The journey of the IT Enterprise

Basically all the IT department heads are going to have this problem. That is to not use new people, the more small companies, the more obvious this problem. Why not? The first is because, large companies only recruit easier, the second company has a unified human resources planning, small and medium-sized companies have no such luck, can only blindly compression costs. Small and medium-sized companies generally like to recruit, immediately able to use the people, the factory is called proficient. Everyone is the one who wants to be called to come, to fight, to win. Is there such a person? Of course, this kind of people called Mercenary Corps, the IT industry also has such a mercenary regiment, they are called outsourcing companies. But the problem is that the hiring corps is expensive and sustainable, and if it's a battle, hiring is sometimes more appropriate, but it's a strategy, not a path.

Doing business is certainly not a battle, no one said that I do business to do once, do it, so many enterprises are speaking, we have their own talent strategy, we have their own talent reserves, others ge Ye said, 21st century what the most important-talent. Yes, the most important thing is talent, talent is not born out of thin air, talent is tempered out. High quality stock prices, the potential of the stock to have the patience, which may not be seen as a garbage stock. Talent and water on the contrary, people go high, water to the low flow, so large companies recruit is high friends sit, sweat, small companies are lookout, but always empty. What to do? Someone else niu a classic saying, called the wealth gathers person disperses, the wealth disperses the person gathers, does not have the money, you cannot recruit the suitable talented person, does not have the talented person, you cannot make the money. How to do, dilemma, this is a first chicken or the first egg problem, very tangled, experienced people pay too high, some people still think you pay less unwilling to come, said your company did not develop. Recruit new bar, not easy to cultivate a person, things did not do what light serve, bumps a year or two, finally able to do something, the result because the wages are too low others job-hopping.

If it were you, what would you do? Use or not, since the dilemma, then we take care of it, take into account where, take into account reasonable, what is reasonable? There is no axiom, according to the actual situation of their own company to judge. I tend to be in the project or team to enable new people, there must be such a problem, the general a new person in the first three months to half a year not only can not work, but also to be equipped with an old man to take, so in the project to add new recruits is not actually enhanced combat effectiveness. The problem is, if you use new people, your company is not willing to pay a large price for the experienced person, even if you are willing to spend money is not willing to come, the same wages people must choose large companies, this is human nature.

The use of new people in fact, the key is two issues, the first is how to quickly cultivate new people, can let them quickly adapt to the post, the second is how to retain them, as long as the solution to these two problems, the new person can be assured bold to use. Cultivate new people to put them into the practice of the post, to the actual project, generally speaking, complete experience of a period of more than six months of the new project, the basic can be used. But a lot of project managers or department heads like to let new people do some simple work, such as some repetitive old workers do not want to do, this time will find new people. But in fact this is not conducive to the growth of new people, they also feel very depressed, and then this person in the company for a long time also did not grow, in the long run, this is the situation of double lose. Many people are afraid that the new person wrong caused the project problem, in fact, the problem is regulated, the new person in the project will certainly make mistakes, this time you need to let a responsible old man to take him, to play the role of the ex-post warning control. The use of new people is certainly to pay the cost, but reluctant to bear the child to bear the wolf, reluctant to hold the rogue wife. You can not recruit skilled people and do not want to open new people, thus forming a vicious circle.

In fact, many people leave, not because of wages, wages do cause a person to leave, but most of the time is not the main reason, especially for a step into the workplace within three years of people. What they need most is growth and attention, and if he does not get the cost in the company and the salary is not high, he will naturally choose to leave. This time, we should organize regular training in the department, let the department's learning Environment active, forming a department subculture. In fact, veteran is not very willing to learn, so we need to let the department has new people to drive the elderly, and then let the old employees on the one hand, through training new staff to realize their own value, increase his sense of pride, on the other hand, through this learning and exchange process, strengthen the team cohesion and Team building is not by talking several times, eat a few meals can be, should be together to learn to fight together, such a team people will have feelings. Only one has the feeling, this matter is difficult, maybe you drive him away he still does not go.

Generally speaking, in the project or team, can be 2:5 of the way to configure the new, that is, 2 new configuration 5 old staff, by a person responsible for bringing two new employees, of course, according to the project's emergency level to reasonably configure new people.

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