In the recruitment of commercial vehicle companies, the difficulties encountered are high-end technical talents and senior technicians, and recruitment gaps.
First of all, talent recruitment is a complicated system project. There is a long process between the release of recruitment information and the final signing of the contract. In the process, there will be a lot of variables. On the one hand, the current employment pressure, professionals are even more hope to make achievements in their careers; the other hand, the company is thirsty, widely published recruitment information, with a view to find the right people from the "big people."
“We are not very successful in recruiting mature talents. On the one hand, mature talents have higher requirements for treatment; in addition, this kind of talent is also more difficult to find, and sometimes people recommend 10 people may not be able to recruit a suitable person. Therefore, we can only rely on the training of existing talents," said Jiao Shubin, deputy director of the Changan Light Vehicle Division.
Zhang Tingwen, assistant president and human resources director of Yutong Group, told the reporter: “The most lacking of Yutong is the front-line technical talents and senior professional management talents.â€
In the face of different talent recruitment gaps, various commercial vehicle manufacturers have adopted different countermeasures. Professionals recruited in Yutong Bus are mainly recruited through the Internet, in addition to newspapers and other print media, talent market, and headhunting companies. When Yutong recruits talents, the primary factor to consider is the degree of agreement between applicants and Yutong Culture. Yutong only recruits applicants who recognize and can practice the Yutong culture. For college graduate applicants, Yutong is selected on the principle of 'possessive potential, light professionalism'. For those who have work experience, Yutong is 'heavy in ability, light in background'. â€
A manager of the human resources department of Suzhou Jinlong introduced: “Different talents have different recruitment channels. For high-end talents, they prefer to be recommended through headhunters; general talents advertise recruitment information through websites, newspapers, and other media. We also accept employees to recommend their own classmates and former colleagues. Each employee has his own social circle. Some employees have previously worked in other companies and have known friends in the industry. Some employees are cobaners and their classmates are also students. Work in the same industry, so now the proportion of employees recommended is increasing.At present our recruitment work is in an orderly manner.As for the pickup project, most of our employees were formerly engaged in the field of passenger cars and were familiar with friends in the pickup industry. There are fewer, so the recruitment of pickup trucks is basically not recommended by employees. As for recruitment standards, different positions are different."
For existing talents, major companies are also taking active measures to retain talents. The treatment of retention, career retention, and emotional retention have become a retention policy for a domestic manufacturer. Yutong has its own set of methods for attracting and retaining talents. One is to retain people in culture, the other is to retain people in the cause, and the third is to keep people in the team.
For talent vacancies, all major manufacturers face rationally, and they aim to provide employees with a broad and comfortable development platform that is a popular wisdom. However, the key to retaining talents lies in the humanization of the company itself as long as the company is stronger and bigger. The attention paid to the way employees stayed.
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