中小企业招聘现状外文翻译.docx
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中小企业招聘现状外文翻译.docx
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中小企业招聘现状外文翻译
SMErecruitmentstatus
Abstract:
Humanresourcesarethemostimportantresourceinthe21stcentury.Forthesurvivalanddevelopmentofsmallandmedium-sizedenterprises,humanresourcesplayavitalrole.However,duetovariousreasonssuchasweakstrengthofsmallandmedium-sizedenterprisesandlackofadvantagesintheexternalenvironment,smallandmedium-sizedenterprisesTherearemanyproblemsintherecruitmentofcorporatehumanresources.Basedontheresearchontherecruitmentstatusofsmallandmedium-sizedenterprisesintheUnitedStates,thisarticleanalyzestheproblemsinrecruitment:
lackofawarenessofrecruitmentofmanagers,irregularhumanresourceplanning,insufficientprofessionalismofrecruiters,lackofnecessaryrecruitmentevaluationafterrecruitment,narrowrecruitmentchannels,andfundingProblemssuchasinsufficientinvestmentandlackofcompetitiveadvantage.Andanalyzethecauseoftheproblemandproposecorrespondingspecificimprovementcountermeasures.
Keywords:
talents,smallandmedium-sizedenterprises,recruitment,humanresources,countermeasures
I.Introduction
In1953,theUnitedStatespromulgatedthe"SmallBusinessAct",whichdeterminedthelegalstatusofsmallbusinessesandthestate'sbasicpoliciesandmanagementmeasuresforsmallbusinesses,andbecamethebasiclawtosupportsmallbusinesses.Inaddition,theUnitedStateshasalsopromulgatedtheEqualOpportunityAct,theFederalGovernmentProcurementAct,theSmallBusinessInvestmentAct,theSmallBusinessEconomicPolicyAct,theSmallBusinessInnovationandDevelopmentAct,theSmallBusinessInvestmentIncentiveAct,The"SmallBusinessExportLaw","SmallBusinessLoanIncreaseLaw","SmallBusinessProjectImprovementLaw"and"SmallBusinessInvestmentCenterTechnologyImprovementLaw"haveestablishedtechnologicalinnovationandemploymentresolutionasthetwomajorfunctionsofsmallbusinesses.Continuouslyoptimizetheexternalenvironmentofsmallbusinesses.InSeptember2010,theU.S.Congresspassedthe"SmallBusinessEmploymentAct",whichimplementedupto$14billionintaxcuts,creditandotherstimulusmeasuresforsmallbusinessestopromoteeconomicgrowthandincreaseemployment.
Itismainlycomposedofthreedepartments:
OneistheWhiteHouseSmallBusinessConference;theotheristheSmallBusinessCommitteeestablishedbytheSenateandtheHouseofRepresentatives;thethirdistheSmallBusinessAdministrationoftheFederalGovernment(SBA,SmallBusinessCommittee).BusinessBureau).ThefunctionsoftheFederalGovernmentSmallBusinessAdministrationaremainlytoformulatepoliciesandmeasuresforthedevelopmentofsmallandmedium-sizedenterprises;helpsmallandmedium-sizedenterprisestoformulatedevelopmentplansandreceiveconsultationsonbusinessoperations;provideSMEswithdomesticandforeignadvancedtechnologyandmarketinformation;Managementandstafftrainingservicestohelpsmallandmedium-sizedenterprisessolvetheirdevelopmentdifficulties.TheFederalGovernment'sSmallBusinessAdministrationhasbranchesintenmajorcitiesintheUnitedStates,with69regionaloffices,morethan960servicepoints,andatotalofmorethan4,000employees.
Smallandmedium-sizedenterprisesoccupiesanimportantpositionintheeconomicandsocialdevelopmentoftheUnitedStatesandplayarolethatlargeenterprisescannotreplace.Statisticsshowthatsmallandmedium-sizedenterprisesaccountfor99%ofthenationalindustrialandcommercialregisteredenterprises,andtheiroutputvalueandprofitsaccountforabout60%and40%respectively.Smallandmedium-sizedenterprisesaremeetingpeople’sdiverseneeds,cultivatingentrepreneurs,carryingouttechnologicalinnovation,andparticipatinginmajors.Collaborationandotheraspectsplayanimportantrole.Toacertainextent,SMEsareprosperousandstableintheregionandevenintheentirecountry.
However,duetotheirowncharacteristicsandvariousreasons,SMEshavedifficultiesinattractingtalents,anditisdifficulttorecruittalentsthatsuittheirdevelopmentneeds.Intermsofrecruitment,manysmallandmedium-sizedenterprisesdonotreallypayattentiontoeveryrecruitment.Evensomepersonneldirectorsdonotknowhowtorecruitatall.Infact,recruitmentisveryimportantforsmallandmedium-sizedenterprises,becausewhethertheycanrecruitsuitablehigh-qualitytalentsthatenterprisesneedisdirectlyrelatedtothefuturegrowthanddevelopmentofsmallandmedium-sizedenterprises.Therearemanyproblemsintherecruitmentofsmallandmedium-sizedenterprises.Whenrecruiting,youneedtoconsideryourowncharacteristics,takeappropriatecountermeasurestoimprovetherecruitmenteffect,andrecruittalentsthatsuityourdevelopmentneeds.
