinese name

Strategic recruitment

Implied

Strategic vision, overall concept, depth dimension

Features

Strategic

Implementation

Achieving the advancement of human resource management costs

The connotation of strategic recruitment should be understood from two aspects:

First, from the perspective of strategic recruitment, we must treat the recruitment of enterprises with a strategic perspective, an overall concept, and a deep dimension. Specifically, it is necessary to solve the problem of matching the overall strategy of the enterprise, the strategic planning of human resources and strategic recruitment; coordinate the relationship between the recruitment module and other modules of the strategic planning of human resources planning; based on the actual situation of specific enterprises, based on some innovations Achieve efficiency and economy of recruitment;

Second, in the implementation of strategic recruitment, we must use scientific and advanced human resource management thinking, standardize the recruitment process and improve the lack of details in the recruitment process, and allocate and store the necessary talents for the development of the enterprise.

The characteristics of strategic recruitment are as follows:

First, strategic. Strategic is the fundamental difference from traditional recruitment strategies, it determines that companies should treat recruitment issues from the perspective of corporate development strategy;

Second, efficiency is also called effectiveness. Strategic recruitment will change the inefficient model of traditional recruitment of enterprises, avoid the waste of limited recruitment costs in all aspects of recruitment, and maximize the ultimate benefit;

Third, broad participation. Strategic recruitment will break the company's existing recruitment concept. Recruitment is no longer just the work of the Human Resources Department, but the various organizational departments of the company must participate in it, and work together to achieve a good realization of the company's recruitment strategy;

The fourth is high risk. Because strategic recruitment will focus on the applicant's cultural identity and adaptive skills training, the construction of a talent pool, and the in-depth mining of recruitment channels, etc., these will require high up-front investment, although in the long run, it will be conducive to the company's continued Development, but high investment is bound to bring high risks, which is why small and medium-sized enterprises have to combine strategic recruitment with temporary recruitment.

(I) Achieving the advancement of human resources management costs

An important reason put forward by strategic recruitment is that traditional recruitment methods lack long-term vision, passively respond to the information of talent demand departments-"recruit only when needed", and have no strategic foresight. The direct consequence of this is that the human resources management cost is too concentrated, often after the recruitment failure, the human resources strategy in other parts of the enterprise cannot be implemented, and a lot of costs are wasted, but there is no control.

Therefore, it is proposed to advance the cost of human resources management, that is, to focus on strategic recruitment at the first step. For example, an important feature of Huawei's strategic human resource recruitment is to cooperate with courses developed by many universities to instill the culture and core values advocated by the company, cultivate potential employees loyal to Huawei's corporate culture, and improve the efficiency of recruitment. Sex uncle. In the process, the cost of the original training strategy was pushed forward.

There is also an extension of adaptive training on the advancement of human resource management costs. Large companies such as L'Oreal and Microsoft promote campus planning competitions and online business strategy games in the early stages of recruitment to examine whether potential candidates are suitable for the company in order to be targeted and take the initiative in recruitment. Siemens China Co., Ltd. has established student circles in key colleges and universities in China, and selected outstanding graduates to introduce how to write their resumes before they formally submit their resumes, knowing what jobs they are best suited to, and improving their success rate of job hunting. These are the moves that human resource management costs are moving forward. Chinese enterprises should consider how to learn from the experience of well-known foreign companies under limited human resource management costs, so as to advance the cost of human resource management.

(2) Choose recruitment outsourcing when the time is ripe

Outsourcing of human resources business has been widely developed in European and American countries since the 1990s. The so-called human resource outsourcing refers to a human resource management model in which a company entrusts part or all of the functions originally undertaken by its internal human resources department to a "third party" professional human resources service agency outside the enterprise. Due to the too many internal factors involved in the company's training and development, performance evaluation, and salary management, it is difficult to achieve good results by a "third-party" professional human resources service agency. The recruitment process can be said to be an exception. Other businesses are easy to operate, easy to regulate, and do not involve too many business secrets, so they are relatively mature in the outsourcing of human resources business. The main forms of recruitment outsourcing currently include talent intermediary, agency recruitment, talent leasing, and manpower dispatch.

At present, many well-known enterprises in China have transferred their talent recruitment work to some professional talent recruitment agencies, such as Wou Chengyou, China Talent Network, etc., and some large multinational companies specializing in human resource services abroad have also begun to settle in China, such as Towers, Hewitt, Mercer, Watson, Huiyue and other well-known foreign compensation consulting companies have begun to enter China's human resources market. "Most of our enterprises are small and medium-sized enterprises, and the conditions for full entry are not sufficient. They can enter the field appropriately. Some key positions can be recruited by specialized third-party recruitment agencies.

