It has been a long time since I was called "labor shortage". Especially in small and medium-sized enterprises, we hear that "regular employees and part-time employees do not gather even if recruitment is made" and "new graduates have not been hired for many years". Due to the rapid changes in the external environment such as market shrinkage and globalization, many business owners may be wondering how to take the next move.
This book offers a surprising super-aggressive strategy that overturns the "belief in hiring" that is similar to giving up. That is "recruitment first management". In other words, it is a growth strategy with the three pillars of "mass recruitment of new graduates," "early training," and "establishment." The idea of moving business strategies such as human resources strategy and medium-term management plan on both wheels seems to question the determination of management to lament that "people will not come" as if the holes were not closed.
This book disclaims that this strategy does not apply to all companies. This is because it is premised on aiming for growth. For growth-oriented SMEs, the growth of the company depends on the growth and contribution of each employee. That's why, as a low-risk, high-return investment looking 10 years from now, the strategies described in this book will give great hints to troubled business owners.
However, many people may be convinced that "new graduates cannot come to SMEs." I would like such people to read this book. It is a book that introduces strategies that are concrete and can be put into practice immediately, so that it can be said that it is a bible for hiring new graduates.
The main points of this book
Recruitment-first management is a growth model that aims to increase the performance of a company at an overwhelming speed, with the three pillars of "mass recruitment of new graduates," "early training," and "establishment."
In order to realize recruitment-first management, review the corporate mission and medium-term management plan, formulate a personnel plan based on the medium-term management plan, business reform / business model reform that enables immediate work force, improvement of recruitment system, evaluation system It needs to be reviewed and reformed to make the company more attractive.
What is "recruitment first management"?
Why human resources strategy
In the latest new graduate recruitment market, SMEs are struggling. Looking at the ratio of job offers to applicants for new graduates graduated in March 2019, the difference is clear, with SMEs at 9.91 times and large companies at 0.37 times. With the abolition of the new graduate rule of "March 1 job hunting ban" in 2021, the battle for quality students will become more and more heated.
In Japan, where the working population will obviously decrease in the future, no matter how good a business plan is made, it is meaningless without human resources to put it into practice. Now, the "era when human resources strategy is included in business strategy" is over, and we are entering the "era when human resources strategy itself becomes business strategy". Therefore, this book proposes "recruitment first management".
Three pillars of "recruitment first management"
Hiring-first management is a growth model that raises corporate performance at an overwhelming speed, with the three pillars of "mass recruitment of new graduates," "early training," and "establishment." If these three pillars are realized, it will become a vibrant organization centered on excellent young people, and business performance will continue to grow.
The reason for sticking to new graduates is that mid-career hires are not cost-effective. When hiring mid-career employees for immediate work force, or headhunting mid-career employees for immediate work force, it may be necessary to pay about 50% of the annual income as a referral fee. Moreover, they do not always work as a force for a long time.
In that case, you can commit to hiring, training, and retaining high-quality new graduates, and raise them to become a force. New graduates, who are digital natives, work style reform natives, and diversity natives, are the source of corporate growth and competitiveness.[Must read point!] Internal reforms to realize recruitment-first management
(1) Review of corporate mission and medium-term management plan
In order to realize recruitment-first management, it is necessary to undertake six management issues. I will explain each of them.
The first is a review of the corporate mission and medium-term management plan. Recruitment-first management is premised on "accelerated growth." To that end, the business plan itself must incorporate accelerated growth. Let's set numerical targets such as sales and profits up to three years from now.
At the same time, the company's mission, vision and values will be reviewed. This is because switching to hiring-first management naturally raises the final destination, and many companies switch to diversified management in order to expand their business.
(2) Formulation of personnel plan based on medium-term management plan
After making a medium-term management plan, make a personnel plan necessary to achieve the sales target. In addition to the personnel plan and total number of employees for each job type, a specific “leaving plan (number of employees leaving the company / leaving rate)” is also indispensable. For the first time, many managers are surprised to learn about the current turnover rate of their company.