2.AnalysisofthestatusquoofSMEsinrecruitment
(1)CurrentsituationoflackoftalentsinSMEs
1.Definitionoftalent
Companiesgenerallyrefertopeoplewhocanperformnormalthinkingandhavethecorrespondinglaborabilitycollectivelyashumanresources.Talentsrefertoworkerswhohavecertainprofessionalknowledgeandspecialskills.Theuseoftheseskillscanmakecreativeworkfortheenterprisetomakecontributionstotheenterprise.Theyarehighlycapableworkersinthehumanresourcesoftheenterprise..Theexistenceofthesepeopleprovidesasolidfoundationforthedevelopmentoftheenterprise.
2.Thesignificanceoftalentsforsmallandmediumenterprises
Theday-to-dayworkofanenterpriseandtheformulationofthestrategicdirectionoftheenterpriserequirespecificpeopletocomplete.Therefore,fortheenterprise,itispossibletorecruitsuitabletalentstoworkfortheenterprise,whichcanincreasethecompetitivenessoftheenterpriseinthemarketcompetition.Inthemarket-orientedcompetition,smallandmedium-sizedenterprisescannotcomparewithlargeenterprisesintermsoftheirownscale,developmentspace,andcorrespondingwages,andtheyhaveinherentdisadvantagesintherecruitmentoftalents.
3.Lackoftalent
Americansmallandmedium-sizedenterprisesareinaweakpositionincompetitionduetosocial,historical,andpersonalreasons,andtheirstatus,environment,conditionsandstrengthareinaweakpositionincompetition.Atthesametime,itisdifficultforsometalentstoexertalltheirabilitiesinenterprises.Asaresult,thephenomenonofbraindrainisquiteserious,causingimmeasurablelossestotheenterprise.Mostofthelosttalentflowedintoforeigncompaniesorjointventures.Amongthem,alargeproportionaremiddleandgrassrootsmanagersandprofessionalandtechnicalpersonnel,whohaveuniqueexpertiseandmanagementexperience,andarethebackboneoftheenterprise.AsurveyconductedbytheDepartmentofSociologyofauniversityon62domesticprivateenterprisesalsofoundthattheworkingageofmiddleandhigh-leveltalentsandscientificandtechnicalpersonnelinprivateenterprisesisgenerallyshorterinthecompany,generally2-3years,ofwhichtheshortestisonly50years.Days,thelongestisonly5years.Thebraindrainhasreplacedproblemssuchasfinancingdifficultiesandinsufficientsupportingservicesandhasbecomeabottleneckrestrictingthedevelopmentofsmallandmedium-sizedenterprisesintheUnitedStates.
(2)ThestatusquoofSMErecruitmentintheUnitedStates
1.Lackofrationalityandscientificityinrecruitmentmethodsandmethods
Duetothelackofastandardizedrecruitmentprocess,smallandmedium-sizedenterprisesgotothetalentmarkettorecruitwhentheyneedpeople.Asaresult,recruitingcompaniesoftenrepeatedlygotothetalentmarkettofindthetalentstheyneed.Thisistime-consumingandlaborious,resultinginhighrecruitmentcosts,anditisdifficultforSMEstorecruitsatisfactorytalents.
2.Thequalityofrecruitmentisnothigh,andthemethodissingleandbackward
Thescientificselectionoftalentsshouldbecarriedoutbycomprehensiveapplicationofavarietyofmethodssuchaswrittenexaminations,scenariosimulations,interviews,psychologicaltests,andbackgroundinvestigations.Theinterviewmethodissimple,intuitive,andtime-saving,butitisdifficulttotestaperson'sactualabilityonlybyinterview.Inaddition,theprofessionalqualityofmosthumanresourcemanagersinprivateenterprisesisrelativelylow.Theyonlyrelyonexperiencewhenrecruiting.Theyemphasizeacademicqualificationsratherthancompetence,applicants’speech,anddonotemphasizeapplicants’actualperformance,orevenjudgepeoplebasedontheirappearance.Itisdifficulttoguaranteetheentryofoutstandingtalents.
2.AnalysisofthestatusquoofSMEsinrecruitment
(1)CurrentsituationoflackoftalentsinSMEs
1.Definitionoftalent
Companiesgenerallyrefertopeoplewhocanperformnormalthinkingandhavethecorrespondinglaborabilitycollectivelyashumanresources.Talentsrefertoworkerswhohavecertainprofessionalknowledgeandspecialskills.Theuseoftheseskillscanmakecreativeworkfortheenterprisetomakecontributionstotheenterprise.Theyarehighlycapableworkersinthehumanresourcesoftheenterprise..Theexistenceofthesepeopleprovidesasolidfoundationforthedevelopmentoftheenterprise.
2.Thesignificanceoftalentsforsmallandmediumenterprises
Theday-to-dayworkofanenterpriseandtheformulationofthestrategicdirectionoftheenterpriserequirespecificpeopletocomplete.Therefore,fortheenterprise,itispossibletorecruitsuitabletalentstoworkfortheenterprise,whichcanincreasethecompetitivenessoftheenterpriseinthemarketcompetition.Inthemarket-orientedcompetition,smallandmedium-sizedenterprisescannot
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