Gao Yong: What Headhunters Do Is Allocate Resources.

In the future, there will be a trend of production management, manufacturing management talents moving to the Midwest, and the trend of service and R & D to the East.

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So in the future,

Talent mobility brings management improvement

Chinese and foreign management: according to CREE International's latest report, headhunting business is growing rapidly in the two or three tier cities. Can you explain this phenomenon?

Gao Yong Yong: if it were a few years ago, I am afraid we will not think that those companies in the two or three tier cities will face difficulties in recruiting talent.

Today, however, with the acceleration of China's urbanization process and the acceleration of many enterprises, especially those of large chain retail and consumer goods companies, which have been befitting the two or three line cities, tremendous pressure has been brought to the local people.

First of all, the human resources of the two or three tier cities are limited, which is in line with the relative scarcity of middle and top management talents required by multinational corporations or large enterprises. Secondly, some enterprises' strategic deployment of new products promotion and new store opening will be launched in different cities at the same time, and the recruitment of personnel should be directly followed up.

At the same time, the demand for talent in local enterprises of the two or three tier cities is also increasing substantially, which is related to the policy of macro industrial adjustment and expanding domestic demand, and also related to the local economic development.

Chinese and foreign management: from the point of view of CREE international, is there any industry characteristics in the two or three tier cities now? What do you think will be the trend in the future?

Gao Yong: This is related to the location of the city.

But in general, manufacturing is still the main factor.

In coastal cities and eastern cities, the demand for services, medicine and R & D personnel is increasing, while in manufacturing industry, talents move to the central and western regions.

Some large enterprises, such as Foxconn, build factories in inland cities, which will inevitably lead to the flow of a group of skilled talents and managerial personnel.

In the future, there will be a trend of production management, manufacturing management talents moving to the Midwest, and the trend of service and R & D to the East.

Management at home and abroad: so what are the problems faced by enterprises nowadays in recruitment? Why is HR not prepared for this?

Gao Yong Yong: first of all, there is not enough talent pool, nor do we know the local talent market.

It is only 30 years since reform and opening up.

Chinese enterprises are busy making money, and to tell the truth, there are too few enterprises that really attach importance to human resources.

Without investment, there will be no reserves.

People hate when they use it.

Secondly, I don't know about the local market, and I don't know how to find the people they want.

These two aspects are challenges both in the development of businesses in the two or three tier cities or in the human resources management of local enterprises.

We can't create talents in headhunters. Headhunters can only find talents.

What we need to do is adjust and deploy resources.

Headhunters are looking at the whole market, and the talents of a post may be surplus in Beijing and vacancies in Henan.

From the perspective of personal development, this kind of deployment is whether talent grows through posts, or from the perspective of enterprise development, both are win-win.

Chinese and foreign management: if we compare the competitive advantages of local enterprises and expansion enterprises in attracting talents, who will be more competitive in the two or three tier cities?

Gao Yong Yong: as far as the current situation is concerned, the large number of headquarters companies are recruiting locally, and the overall employer credibility is better.

Second tier cities, local enterprises, by contrast, management thinking will be narrower.

But a clear trend is that local businesses are eager to learn new management methods and ideas, and are sensitive and willing to follow up competitors' approach to attracting talent.

This is another advantage of this talent competition trend: accelerating the management of local enterprises.

Chinese and foreign management: in the face of such scarcity of talents, will the phenomenon of blind recruitment be caused by enterprises? Is there any change in the standards of "talents"?

Gao Yong: actually, fundamentally, enterprises are different, and the standards are different.

If an enterprise does not seek honesty and integrity and cares only about profit making, it will not pay close attention to the integrity of individuals.

With my many years of headhunting experience, first-class enterprises will eventually be able to find first-class people.

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Don't treat casual workers as outsiders.

"Chinese and foreign management": I noticed that in July, CREE international bought and bought a company called "flexible employment" as the main business.

