4.3 F公司人力资源招聘管理存在的问题4.3.1 人才整体专业素质不

4.3 Problems of Human Resources Recruitment Management of Company F <br>4.3.1 The overall professional quality of talents is not high, the structure is irrational and the loss is serious. <br>Unreasonable staff structure and lack of scientific configuration is one of the main problems in F company's human resources recruitment management. It is mainly due to the surplus management personnel and the imbalance of the shortage of front-line employees. As a small and medium-sized enterprise, company F has no advantage in attracting high-quality talents or high-end talents. In order to fill the company's job position within a certain period of time, most of the recruitments are ordinary, single-skilled personnel, and are specialized in business management, The top-notch talents in skill operation and the talents in one versatile style are rare. Take company F as an example: the company's business covers many aspects such as property management, domestic sewage treatment, garbage compression, heating and heating, garbage removal and transportation, and public transportation. However, due to the external environment and internal structure of the company, fewer professionals are recruited. The company's employees are dominated by basic labor, and the overall low quality of the entire enterprise is also one of the reasons for the slow development. At the same time, redundant staff is also the most difficult human resource allocation problem for F enterprises. The personnel establishment of F enterprises is too cumbersome and comprehensive, but the efficiency is not high. The personnel entry and exit mechanism is not perfect, because the treatment of the company is greatly affected by its own business situation and the external economic environment, so that the management cannot retain capable and highly educated talents, and the grass-roots employees are mobile due to the large age structure of the personnel. Strong and frequent turnover. The serious loss of talent in F companies has also led to the aging trend of the age structure and knowledge and skill structure of employees, which has brought great difficulties to human resources recruitment management.

4.3 Problems in the management of human resources recruitment in F company<br>4.3.1 The overall professional quality of talents is not high, the structure is unreasonable and the loss is serious.<br>The unreasonable personnel structure and the lack of scientific allocation are one of the main problems in the current F company's recruitment and management of human resources, mainly the shortage of managers, the shortage of front-line staff in the proportion of the imbalance. F company as a small and medium-sized enterprises in attracting high-quality talent or high-end talent does not have the advantage, in order to enrich the enterprise's jobs in a certain period of time, so the recruitment of more ordinary, single-type personnel, but in the professional management, skills operation of the top talent and a multi-talented talent but Feng Maoling corner. Take F company as an example: the company's business covers property management, sewage treatment, waste compression, heating, garbage removal, public transport and other aspects. However, due to the external environment and internal structure of enterprises, resulting in fewer professionals. Company employees to the basic labor force mainly, the overall quality of the entire enterprise is low is also one of the reasons for the slow development. At the same time, redundant staff is the most difficult problem of human resources allocation of F enterprises, F enterprise staffing is too redundant, comprehensive but inefficient. The mechanism of personnel entry and exit is not perfect, because the treatment of enterprises by their own operating conditions and external economic environment, the impact of greater, resulting in management can not keep capable highly educated personnel, and grass-roots staff because of the age structure of personnel and strong mobility, frequent separation phenomenon. The brain drain of F enterprises is serious, which also leads to the aging trend of the age structure and knowledge and skill structure of employees, which brings great difficulty to the recruitment and management of human resources.

4.3 problems in human resources recruitment management of company f<br>4.3.1 the overall professional quality of talents is not high, the structure is unreasonable and the loss is serious.<br>Unreasonable personnel structure and lack of scientific allocation is one of the main problems existing in the human resources recruitment management of F company at present, which mainly lies in the surplus of management personnel and the imbalance of the proportion of front-line staff in short supply. F company, as a small and medium-sized enterprise, does not have advantages in attracting high-quality talents or high-end talents. In order to enrich the enterprise's work posts in a certain period of time, most of the personnel recruited are ordinary type and single skilled type, while the top-notch talents and multi skilled talents who are specialized in business management and skill operation are weak. Take F company as an example: the company's business covers property management, domestic sewage treatment, waste compression, heating, waste cleaning and transportation, public transportation and other aspects. However, due to the external environment and internal structure of the enterprise, there are few professionals to be recruited. The company's employees are mainly basic labor force, and the low overall quality of the whole enterprise is one of the reasons for the slow development. At the same time, redundant personnel is the most difficult human resource allocation problem of f enterprise. The staffing of f enterprise is too redundant, comprehensive but inefficient. The personnel in and out mechanism is not perfect, because the enterprise's treatment is greatly affected by its own business situation and external economic environment, which makes the management unable to retain capable and highly educated talents, while the grass-roots employees also have strong mobility and frequent turnover due to their age structure. The brain drain of f enterprise is serious, which also leads to the aging trend of staff age structure and knowledge and skills structure, which brings great difficulty to human resource recruitment management.<br>