Of course, talents that can be retained are not easy to retain. We must strive to respect the value of talents. The first is to make good use of talents. According to the talents' abilities and specialties, we should arrange suitable leadership posts and employ technical posts, so that people can feel "identity" and "trust" in value; The second is to give tasks and burdens, so that talents can overcome difficulties and make people feel a sense of accomplishment; The third is to commend and reward talents who have made significant contributions, so that people have a sense of "glory"; Fourth, preferential treatment makes talents feel "happy" and "satisfied".
To retain talents, we must achieve "three truths"
The development of enterprises depends on talents. If an enterprise wants to retain talents and become stronger and bigger, it must pay attention to recruiting people with sincerity, employing people with sincerity and treating others with sincerity.
Recruiting people with true feelings means having true feelings and sincerity when introducing talents. The mountain will never be too high and the water will never be too deep. Don't pretend to decorate the facade of the enterprise, flaunt attracting talents, and don't be cunning and hypocritical, blindly deceiving talents to whitewash the appearance of the enterprise. Absorbing talents without true feelings is actually killing talents in disguise.
Sincerely employing people means sincerely using talents. The duke of Zhou vomited, and the world returned to the heart. Don't be jealous that foreign monks can recite scriptures; Don't be afraid that "airborne troops" are capable. Losing the sincere use of talents is the greatest harm to talents.
Treating people sincerely means attaching great importance to friendship in the attitude towards talents. I only hope that your heart, like mine, will live up to your yearning, not be eager for quick success and instant benefit, and be too demanding of others; It is not perfect to blame, and no one is allowed to make mistakes. Giving up the sincere understanding of talents is the direct expulsion of talents.
Build a development platform
Enterprises should be strict, standardized and meticulous in management, build a platform for talents to display their ambitions, improve the learning and training mechanism, build a bridge for them to self-pressurize, improve their quality and constantly improve their business skills, and fully stimulate their professionalism.
At the same time, communicate with them in work, life and study, strengthen guidance, solve problems in time, and strive to create a good atmosphere of using talents, loving talents and loving talents.
Talent is the soul of an enterprise. Only by retaining and making good use of talents can enterprises become bigger and stronger in the fierce market competition and remain invincible forever.
Treat key employees:
One factor that hinders the performance improvement of core employees is that front-line employees lack real and meaningful information about the enterprise. Most companies do not give priority to the enjoyment of information. As a result, there is only a vague concept about what benefits many front-line employees have achieved to the company and how to make greater contributions to the company. Only by letting core employees know more about the company's operation and philosophy, making them more proud of the company and enhancing their understanding and understanding of the company's customer needs can we effectively achieve "win-win".
2, let the core employees do meaningful participation. The core employees who are responsible for the survival of the enterprise will not spontaneously identify with the enterprise unless they really realize how their daily activities are linked to the company's performance. In fact, the key to improving the satisfaction of core employees is to let them do meaningful activities. At present, there is no real mechanism for team members to participate in decision-making activities, and little or no consideration is given to the subsequent impact on employees' concepts.
3, formulate clear goals and performance appraisal system. Without clear and measurable performance goals, the recognition and commitment to the enterprise has little effect on the loyalty and performance of core employees. In order to make the relationship between the loyalty and performance of core employees tangible, it is necessary for employees to understand the objectives and conduct regular evaluation.
4. Effectively improve employees' sense of security at work. Due to global economic integration and increasingly fierce business competition, stable work has gradually become a thing of the past, but this does not mean that employees do not need a sense of job security. If an employee successfully completes his job and helps his company succeed, it will help him keep his job and improve his chances of finding another job, which will also be reflected in his salary increase.
5. Retain people with incentive system. In addition to designing a reasonable salary system, there must be a long-term incentive system. Generally speaking, the incentive system includes internal promotion system and option incentive system. The promotion system covers a wide range, including both the promotion of positions and the promotion of non-leadership positions, that is, a generalized promotion system that can improve the status of employees in enterprises or improve their social status. This paper mainly discusses option incentive. The option incentive system of China science and technology enterprises mainly draws lessons from the mature western option incentive system, including stock incentive, stock appreciation rights, restricted stock incentive, deferred stock issuance and employee stock ownership plan.
