Michelin: How To Recruit And Retain Excellent Employees

Less than P, Michelin tire as a distributor, in 2013, due to the sharp decline in sales volume in major European and American auto markets, the major auto manufacturers cut down on the impact of production capacity, and global performance declined.

But the Chinese market is thriving and Michelin China Investment Co has achieved better results.

< /p >

< p > "in 2013, in the economic crisis, Michelin China's innovation projects and key talents of key businesses were not only missing, but strongly supported the achievement of the company's annual performance goals."

Michelin China a href= "http://www.91se91.com/news/index_x.asp" > human resources director < /a > Qi Xiaofeng said gratified.

"In 2013, we recruited 200 people. During the compression of office and travel expenses, we continued to invest in training, sent 22 people to work abroad, 40 people took part in overseas training, 26 took part in the training of leadership development projects, and continued to provide talents for future business development."

< /p >

< p > recruitment and retention of outstanding employees. How did Michelin do it? Qi Xiaofeng gave us a detailed explanation.

< /p >

< p > < strong > recruitment focuses on future business needs < /strong > /p >

< p > facing the recruitment of scarce and key talents, the HR department must stand tall and see far.

Emergency is a low-level operation of talents.

In addition to selecting and training talents from the inside, enterprises that attach importance to talents also attach great importance to the introduction of strategic and managerial talents from outside, and set up a talent pool for enterprises to prepare for future development.

< /p >

< p > Michelin is the executor of this idea.

Qi Xiaofeng said, Michelin recruitment needs, not the business department to mention what job vacancies, the human resources department will immediately recruit relevant personnel.

Their recruitment is divided into two parts: on the one hand, focusing on the current demand to meet the needs of the current company's operational needs; on the other hand, focusing on the future needs, recruiting high potential talents, and training them for 1-3 years, so that they can play the development power of the new business in the future.

< /p >

< p > as a strategic partner of the business department, the human resources department will take the initiative to participate in the strategic development plan of Michelin in the next three to five years, understand what new products the company will launch, what offices to build, what tyres to produce, and whether to expand new factories, so as to determine what talents the future business needs, so as to start the corresponding recruitment and training plan ahead of schedule.

< /p >

In 2013, the key talents in P were related to the three year plan for human resources development in 2012.

For example, the 2012 Michelin Shenyang factory truck tire three phase expansion plan, Michelin in the future to provide Chinese customers with their road needs of oil saving tyres, green tires and other innovative projects.

The key talents needed for these projects and business projects are the key candidates.

< /p >

< p > Michelin Co has set up a strategic human resource reserve center in the human resources department, which is approved by the company to allocate millions of RMB annually for the recruitment and storage of these prospective projects.

Qi Xiaofeng said, taking into account the performance appraisal system of the business department, they generally do not want to advance the future talent budget into the Department, and do this by human resources, thus avoiding this contradiction.

In 2012 and 2008, Michelin's annual strategic recruitment of talent recruitment reached more than 30 people, and provided training and job rotation. Once the new business is launched, reserve talents can play a key role in new positions.

< /p >

< p > < strong > recruitment skills, more recruitment attitude < /strong > < /p >

< p > Michelin is a very "pick people" company. Besides focusing on the knowledge and skills of applicants, its personal values and a href= "http://pop.sjfzxm.com/popimg/fz/index.aspx" > Michelin < /a > corporate culture are also very important.

Michelin's corporate values advocate respect for others. Tagging is good, honest, socially responsible, professionalism and professionalism.

< /p >

< p > Qi Xiaofeng tells us that the relevant professional knowledge is the essential quality of employees. Just as financial personnel should be familiar with financial knowledge and relevant laws and regulations, R & D personnel should have relevant technical background. What Michelin values more is the character traits similar to corporate culture: initiative, creativity and adaptability based on personal qualities; communication skills, team spirit and ability development based on teamwork requirements; and customer orientation based on company relationship.