(Three) attach importance to strategic recruitment

While advising temporary recruitment under the guidance of companies under guidance, the fact that companies have to pay attention to is that due to the sudden changes in the international market, technological upgrades, and product upgrades, the frequency of fluctuations in their development has increased continuously. Lower-cost, temporary recruitment has become a regular choice. Since many companies have no time to try it out, many "temporary employee" leasing companies have emerged internationally in recent years. They use fee-based services to solve the problem of "eager employment but no time for trial". Especially for emergency positions that only require 3 months, 6 months, 9 months or even 1 year when working, you can consider temporary recruitment. Some foreign companies entering our country have also brought this approach into China. For example, Kodak in Xiamen recruits short-term workers from leasing companies. Because most of China's small and medium-sized enterprises are in a disadvantaged and passive position within the WTO framework, it is impossible to focus only on strategic recruitment and not on temporary recruitment. The key issue is to incorporate temporary recruitment into the scope of its own strategic recruitment, so that the temporary is also a temporary in the strategic plan, and is an organic part of the long-term recruitment strategy.

(4) Strengthen the application of electronic information technology in corporate recruitment

The current increasingly mature management information technology has brought great changes to the methods and means of specific human resource management tasks such as talent planning, personnel recruitment, staff training, file management and performance evaluation. New human resource management methods and methods such as online recruitment, online training, and electronic archives are generally welcomed. The characteristics of strategic recruitment determine that while increasing the workload of the human resources management department, enterprises also require that their work be more open, transparent, scientific and efficient. Therefore, the information management of recruitment has been increasingly valued by the leadership of the company, which has also caused This has attracted widespread attention from scholars. The current research on information management of strategic recruitment mainly focuses on the construction of enterprise network recruitment platforms and the construction of enterprise talent reserves. China's enterprise recruitment process should also actively promote the construction and application of this aspect.

Case study 1: Strategic recruitment at L'Oreal

L'Oreal was founded by Eugene Schueller in 1907. In 2003, L'Oreal Group's global sales reached 14.02 billion euros. As one of the Fortune 500 and the world's largest cosmetics company, L'Oreal Group has operations in more than 150 countries and regions, and has more than 50,000 employees worldwide. people.

L'Oreal settled in mainland China in 1993. At the beginning of 2004, following the acquisition of a small nurse, L'Oréal took a flash of food and rushed away from P & G to take away the well-known makeup brand-Yuxi, which shocked the cosmetics industry.

L'Oreal is clearly prepared because it has a mature and effective management method in business management, especially talent management. Its strategic talent recruitment strategy is even better known. It is because of its strategic recruitment that it has continuously improved its brand and gathered a large number of talents.

I. Idea: Advance development of human resources

In September 2003, although the 2004 graduates were almost one year away from graduation, Nanjing s quasi-graduates have attracted the attention of L'Oréal, and an Industrial Design Competition organized by them has made students real Learned about L'Oreal's culture.

The theme of the L'Oreal competition is to ask college students to choose a solution for environmentally friendly makeup. The winners are rewarded with 10,000 yuan, 5,000 yuan and 2,000 yuan respectively. In addition to high prize money, each champion will receive a 6-month internship at L'Oreal.

Many companies are engaged in such activities, but the effects they receive are very limited, because conventional companies have not put activities into their own talent management system, at most to promote their products.

Unlike these companies, L'Oreal campus activities are now an important part of L'Oréal's human resources strategy. Campus activities are just a warm-up exercise to attract talent.

The conventional method of enterprise human resource development is to recruit a certain employee into the company, and from that moment, he is given vocational training, and a career development path is designed for him. Obviously, L'Oreal's thinking is different, it puts forward the idea of human resource development in advance.

L'Oreal believes that creating opportunities for contact with talents is the first step in human resource development.

Naturally, the first thing L'Oreal thinks of is the university, because the university is the base of future talents for L'Oreal.

The first step of "advanced human resource development" is to let college students begin to understand L'Oreal and their corporate culture during their sophomore and junior years. Values. Marketing strategy to understand L'Oreal products and management. L'Oreal hopes that these college students will take off the moment they join the job. Accelerating their steps towards success can also reduce their investment in later training. L'Oreal believes that such human resource development is relatively stable.

Operation: Creating Brand Events

With the idea of human resource development in advance, L'Oreal has continued to promote campus activities, but L'Oreal has gradually discovered that these activities are not good if they are simply tiled. Create a brand-name student competition with high participation That is important work. As a result, L'Oreal Global Online Business Strategy Competition has gradually developed.

"Global Online Business Strategy Competition" has been organized by L'Oréal, Business Week and Strat X, a well-known European vocational training software development company, since 2000. At present, the Global Online Business Strategy Competition has become the world's only global College students include MBA students open business simulation contests.

So how does L'Oreal run this event and how to find talent in such a competition?