6. Keep people by "professional adaptation". Although the job market is tight, talented and enterprising people are still "hot items" for many enterprises. Large foreign companies generally believe that the most difficult talents to retain are middle managers, especially those who have worked in the company for 3-8 years. They are familiar with the management of the company, but they have little chance of being rewarded and promoted. Pay attention to keeping people. The company formulates a career adaptation system for the recruited employees, so that employees can understand the different job responsibilities of each department as soon as they enter the company. Once you want to leave your job, you can look for development opportunities within the company and find a job that suits you.
7. Retain people by "special tasks". In order to retain capable employees, the United States Hunigan Company has implemented the employee structure chart model, and engaged in satisfaction coordinates: one axis reflects the manager's satisfaction with the work, and the other axis reflects the manager's satisfaction with the company and the possibility of leaving the company. After the coordinates of the two axes reach the intersection point, the company will take * * * measures to help employees tide over the job-hopping crisis. To this end, for some employees who have the hope of promotion, under the condition that there is no vacancy for the time being, let employees undertake special tasks that take several months to complete. The president of the company said frankly: because employees suddenly leave in a high profile, they will feel guilty; This can also give the company a few months' respite and find promotion opportunities for employees.
8. Trust employees and fully authorize them. Empowerment means motivating employees to take on more responsibilities and have more power to make their own decisions. First of all, authorization must have the right target, that is, mature and enthusiastic employees, who have enough ability and willingness to take responsibility, so the first step of authorization is to cultivate the process of motivating employees. Knowing how to motivate others with effective attitudes and ways plays a dual role in managers' career. You inspire others, and others inspire you. This is an interactive growth. At this stage, managers play the role of leaders, and need to give employees clear goals, give guidance and guidance, and help them accomplish their tasks together. Obviously, it is inefficient at this time because employees can't work independently.
In addition, companies want to retain employees in the following three ways:
First, the treatment of retaining people, that is to say, attracting and retaining talents with generous benefits and high salaries, so that the benefits and salaries of enterprises are sufficiently competitive in the same industry or between industries. This is the truth that "cattle and sheep can only be kept in places with rich water and grass on the grassland".
Second, people are advanced animals with feelings. Once the basic life of "food, clothing, housing and transportation" is satisfied, the material attraction will decrease, on the contrary, the spiritual attraction of "happiness, happiness and health" will increase. In the enterprise, people-oriented care, people-oriented management concept, harmonious relationship between cadres and the masses, harmonious working environment, pleasant working atmosphere and enterprises with rich connotations.
Thirdly, retaining employees in enterprises will make enterprise values and employee values closely and highly unified, and enterprises will have a beautiful vision, a complete development strategy and a broad development space, which will give people with lofty ideals and full-time employees a stage to realize themselves and show themselves, and talents will be attracted to enterprises like magnets.
Why can't you keep talents? Why should we keep talents? Emotional 7 points, salary 3 points, grasp by yourself.
Why can't enterprises keep "talents"? -How to retain employees?
Excellent employees leave, regardless of our retention; Potential employees ignore our expectations and walk away quietly; Even the employees who focus on training, regardless of our great trust, give up and leave, leaving HR people endless troubles and sighs. Every February and March, HR people are always on tenterhooks. At this time, there are always a large number of excellent employees leaving the company, leaving many job vacancies, which makes HR people sigh. However, what puzzles HR people is that it always seems that they should not go, but in fact they should not go; The ordinary ones didn't go, but the excellent ones went. Therefore, I can always hear the helpless songs of HR people over and over again: What can I do to keep you? My employees! It is difficult to recruit excellent employees, use them well, train them and retain them. We know that there must be employee reasons for employees leaving their jobs, which may not be sufficient, but it is always enough for employees to leave their jobs and find another job. So what? Is every employee restless and wants to change companies constantly, and the more companies he changes, the better and the more proud he is? Of course, the answer is no, HR people should all have this experience. Employees who have worked in a company for one year or more are already familiar with the company's corporate culture and have a good impression on the company. Generally, they are reluctant to leave the company, but once they decide to leave the company, it is difficult to keep them. Therefore, as the HR of the enterprise, if you want to prescribe the right medicine and avoid repeating the same mistakes, you must first find out the real reason for your resignation.
So, what forced our excellent employees to leave us?
First, external factors
1, induce employees to leave during the peak job hunting period. The first two or three months after the Spring Festival every year is the peak period for employees to find jobs. After one year, the enterprise will develop and the personnel will be adjusted. As a result, many enterprises have concentrated a large number of supplementary personnel at this time, so the demand for personnel is large, and it is easier for job seekers to find suitable jobs at this time. A large number of job opportunities will induce employees to bravely choose job-hopping.
