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Either not recruiting or on the way to recruiting — Interview with Mo Yi, HR and Administration Supervisor at Qianchuan Wooden Doors

　　In the flowing years of Qianchuan, a group of loyal and devoted people have surged into Qianchuan like streams of clear spring water, merging into the long river of Qianchuan's development.

　　Accompanying Qianchuan all the way, through storms and hardships, they have steadfastly followed Qianchuan and the beloved Qianchuan wooden doors. They are the essence accumulated by Qianchuan wooden doors and the backbone and pillar for its continued progress.

　　Before interviewing the HR and Administration Manager Mo Yi, the reporter conducted a small survey throughout the company with only one question: How did you get into Qianchuan? In the survey, over 90% said, "It was Mr. Mo who 'tricked' me into coming." And these over 90% have an average tenure of about one year at Qianchuan. From this information, the reporter deduced three meanings: First, since Mo Yi became HR and Administration Manager, the first person new employees meet is definitely him; second, those who were 'tricked' can say it with a smile, which shows Mo Yi's skillful 'trickery'—after 'tricking' them, he still earns their wholehearted service to the company; third, with an average tenure of one year among the 'tricked' employees, it indirectly shows that Mo Yi himself has been with Qianchuan for quite some time.

　　(HR and Administration Manager Mo Yi)

　　In the survey, we saw many cases of people who were 'tricked' but willingly stayed with the company. Cai Rong from the Business Department and Liu Huiming from the Special Channel Department are representatives among them.

　　Cai Rong, currently the Business Department Manager at Qianchuan Wooden Doors, is one of the many who were 'tricked' in by Mo Yi. She joined the company in 2009 and has been here for three years. She started as an ordinary administrative staff member, then worked in the Special Channel and Purchasing Departments, and now serves as the Business Department Manager. Mo Yi's 'trick' not only brought in a versatile talent but also opened a window for Cai Rong's career. After nearly three years of honing her skills, she has achieved rapid growth in her career. Speaking of being 'tricked,' I felt it was more like willingly taking the bait. She said, "I was looking for a job at the Chengdu Talent Market when I happened to see the company's recruitment information. I called for inquiries, and the person who answered was Mo Yi. Then I came to work here. I think I was actively 'tricked,' but I have always felt honored to come to Qianchuan. Here, I have gained a lot, found a sense of belonging, and clarified my career direction. I hope to do my best at work and realize my life's value. I am grateful for my experience of being 'fooled.'"

　　Liu Huiming, Key Account Manager of the Special Channel Department at Qianchuan Wooden Doors, is also one of those 'tricked.' His experience is very similar to Cai Rong's; he was 'tricked' at the Chengdu Talent Market. After gradually working his way up in the company, he is now a key account manager. His sales performance has always ranked among the top in the company, making him a genuine sales talent. He said, "I have never regretted being 'tricked.' On the contrary, I am very grateful for this experience. At Qianchuan, I have gained not only career success but also the realization of my life's value. From knowing nothing at the start to where I am today, I thank Qianchuan and also thank Mr. Mo for his keen eye for talent."

　　Mo Yi, the 'tricker,' has indeed been with Qianchuan for quite some time. Since joining in 2008, he is now in his fourth year. In today's fast-paced era, working diligently and tirelessly in the same position for four years is quite rare and can be said to have stood the test of time.

　　Speaking of the chance encounter that brought him to Qianchuan, he said, "In March 2008, I submitted a resume on the 51job website. Shortly after, I received an interview invitation. After the interview, I thought Qianchuan was a good company. A couple of days later, the company called me to start work. That's how I joined Qianchuan. I still remember my first day at work—March 18, 2008. Time flies; four years have passed in the blink of an eye."

　　As the HR and Administration Manager, for four years, he has repeated the same work every day: recruiting, recruiting, and more recruiting. A popular saying nowadays fits well: either you are recruiting or on your way to recruit. "The main daily task is recruitment, but it can be broken down into many parts, such as refreshing and organizing recruitment information on major job sites, arranging interviews for administrative staff and workshop workers, recruiting at major talent markets and job fairs, conducting new employee training, and tracking employee movements."

　　"It seems like there are many tedious tasks every day."

　　"Yes, it is tedious, so you have to be more careful and pay more attention to details. In these four years, I think the most important thing I have learned is to be meticulous because there are so many people to interview every day. Different positions have different requirements. Often, you have to judge from the entire interview process whether the candidate is suitable for the job. This requires carefulness and strong observation skills."

　　During his four years at Qianchuan, Mo Yi has witnessed its rapid development. He said, "Over the years, Qianchuan's growth can be described as rapid as a galloping horse. As someone in charge of recruitment, I can say that the company started with only three to four hundred employees, and now it has grown to over a thousand. After the Central China base was built and put into operation, the scale will reach several thousand employees. This is my deepest impression; the change in employee scale also indicates the company's continuous development. Additionally, the company's output value, brand awareness, and reputation have all improved significantly. Sales revenue has grown from tens of millions to hundreds of millions, which is strong evidence of continuous growth. The numerous awards the company has won over the years have also established its leadership position in the wooden door industry. Seeing Qianchuan getting better and better, I feel very proud as a member of Qianchuan."