In addition, there is a "hiring plan", that is, how many people need to be hired. Calculated by subtracting the leaving plan from the personnel plan.
If you want to hire talented students, you need young employees. If there are only employees of different ages, it is natural that students cannot imagine themselves playing an active role and are shunned. Hiring First Management recommends setting up new graduate hiring quotas for 10 to 20% of the number of employees.
(3) Business reforms and business model reforms that enable immediate work force
Immediately turning newcomers into force does not mean that they will be educated in Sparta. What is needed is a system. First of all, the division of labor is done, and by entrusting the work to the category that newcomers are likely to be able to do, the results are achieved, and the person realizes his own growth and contribution to the company.
By standardizing and clarifying the work, reproducibility will be improved and it will be easier for newcomers to produce results. Let's actively share information such as excellent solutions and improvement measures for existing solutions within the company.
(4) Development of recruitment system
In order to attract excellent new graduates, it is advisable to assign a full-time recruiter and select young ace-class employees there. As a guide, one person is dedicated to the planned recruitment of 20 people a year.
The ideal for hiring managers is "top sales in their 20s." The reason why the sales position is good is that the purpose of recruiting activities is "to become a fan of the company." In other words, recruiting activities are sales themselves. Good sales have high communication skills and have a habit of going through improvement cycles to achieve numerical goals, so even if you are in charge of hiring, you can get results immediately.
Of course, when the ace leaves the site, a big hole is created. However, if we can secure good human resources, the return will be greater for the company as a whole.
(5) Review of evaluation system
Can you define what "one person" is? If this definition is not established, hiring standards and training policies will be blurred, and it will be difficult to hire and train the required human resources.
At Funai Consulting Incorporated, the "target independence period" and "standards for independence (standards for" one person ")" after joining the company are clarified for each industry and are always conscious. For example, in a consultant position, becoming a team leader is the standard for "one person," and there are three specific KPIs: "individual gross profit," "team budget gross profit," and "growth potential."
It is also important to keep the evaluation system open so that employees can easily make career plans. Specifically, the job title is defined. For example, what kind of authority each department manager, section chief, and chief has, and what skills are required to get the position. If the career plan is concrete, it is easy to see the direction in which efforts should be made, and it is possible to develop human resources suitable for the company at high speed.
(6) Reforms that enhance the attractiveness of the company
If the salary is too low, the job offer will not be visible to the students in the first place. It is necessary to pay at least the industry average salary and change the monthly salary registered on the navigation site to the total amount.
Welfare is also an important factor. Isn't it not named as a system or appealed to the outside world even though there is a welfare program? There should be room for ingenuity, such as naming and institutionalizing events for reduced working hours and exchanges.
How SMEs can hire a large number of new graduates
Talk about the person you want and raise students
In practicing mass hiring of new graduates, it is first necessary to clarify the hiring concept. If you do not verbalize and share the desired person image within the company, the selection criteria will be blurred.
Many business owners are worried that even though they are struggling to gather students, if they clearly identify the person they are looking for, they will not be able to gather more. However, what is important is not to seek students whose values match from the beginning, but to talk about the company's vision through recruitment activities and develop students into the image of human resources they seek. This prevents mismatches after joining the company and leads to a high retention rate.
Promote year-round recruitment and multi-channel
Highly hired companies use every channel to approach students. Nowadays, it is common sense to hire new graduates, "year-round recruitment", which starts from an early stage, and "multi-channel recruitment", which forms a population (a group of applicants who proceed to selection) by combining multiple channels.
If the hiring plan determines the number of people to be hired, incorporate the hiring plan to achieve that goal into the annual schedule. How many people will be created at the internship joint briefing session, and how many people will be created at the direct recruiting. As a guide, if you want to hire 10 new graduates, give a job offer to 20 people, if you want to secure 20 job offers, ask 100 people to participate in the company information session, and to have 100 people come to the information session 300 You need to collect a list of people. And we will consider a channel to gather those 300 people.