2. Enterprises poach from each other and instigate employees to leave. Many enterprises, in order to make themselves better developed in the new year, began to dig the foundation of their peers or other enterprises before the Spring Festival, while employees generally do not leave their jobs before the Spring Festival, because there are still year-end dividends to get. "Don't take it for nothing, take it for nothing." After the Spring Festival, the year-end award is in hand. Once a better enterprise throws an olive branch to them, they will choose to quit without scruple.
3. External pressure forces employees to leave. At first, employees may not have the idea of leaving. However, when they see that other employees have succeeded in job-hopping, got higher salaries and better development, or people close to employees keep clamoring for pressure in their ears, they will unconsciously compare the two. If you feel that you are more capable and have better development opportunities than those who have successfully changed jobs, employees will involuntarily choose to change jobs.
Second, internal factors.
The internal factors affecting employee turnover are varied and accumulated over time, and it is difficult to completely summarize them at once. After screening, the author focuses on the following.
1, corporate culture influence. Whether an enterprise has a good corporate culture and a good cultural atmosphere reflects its influence to some extent. It is difficult for enterprises without influence to have appeal, and enterprises without appeal will naturally not have strong cohesion. Among the world-famous enterprises such as GM and Microsoft, each enterprise has its own unique corporate culture. The same is true of many excellent domestic enterprises, such as Haier culture, such as Vanke culture, which have become the brand culture that job seekers are eager for.
2. The management style of business leaders. The management style of enterprise leaders has a great influence on the working mood and enthusiasm of employees. If a few employees feel uncomfortable with the management style of enterprise leaders, employees will adjust themselves, but if they are in the majority, employees will not adjust themselves, but will think that this is not their own problem, but the leadership problem. After a long time, you will dislike the leader, and you will not devote yourself to your work. If you can't find a sense of accomplishment in your work, your work is not fun. A job without fun is a kind of chronic suicide.
3. The development prospect of the enterprise. An excellent or self-motivated employee is very concerned about the development prospects of the enterprise. Only when the enterprise develops, the employees will develop and the prospects of the enterprise will be dim. If employees can't see the way forward, they will lose confidence in the enterprise. However, it is only a matter of time before employees who have no confidence in the enterprise choose to leave.
4. Enterprise salary level. In the interview, when many job seekers talk about the criteria for choosing a job, they basically talk about three points:
A, happy work;
B, the development space is large;
C, the salary is good.
It can be seen that whether you admit it or not, the salary level has become one of the important factors affecting job seekers' job selection. At the end of each year, enterprises should summarize and employees should also summarize; Enterprises should take stock of the harvest, and employees should also take stock of the harvest. From Marlowe's hierarchy of needs, survival needs also rank first. Therefore, enterprises can effectively retain employees only if they have competitive salary levels.
In fact, there are many factors that affect employee turnover, and external factors are relatively minor, which can also be solved well. The key factor that really affects employee turnover is internal factors. Only by solving the internal causes can we effectively prevent and solve the problem of employee turnover.
First, establish the core corporate culture and create a good cultural atmosphere.
Excellent corporate culture cannot be built in a day or two. It needs to gather the strength of many families, accumulate over time, extract from them and be unique. Only in this way can the corporate culture stand the test and be valuable. However, it is hard for our employees to see this, and they don't care how you build a corporate culture. They just want to work in a harmonious, relaxed, just, fair, enterprising and United team, and he will be very happy and refreshed. Therefore, our managers should try their best to create such a cultural atmosphere. With such an atmosphere, the team will be cohesive, and you will have a cohesive team when the employees leave.
Second, give employees a space for development and a platform for promotion.
Greater development space gives employees hope and motivation. An enterprise with no hope and no prospect can't arouse the enthusiasm of employees in any case, and such an enterprise can't let employees stay in the company with peace of mind. In order to provide employees with greater development space and promotion platform, we can start from the following aspects:
1. Establish a perfect competition mechanism and encourage employees to take up their posts through fair competition. Many enterprises and companies have job vacancies, and the first thing that comes to mind is to recruit people from outside first, without considering promotion from inside; There are also some enterprises, although they think of promotion from the inside, but because they don't have a perfect internal competition mechanism, or because they are too familiar with internal employees, they always see the shortcomings of employees and don't see many advantages of employees. In the end, they will consider recruiting from outside. In their eyes, it will always be "foreign monks like to recite scriptures." In fact, this is a great blow to employees. When employees feel that the company lacks development space, they also lack upward motivation, which is not conducive to motivating employees and creating a competitive atmosphere in the team.