The competition simulates the current state of the international cosmetics market in the new economic environment. Combining the main elements of business competition, each college student who desires to become an entrepreneur in the future has the opportunity to apply their expertise and skills in a virtual but nearly realistic cyberspace. Manage and run an enterprise, and make comprehensive strategic decisions on R & D, budgeting, production, pricing, sales, brand positioning and advertising investment of the company's main products according to the competitive situation. This competition mainly examines the participating teams' analysis of company operations, strategy formulation and implementation, market development and cultivation of financial numerical analysis, comprehensive analysis of market changes and their ability to respond to changes.

The entire competition process is conducted online, one round every 8 days, for a total of 6 rounds. The three-person team in the competition put themselves on the manager's seat of a multinational company, owning a cosmetics company in a highly realistic online world, and competing with four other virtual companies online. Finally, the ranking is based on the stock price of the company.

According to the arrangement, the shortlisted teams are divided into several divisions, and 5 rounds of competitions will be held in 6 weeks. The top teams will enter the semi-finals. These teams will submit a complete business plan and conduct the 6th round of competitions. This results in the regional championship teams in all regions of the world.

The first round of the competition implements the elimination system. The purpose is to select a certain number of official teams from a large number of registered teams. For example, in 2003, 800 formal teams were selected from 5600 teams.

There are many questions about screening L'Oreal, such as the requirement to estimate how many bottles of perfume L'Oreal sold in 2002. In fact, online can only find out how much L'Oreal's turnover that year, as for how much perfume was sold can not be found.

In the end, the regional champions will be sent to L'Oréal's Paris headquarters for the finals. At that time, they will "sell" their virtual company to a jury composed mainly of senior management at the L'Oréal headquarters. champion. The global championship team will get the opportunity to travel for free one week in any part of the world. The destination is determined by the winner. The regional champions will have the opportunity to take a 3-day trip to Paris.

The way to select talents through competitions is not new, but not as many as L'Oreal can make a business competition so interesting.

Effect: Two birds with one stone

L'Oréal's global online business strategy competition's pre-design, post-online management, and champions flying from all over the world to Paris are huge, and these costs are uniformly paid by L'Oréal headquarters.

Nothing is free in this world. Through the business strategy competition, L'Oreal killed two birds with one stone. The Business Strategy Competition provides L'Oreal with a great opportunity to interact with students around the world. L'Oreal is therefore in touch with this young and dynamic group. Understand their expectations. L'Oreal has also discovered talents and has used this international recruitment tool to attract elites from around the world.

L'Oreal believes that recruiting the best talents worldwide is the source of L'Oreal's life and vitality. After several years of competition. "Global Online Business Strategy Competition has become an important and effective tool for testing the strategic thinking ability of participating students. Recruitment managers also have the opportunity to closely observe the performance of participants. At the same time, L'Oreal" Global Online Business Strategy Competition "It also reflects their business concepts such as global operations and teamwork as a large multinational company.

In fact, most of the participating students from the world come from top universities in the world. This includes Harvard in the United States. Yale, Northwestern University, and New York University. The University of Cambridge in the United Kingdom, ESADE in Spain and INSEAD (European School of Business Administration), etc.

L'Oreal made it clear that maybe they can't decide whether to hire a contestant through only one competition, but the competition does build a bridge between them and potential employees to discover each other and enhance understanding.

L'Oreal is very interested in outstanding players. After the game, L'Oreal will take the initiative to contact them. Explore their potential career development opportunities at L'Oreal. But L'Oreal does not have a hard quantitative indicator. After several rounds of competition, the human resources department can have a rough understanding of the performance of the players. L'Oreal generally gives priority interviews to students who have achieved outstanding results in business strategy competitions.

L'Oreal believes that those who have achieved good results in the business strategy competition will have certain advantages in the interview, but it does not mean that they are necessarily suitable for this job. After all, there is a certain gap between competition and actual work.

Of course, the people recruited by L'Oreal through the Business Strategy Competition are not limited to the students who did well in the competition that year. Liaoning s Human Resources Department keeps information on all students who have participated in the competition. Once someone applied to L'Oreal, the company found that he had performed well in previous years. This is obviously a good start for the company's communication with talent.

Through this form of business strategy competition, L'Oreal has established a rich talent pool to ensure that L'Oreal can continuously recruit outstanding talents worldwide.

The global human resources structure of most multinational companies basically follows the path of "headquarters, region (such as Asia Pacific), and single country (such as China)". Due to the wide scope of business and the long supply chain of manpower, the advantages and disadvantages are also magnified at the same time: proper employment is "Hainanbaichuan", and improper employment is "perilous." Ou Caiya's human resources structure is clearly superior.

L'Oreal implements a linear system of vertical management, from the vice president of global human resources, to the HR director of the Asia-Pacific region, and then to the HR director of China. Recruitment and Reserve. The essence of this system is that the headquarters provides strategic direction policies and training support for the region, and the regional headquarters and regional branches use some procedures to recruit and recruit talents to the "top of the pyramid".