< /p >

When it comes to innovation, Michelin has a higher demand for creativity for its employees in market development, product design and engineering design, focusing on their continuous development and creation of better working methods and better working methods. P

As the human resources department of the service department, there is no place for the innovation requirements of employees. For example, the employees who are now recruiting a lot of Michelin are all post-80s. Their characteristics are different from those after 70. The way of testing should be different.

"Post-80s employees are more self centred, less hard-working and easier to give up. If they are children from richer families, these situations may be more prominent."

Qi Xiaofeng said, "this requires us to use the case analysis and evaluation center to test it in the interview, according to the enterprise's requirements for their moral character, not just to see which school they graduated from, what academic qualifications."

{page_break} < /p >

< p > < strong > strict and comprehensive recruitment recruitment < /strong > < /p >

< p > the attention of outstanding enterprises to < a href= "http://xm.sjfzxm.com/" > recruitment < /a > is reflected in the careful design of recruitment standards, recruitment procedures and recruitment tools.

< /p >

< p > Michelin has 3-6 rounds of interviews for recruiters.

The interviewer includes not only the employment department manager and the recruitment officer of the HR department, but also the department manager who will cooperate with him in the future.

< /p >

In P interview, we should consider not only the match of knowledge structure and position, but also the matching of intrinsic motivation and potential matching.

Internal incentive matching refers to the candidate's personality characteristics and the suitability of the job; potential matching to investigate what kind of career development the applicant will grow in the next 5-10 years.

The four match can be achieved, and the HR department will consider recruiting Michelin China.

< /p >

< p > with the change of the company's business, Michelin has increased the recruitment of high potential people in order to meet the needs of the company's innovation projects and key business reserve talents.

For example, to recruit future managers, Michelin is more concerned about its decision-making ability, the development of subordinate capabilities, team management capabilities, multicultural inclusiveness, collaboration with different types of employees, and the ability to brainstorm for joint solutions.

< /p >

After setting up the recruitment standard, the choice of recruitment channels becomes an important factor related to the success of recruitment. < p >

Michelin chose to recruit from the campus channel and cooperate with other professional human resource recruitment websites, such as future worries and Zhaopin recruitment, which is to fully consider the characteristics of talents and the advantages of recruitment channels.

< /p >

< p > Michelin campus recruitment is mostly for industrial personnel, such as process engineer, equipment engineer, product engineer and quality engineer.

If these positions are recruited from the market and the requirements of Michelin are too large, professional engineers will be recruited from campus.

Just graduated from university is like a blank sheet of paper. After six months to a year's training, it can meet the professional skills and quality needs of Michelin.

Michelin will provide 2-3 years of training to enable them to adapt to future business development needs.

< /p >

Service departments such as finance and purchasing are mostly versatile talents, and social recruitment is easy to get. Michelin is getting more through professional recruitment websites such as P.

< /p >

Less than P, there are not only universities and business schools in China, but also universities in Europe and the United States, some of which have Chinese students studying in the universities of Michelin.

Instead of waiting for students to graduate to colleges and universities to recruit, Michelin has established long-term cooperative relations with colleges, such as establishing alumni association between Michelin employees and alma maters, and providing support for teaching activities.

Through these activities, Michelin has established a very good corporate image in many university campuses, and students have a certain understanding of Michelin's products, history and culture.

< /p >

< p > < strong > let new employees quickly integrate into the company < /strong > /p >

< p > unlike many enterprises, Michelin has to go through three months of training when new employees come in.

The recruiter of the human resources department will send the work instructions to the employment department before the new employee arrives. The Department Manager will also design some successful cases for him, help new employees to establish self-confidence and establish their own credibility at the same level and inter departmental colleagues.

At the same time, provide some resources for him to learn quickly.

< /p >

< p > the most special is Michelin's "partnership system".

Every new person will be assigned to an old employee in another department, so that he can take the new one.

Partners can help newcomers establish network relationships. When new problems or puzzles are encountered, a new person can go to his "partner" to say two sentences. Partners will spare no effort to help new employees and take care of him.

New employees will soon eliminate the sense of strangeness and feel the integration into the Michelin family.

< /p >