2. For employees who have performed well in this position and their abilities have exceeded the requirements of this position, but there are no vacancies at a higher level for the time being, it is advisable to supplement employees by means of horizontal rotation, use new positions, new jobs and new challenges to arouse their enthusiasm for work, and at the same time let employees learn more knowledge and skills, effectively improve their comprehensive quality and lay a solid foundation for their competence at a higher level.
3. Provide sufficient training opportunities for employees. Zhang Ruimin of Haier once said to his manager: It's not your fault that the quality of employees who just entered the company is not high, but after a period of time, the quality of employees is still not high. It must be your fault. It can be seen how important it is to train employees. Some enterprises have not thought about training employees, but they have to invest in training, because they are reluctant to invest and do not provide training opportunities for employees, which is not worth the candle. Panasonic attaches great importance to employee training, because Kōnosuke Matsushita knows that money invested in brains is much more profitable than money invested in machines. Training methods can also be varied. As long as you are good at thinking, you will find that training can be everywhere, anytime and anywhere, and the popular one-minute training is a good proof.
Third, enterprise leaders shape their own personality charm and improve management level.
Undoubtedly, the management level of leaders has a great influence on the development of the company. Similarly, the charisma and management style of leaders also affect the enthusiasm of employees and the stability of the team to a great extent. Because of my professional relationship, I have more contact and communication with employees. To sum up, there are roughly the following points:
1, no doubt about employing people, no doubt about people. If the manager is suspicious, then this suspicion will be passed down layer by layer. For example, if the boss doesn't trust the vice president, then the vice president won't trust the department manager, and the department manager won't trust the supervisor, so the supervisor won't trust the employees. Working in a team without trust, employees will definitely feel very comfortable. So the principle of employing people is: use him and trust him firmly.
2. Don't say the fault of employees, especially behind their backs. Employees hate leaders criticizing themselves behind their backs, even if they are well-intentioned. In fact, criticizing another employee in front of him is counterproductive.
Don't promise easily, but once you promise, the wind and rain will not change. Many leaders always make some promises in order to win people's hearts, but for one reason or another, some promises are often not fulfilled. Our leaders don't care about it and feel indifferent, but our employees don't think so. They will think that the leader has broken his word and will not trust you easily again. At that time, it will be more difficult for leaders to change their image in the minds of employees. Employees have difficulties and ideas, and will not tell the leaders. After a long time, they will not get proper venting. In the end, employees will inevitably choose to leave.
4. Dare to take responsibility and be responsible for employees. Many of our leaders often blame their mistakes on employees, let alone take responsibility for them, in order to establish their prestige in the eyes of superiors or employees or to save their face. The consequence of this is that your temporary prestige or face may be saved, but over time, what you lose in the minds of employees may not be as simple as prestige or face, but what you lose will be the long-term respect and trust of employees.
5. Remember, employees are right. It's not that the employees are bad, but that I didn't give them enough support. Maybe this sentence sounds ridiculous at first, but in fact, if employees don't do a good job, leaders can always find reasons from themselves and give employees more support and help, and employees will inevitably thank the leaders from the heart and work harder. As long as employees are really committed, I believe that all difficulties can no longer be called difficulties.
6. Don't show special respect to the employees who are about to leave, and treat them like thieves. In some enterprises, when employees are at work, they are eager to do more work, which involves more work. Once employees leave, they will be under strict supervision for fear that employees will take away important company information. What's more, other employees are invited to supervise. However, they ignore that today you ask employee A to monitor employee B, and tomorrow you may ask employee C to monitor employee B, which may have a greater psychological impact on employee B and other on-the-job employees than employee A. Besides, if employees can really take away the important information of the company, you can only blame you for not doing well the usual confidentiality measures and taking precautions. Therefore, don't give special respect to the employees who quit, otherwise, you will lose not only the trust of one employee, but also the trust of the entire company.
Fourth, provide a competitive salary level.