Save labor in recruitment management
When recruiting all year round and mass recruiting through multiple channels, the complexity of recruitment management always becomes an issue. The amount of work of recruiters is enormous, such as managing the target values and actual measurement values of each channel and each selection process, listing the students to be contacted, adjusting the interview schedule, and sending reminder emails.
Therefore, I would like to propose the introduction of a recruitment management system. Let's take the initiative in incorporating what can be made into IT and promote labor saving in operations. It's costly, but cheaper than hiring an assistant or paying overtime for the hiring team.
The secret of "immediate force" and "establishment"
(1) Visualization of abilities and skills
Early training requires the three pillars of visualization of abilities and skills, design of systematic training programs, and efforts to establish them. If you do these three things, you can train new graduates at an amazing speed.
The first is visualization of abilities and skills. As the first stage of building a training system, clarify the training standards and share them internally. Decide "by when" and "what" you want to be able to do, not qualitatively but quantitatively. By doing so, the axis will not be shaken on both the side to be trained and the side to be trained, and waste and variation can be prevented.
Feedback is also important to prevent the evaluation system from becoming a mere ghost. Give feedback at least twice a year, preferably four times a year, with a one-on-one opportunity. Since the evaluation items are set quantitatively, we should be able to provide specific and appropriate feedback.
(2) Designing a systematic training program
Training for prospective employees is effective for efficient early training and increasing the retention rate. Systematic training during the six months from job offer to joining the company will shorten the distance between the company and the job offerer, and prevent new employees from quitting immediately after joining the company.
In the introductory training after joining the company, it is advisable to utilize the "manner rule book". The "manner rule book" summarizes business manuals, company missions, visions and values, codes of conduct and their grounds, various rules that exist within the company and their grounds, and the manners that should be kept to a minimum as a member of society. It is a document.
The business manual is especially important. Since it is a thinking area that cannot be covered by the manual, you should devote your efforts to work, so let's proactively clarify the business flow and internal rules that ask "remember or not" and make it "a state where you can refer to it if you do not understand". .. By doing so, unnecessary mistakes and troubles can be eliminated, and the stress of newcomers can be reduced.
(3) Efforts to establish
Surprisingly, there are many companies that do not calculate the retention rate or turnover rate, or the management does not know. However, in order to improve the retention rate, it is first and foremost necessary to manage the retention rate.
The way to prevent young employees from leaving early is to move first and foremost. Detect small dissatisfaction of employees at the stage of fire. Specifically, it would be nice to have a good interview with your superior. If the manager class is all elderly, assign senior employees as mentors.
At the same time, organizational flexibility is also important. Employees who leave their jobs are complaining that "the boss and the horse do not match" and "the current job does not suit me". In order to prevent early withdrawal, it is effective to prepare an "escape".
Recommendation of reading
This book provides both strategy and tactics for SMEs aiming for accelerated growth. After clarifying the company's vision and mission and clarifying the desired person, we will firmly convey our values and hire them carefully. At the same time, an education system and evaluation system that lead to early development, and a mechanism for increasing the retention rate to prevent withdrawal will be put in place. By doing so far, many excellent employees will gather in the company and the business performance will expand. Even for those who are eager to take on the challenge of growing through work, there are still a few companies that have such an environment, so you will definitely want to join.
In other words, as the number of “recruitment-first management” companies increases and their awareness increases, the chances of encounters with companies and individuals who share the same values of “want to grow” will increase, and we will be happy with each other. As a result, it will lead to the revitalization of the regional economy and the Japanese economy.
Even in the severe external environment where the market is shrinking and competition is fierce, it was after reading that it made me feel a bright future if more companies and individuals want to overcome adversity with "recruitment first management". In this book, the methods to realize "mass recruitment of new graduates", "early training", and "establishment" and examples of practical companies are introduced in more detail. Please read it.