Will flexible employment be an important trend in the future talent market? Why is there such a trend?

Gao Yong: first, enterprises need to focus on their core businesses.

This is very much like the family. We used to clean the room on Saturday day, but now we want to take a rest.

This is typical flexible employment.

Flexible employment does not mean that employees' standards are declining, but on the contrary, it may be even higher. Just like hourly cooking is likely to be better than cooking your own meals.

From a trend perspective, the market can be said to have just started, and demand is also very diverse.

For example: seasonal services, temporary exhibitions; for example, a female colleague of a post is pregnant, or a factory is built, requiring a five month temporary engineer and so on.

This trend of human resources is bound to grow stronger in the future.

Just like we see more and more outsourcing businesses.

Management at home and abroad: does flexible employment have the characteristics of a job or an industry? What preparations should be made for human resources of enterprises?

Gao Yong Yong: there are no particular industry characteristics. Flexible employment is available at every level.

Chief executives have them.

This situation often occurs in cross-border mergers and acquisitions, with a pitional president to do the pfer and integration of the two sides.

After the culture and business straightened out, the CEO didn't need it.

After Lenovo's IBM PC business, the appointment and removal time of executives is a typical example.

For HR, we need to see the cost of flexible employment.

This puts forward new requirements for HR's ability of job evaluation and market judgement.

In addition, for HR, do not regard flexible employees as "outsiders", because many of them may have the talents you need most.

This is actually a good opportunity for enterprises to find talents and reserve talents.

We need more "Chen Xiao" and "Tang Jun".

Chinese and foreign management: is there any change in the scarcity of high-end talent? What do you think of this year's top executive disputes? For example, Chen Xiaohe and Tang Jun?

Taka Yong: the trend of the shortage of high-end talent will not change in the short term, not only in China, but also in the world.

I don't know Chen Xiaohe and Tang Jun. I don't know how to evaluate them.

However, from the point of view of manager management, it is precisely because Chen Xiao and Tang Jun are too few to be heated up by public opinion.

We can't just talk about Chen Xiao and just talk about Tang Jun. We need more professional managers to gain more experience in management and training.

HP's Hird stepped down because of a $twenty thousand bribery scandal.

What kind of people do they need? What kind of people do they tolerate? What kind of people do they want to see? The system and culture of enterprises decide everything in fact.

In fact, from my point of view.

The reason why there is a huge contradiction between managers and founders such as Gome is fundamentally different business philosophy.

This is very important.

In the course of the development of any enterprise, there is a balance, and in the short term, what kind of model is it? It is easy for Chinese enterprises to turn the conflict of business ideas into individual attacks.

This is neither sensible nor easy to cause harm to individuals and businesses.

Chinese and foreign management: if Chen Xiao leaves Gome, please recommend a general manager to Gome. What is your standard? If your client meets the "diploma gate" incident, what are your suggestions?

Gao Yong Yong: if I am to find a manager, I must first find the key shareholders and the key board members to ask: what is the business philosophy?

The core is a train of thought.

For "Tang Jun" executives, from a human point of view, I still think it is necessary to open up one side.

After all, we have too few good executives. The key is to see his abilities and talents.

Anyway, Tang Jun is a good professional manager.

Chinese and foreign management: finally, I want to hear your views on new media.

Will you develop online businesses? Do HR in China pay attention to the application of new media in talent hunting?

Gao Yong Yong: from our company, we have an online resource base for our customers, and we will publish some headhunting information on our website.

But we will not do online business. This is entirely another business mode.

We are also using the new media method, and we will send some recruitment information on micro-blog.

But the HR of Chinese enterprises has not paid much attention to this form.

After all, the Internet is still illusory.

It's like a spending habit, and a lot of spending habits have to be cultivated.

In China, there are many people who like to deal with headhunters.

Headhunting is a high value-added personalized service.

Especially in the hunt for high-end talent, Chinese human resources managers still like to deal with the consultants they trust.