　　Qianchuan's rapid development has increased the demand for talent, so Mo Yi, as the HR and Administration Manager, also feels "great pressure."

　　"I do feel pressure in recruitment for several reasons. First, our company produces customized products, which makes staffing unstable. For example, January, February, and March are sales off-seasons, so fewer employees are needed. But in April, the sales peak season arrives, and suddenly there is a large demand for staff. This causes problems: during the off-season, there is not much talent reserve, so workers leave if there is no work. They go where there is more work and higher pay. When the peak season comes, the demand suddenly surges, and it is impossible to recruit so many people at once. Second, many large furniture factories are buying land and expanding, and with Foxconn entering Chengdu, the demand for workers has greatly increased, creating a supply shortage and intensifying recruitment pressure. We must recruit people, so we have tried many methods, such as distributing flyers, online recruitment, talent market recruitment, job fairs, and recruiting in rural areas. We have used all these methods."

　　"In such a long recruitment career, there must have been many hardships. What is the most memorable experience among them?"

　　What impressed me the most was in 2009, because the company was in a transition period with a high demand for labor. To recruit more production workers, I had to go with colleagues Yang Kaijun and Yang Yong to towns in Qionglai, Ya'an, and other places to recruit. Since labor resources were relatively more abundant in towns, we went there in November, visiting town and village leaders one by one to promote the company's recruitment information. Along the way, we handed out flyers to everyone we met, explained the job opportunities, and posted recruitment notices all over the market towns. It was late autumn, very cold, and with frequent rain, making it even colder. We were basically on the road recruiting every day. It was really exhausting. Many places were inaccessible by vehicle, so we had to walk on muddy mountain paths, often slipping and getting covered in mud, but still had to recruit. During that period, we were busy until eleven or twelve o'clock every day, and when we returned to our lodging, we were so tired we would fall asleep immediately. After the hard work, we saw results: recruiting in the towns basically met the year's labor needs, making the effort worthwhile.

　　As a senior HR and administrative supervisor, he naturally has his own views and experiences regarding the work of an HR and administrative supervisor. He said, "The job of an HR and administrative supervisor always involves dealing with people—recruiting, employing, training, and retaining. These four steps perfectly summarize my work. Don't underestimate these four points; there is a lot of knowledge involved."

　　First is recruiting. Human resources develop rapidly, and many concepts and methods become ineffective after about a year. To recruit high-quality and suitable talents for the company, various recruitment channels must be opened. For example, in recruiting production workers, in 2008 and 2009, many companies could attract many workers just by posting flyers. By 2010, with Chengdu's environmental cleanup, posting flyers would be immediately cleaned up by sanitation workers or even fined, so this method failed. We had to change methods: handing out flyers at other furniture factories' entrances and having internal employees introduce candidates. These two methods also attracted many workers and basically met labor needs. By 2011, with the intensifying internet era, online recruitment became the mainstream method for companies. We focused on online recruitment, and now many of our employees were hired this way. To attract more high-quality talents, we also conducted campus recruitment at various universities such as Chengdu University of Technology, Southwest University of Science and Technology, and Sichuan Agricultural University. I believe recruitment methods will change again in a year or two, which is both an opportunity and a big challenge for HR workers. I think only by continuously trying and expanding multiple recruitment channels can we find the most effective recruitment methods.

　　Second is employing. The purpose of recruiting is to employ. Since the company recruits the most grassroots positions (including production workers) every year, over a thousand people apply annually. In this process, I conduct the initial interview and then recommend qualified candidates to relevant departments for a second interview. This is a very large workload because it involves assessments and comprehensive analysis and evaluation, and we must be responsible for the candidates' career paths without any negligence.

　　Third is training. Training is a deeper level of employee development. Well-trained talents can better serve the company. Therefore, in the years since joining the company, we have spared no effort in training: for grassroots employees, including production workers, as long as they are willing to learn, the company provides opportunities and platforms for career planning, nurturing them step by step into talents. We have also organized multiple internal selection exams for reserve management cadres to select and cultivate management talents. After many years of development, Qianchuan has proven that employees trained internally are the most useful, suitable, and stable, truly achieving the goal of training talents.

　　Finally, retaining employees. A stable team is an important guarantee for a company’s continuous progress. However, if many employees, especially core employees, leave, it may cause loss of technology and customer resources, and even unrest among staff, which is unfavorable for team stability. Therefore, as HR workers, we must suggest and find ways to retain employees who have high management skills, strong technical abilities, are diligent and steady, and not restless. When asked about how to carry out future HR work, Mo Yi simply and sincerely said: "Do your job conscientiously and, under the leadership of the company, do your best to improve human resources work."