Recruitment plan: more than 100 people per year
According to the Southern Institute of Pharmaceutical Economics data show that China's demand for medical equipment is very large, China's medical equipment market annual sales of 54.8 billion yuan, of which about 10 billion yuan of high-end medical equipment, the growth rate in the past two years have remained at more than 15%. But at present China's overall medical equipment level is low, in the country's nearly 180,000 medical and health institutions, there are about 15% of the products are still around the 1970s of the last century, basically to the age of the replacement, so the medical equipment market has great potential.
WCMC has been in business for a long time, but it has been developing rapidly. 1998, when the company was founded, there were only a dozen employees, and after nearly 7 years of development, it has set up offices in Beijing, Shanghai, Guangzhou, etc. Among the employees, there are nearly 50 research and development personnel alone. From the age structure of the staff, employees under 30 years old accounted for 77.36%. Since 2003, the company has recruited more than 100 new employees each year, and this year is no exception, with a hiring plan of close to 150, and more next year.
Corporate talent acquisition: both internal and external
Wicresoft's approach to talent acquisition is based on internal selection and external recruitment.
First of all, there is internal selection. In addition to some special positions, once a new position is launched, the company will first conduct internal selection, so that capable employees have the opportunity to move and change. At the same time, in the process of selection constantly encourage employees to challenge themselves. Director Bloomberg cited an example: last year, the company's performance appraisal, the production manager failed to meet the standard and transferred out of the post, to the technical department as a research and development engineer. Although this person's position was transferred, but the company did not leave him "out to dry" on the side, but to encourage him to do a good job in his current job at the same time, seriously analyze and summarize the past gains and losses. When a vacancy arose, the company encouraged him to compete openly and fairly with other bidders, and finally he returned to the manager's post.
The second is external recruitment. After completing the internal selection process and sorting out job vacancies, the company has to conduct external recruitment. The specific method is through the well-known recruitment website to publish recruitment information, find in the company's talent pool, with the help of headhunters searching and so on. It also includes school-enterprise cooperation. With the expansion of the business, the company and some well-known universities in China are actively establishing cooperative relationships to give students majoring in marketing, marketing, machinery, medicine and other majors internships and employment opportunities.
Since the company's research and development direction is in the field of cardiac intervention, professionals in this area are rare, so the company can only recruit talents in more ways than one.
Criteria for selection: "Soft skills" are more important
Wicresoft, as a high-tech medical device company, has a very clear technological orientation, so professional R&D talents are the focus of recruitment. At the same time, as the company's business expands, there is also a large demand for marketing, production management, and quality professionals. The company recently recruited key positions include: R & D engineers, quality data analysis engineers, field quality engineers, production supervisors, process engineers, marketing specialists and other positions. The hardware requirements of the positions mainly include: education above bachelor's degree (master's degree or above is required for certain positions), related majors or work experience, English level 6 or above, and proficiency in the use of skills.
The above types of talents, their professional ability, professional background, technology and other "hard standards" is naturally a prerequisite for hiring. But what the company values more than anything else is the value of the talent and the fit of the company's culture. Bloomberg has repeatedly emphasized that the company has a complete training system, if the ability is not enough to train the company, but if the technology is too hard, but not compatible with the company's cultural atmosphere, the company is also determined to give up such a person. In general, the company selects and uses talent to focus on two "soft" ability:
1, motivation. Each new employee will be asked the same question: what is your motivation to work outside of monetary rewards? This question the company wants to examine is the candidate's work mentality. Because only a positive work mindset will really enjoy the work they are doing, and they will have the enthusiasm and passion to do it.
2, enlightenment. The company has the responsibility to drive the staff to develop together, so as soon as each employee enters the company, the company will develop a complete set of training programs for them. "Of course, whether 'promising', whether 'enlightenment' is also very important," Bloomberg told reporters with a smile. But Bloomberg also pointed out that, although enlightenment from a certain point of view may be born with, but there are some things may also hinder the enlightenment, so that people become "stupid", thus hindering their own future. For example, some people have too high an opinion of themselves, in which case they cannot recognize themselves objectively. Because self-esteem is too high often can not see the strengths of others' experience, but also can not appreciate the wonderful place of others, invariably hindering their own development; Another example is that some people are too strong personality, personality is too flamboyant, external forces can not have an impact on it, such a person is also difficult to have a development future. The reason is that people who are talented, tolerant and cooperative are the ones that the team really needs.
With the above two points, excellent learning ability is also essential, in this sense, the company is currently preferring to recruit fresh graduates.
Development space: integration of training and promotion mechanisms
What training opportunities and career development space are available for employees entering Wicresoft? Bloomberg said the company has a well-developed training system as well as promotion rules, and the two complement each other.
1. New employee training. The company has a "New Employee Growth Manual" written specifically for newcomers. Employees in the company's first day, the first week, the first month of the line supervisor as well as the Human Resources Department staff will have a face-to-face conversation with them. Through the Handbook and the conversation, the newcomers will be able to understand the company's development vision as soon as possible, and familiarize themselves with the corporate rules and regulations, including the performance appraisal method and the pay plan. The most important thing is to make them clear about their work objectives, what the company expects, and where the room for development is. In addition, the company provides one week of professional training for new employees.
For employees who have joined the company for more than a year and have the potential for development, the company will give a certain percentage of tuition reimbursement subsidies to encourage them to continue their education, in order to be able to get more development.
2, management training. The company has a set of training programs for middle management and above. Backbone staff will be sent to be sent to Shanghai Jiaotong University, Shanghai Institute of Technology and other well-known institutions of the joint talent training base to further study. Through training and work practice to enhance their comprehensive management skills, including communication, leadership, performance management, time management, motivation, coaching, authorization, goal management and other aspects. There is also training on how to guide others in career planning. In the company's performance management system, requires supervisors to discuss with their direct subordinates every quarter the recent and long-term career planning, to determine the skills that need to be mastered this year as well as 1-2 years later, and to be able to reach a written **** knowledge and plans on specific matters, so that career planning is targeted.
3, promotion channels. The company does not want all employees to squeeze into the "administrative promotion" on a road, so for different positions and departments set up different promotion channels. For example, for technical research and development personnel, from technicians to senior engineers, each level of clear promotion requirements and conditions to stimulate employees to higher positions to challenge. In addition, the company encourages fresh graduates from bio-engineering, mechanical and electronic, mechatronics and other professional backgrounds to work at the grassroots level, starting from a technician, to familiarize themselves with the work at the grass-roots level in order to get through the promotion channel faster and better. Of course, the company set up a salary system is no longer tilted to the administrative level, a senior engineer may be higher than the salary of his administrative supervisor. This systematically avoids the phenomenon of "promoting a bad manager and losing a good R&D staff".
In addition, the company has always insisted on the principle that middle-level cadres are mainly promoted from within. The company has established a mechanism for the promotion of reserve cadres, for which it arranges courses to improve professional qualities, management skills, decision-making and strategic thinking, and the establishment of goals and planning for self-competence. Generally, if a cadre is to be promoted, the company will start preparing for it a year in advance by arranging a training program for the candidate, so that he or she can gradually take on more responsibilities and be put under more pressure. The company instills in its leadership team that if you want to be promoted, the best way is to train your successor. Because, only the person who can authorize and give full development space to others is an excellent leader.
Source: China Human Resources Network