What is the reason for the company s difficulty in recruiting middle managers?

However, it was later discovered that these employees who had been promoted from the grassroots to middle management positions lacked the corresponding knowledge and skills, and "they were placed in junior management positions first in preparation for training and then promoted to middle management, but within two years, all of them left the company", these two points have well illustrated the source of the problem: the problem is at the grassroots level. It is impossible for people who have been trained at the grassroots level to have a good atmosphere for learning and improvement and good system management not to learn how to manage.

Even if you have not carried out management training, there are management models and grassroots managers as benchmarks to learn from. The latter point makes the problem clearer: a simple, mechanical, and perhaps even brutally dehumanizing culture of grassroots management that disappoints and eventually leaves.

Obviously, the establishment of a clear, clear, subdivided responsibility, harmonious grassroots rules and regulations management system and a benign culture has become a top priority, otherwise the enterprise will begin to degrade will be a problem to face in the future.

Promote middle managers from the grassroots, first of all, the best ones at the grassroots level are promoted, although the knowledge and skills are lacking, the company can arrange further education, and then choose the best... In this way, it can give the grassroots personnel a goal to strive for, and the grassroots people can also rise to the management level, and they will not bury the talents all the time.

It's still not modern enough, it's not enlightened enough, so why not hire it from the society.

.This company does have problems in selection and recruitment: whether it is selection or recruitment, after the post, 1

He or she must be fully aware and informed of the situation, clear job responsibilities, and the intersection of work with other departments; It can't be simply laissez-faire or left to fend for itself; 2.You must care about his or her work status, understand the actual situation of his or her work, and support his (her) work. Establish a good image and prestige; (Help a ride) 3

Hold regular work ventilation meetings to exchange information, communicate understanding, and coordinate contradictions; (Help a ride) 4Scientific analysis, target management responsibility indicators, performance appraisal, clear rewards and punishments; (Push a ride) 5Breaking the routine, that is, to strengthen the post responsibility system and assessment system, but also to engage in joint action and coordinated operations, which is conducive to cultivating comprehensive talents;

In my own opinion, this company does have certain problems in terms of selection and recruitment. 1. The selected internal personnel did not carry out the company's professional management retraining, so that those managers from the grassroots level did not know what they wanted to do, what to do and how to do a series of management problems in the company's management in their new positions. 2. Why do graduates recruited from outside want to go?

Whether it is the treatment problem, the environmental problem, or the traditional management model formed within the enterprise is not suitable for these graduates, so that they feel that they cannot achieve their life goals, etc. My suggestions: 1. If they are selected from within, they should be professionally retrained in management, so that they can adapt to new jobs and make their contributions to the company's higher business goals according to the technology they have mastered at the grassroots level.

2. If it is recruited from outside, then find the reason from the company itself and formulate corresponding management measures and systems to attract talents, so that they can promote the company's development to higher and better goals while realizing their own value, so as to make the company's performance to a higher level. I don't know if it's useful to talk and laugh.

Enterprises that rely on talents can't do big, and enterprises without talents can't do big, hehe, difficult, the key is how to use it.

The selection of talents is correct, and the general professionals enter the management in half a year, which is the result that you have talents and will not use them. People make the best use of their talents, and don't worry about no talents. There is fragrant grass in 100 steps.