1. First, investigate the salary level of peers. If it is a property company, we must find out the salary level of the property industry. If it is a real estate company, we must find out the salary level of the real estate industry. Only in this way can you work out a competitive salary level. In addition, for positions with * * * in different industries, you should also know the social post level, such as the position of human resources manager/supervisor in a property company. In addition to understanding the salary level of this position in the property industry, we should also try our best to understand the salary level of this position in other industries, because these popular positions are not limited by many industries. If the salary level of the position you give is too low, even if you are competitive in the industry, it will not affect the employees in this position.
2. For key employees or employees in important positions, they should be willing to pay a high salary. It doesn't matter even if you are higher than other positions. It is necessary to upgrade the level of posts. Only in this way can you attract core employees. We say that the loss of ordinary employees can be easily obtained at any time, but once the important and core employees are lost, it will cause immeasurable losses to the enterprise.
3, rewards and punishments are clear, rewards and punishments are heavier. We might as well reward employees who have made major breakthroughs in the enterprise. The advantage of this is that on the one hand, it can improve the income level of employees (employees will also calculate their own income), on the other hand, it is also an effective incentive for employees, because employees know that as long as they make contributions, they will definitely have good returns, so they will work harder in the future.
Fifth, strengthen the management of employees after leaving their jobs.
1, treat employees who leave the company as a kind of wealth and a kind of resource. Many enterprises are either dismissive or indifferent to the departing employees. In fact, leaving employees is another wealth and potential resource of the company. If used well, it will have a great effect on the company. For example, his publicity for the company is better than the company's own publicity for itself. At the same time, if employees have a good relationship, they can re-enter the company in the future, which is also a considerable human resource income.
2. After employees leave their jobs, they often call to welcome them home. It may only take you a few minutes to make a phone call, but you can not only touch the resigned employees, but most importantly, you can also touch the existing employees with your own practical actions and influence the potential resigned employees.
3. Don't say, "A good horse doesn't eat grass back." Gone are the days when a good horse never returns to the grass. Excellent employees are willing to return to the company, which is their recognition of the enterprise and corporate culture. If they return to the company, they will not only come back alone, but also have a "halo effect", which will definitely have a psychological impact on the employees.
Why can't high salaries keep talents? These newly recruited people have higher academic qualifications, and we have given them higher wages, even more than double that of ordinary employees in the same industry, but we still keep receiving their resignation letters. It's been more than two years, and the first batch of recruits have almost left. Last year, we found a consulting company for management consulting, and they decided that we urgently needed to establish a good corporate culture in order to retain high-quality talents. But more than half a year has passed, with little effect. An old employee said: What corporate culture has no substance except loud slogans and beautiful words. The present situation of the hotel really hasn't changed. Why can't we keep the people we need? Interview expert today: Tang Junmin, a senior consultant of Chengwei Management Consulting Company, is ill, which is probably a problem that many enterprises encounter because of this phenomenon. High salary can't keep talents, only such people have greater personal ambitions, and the root lies in corporate culture. Corporate culture can't be felt, recognized and followed by these talents. In the final analysis, the company's corporate culture has not taken root and has not been implemented. It is necessary for enterprises to retain talents with both soft and hard hands, and both are indispensable. The hard side requires reasonable salary and working facilities, while the soft side requires good interpersonal relationship, smooth workflow, common values and development prospects. The phenomenon in the case is caused by the company's soft defects. Corporate culture is a comprehensive expression of both soft and hard hands, and the soft side is often more effective (positive or negative) than the hard side. But how to play the positive role of the soft side is crucial. Generally speaking, it is a troublesome process, such as how company values fall into employees' minds, how they are recognized and pursued by employees, that is, how culture is recognized and pursued by employees. Therefore, it is necessary to formulate a set of cultural values suitable for the company itself. Of course, it is more important to take measures to make culture take root. Countermeasures: mobilize employees and reshape corporate culture and values, including business philosophy, purpose, core values, talent concept, incentive concept and so on. The purpose is to let employees actively participate in the construction of corporate culture, and the construction of corporate culture must incorporate the wisdom and suggestions of employees. The company should set up a special department to be responsible for cultural construction and implementation (such as human resources department/office, etc.). We should make various measures and plans to promote the propaganda and implementation of cultural values. For example, corporate culture lectures, seminars on how to implement culture in business, how management can carry forward corporate culture, employee code of conduct, and various activities such as tourism, entertainment, sports, celebrations and so on. Transform abstract cultural concepts into vivid and tangible forms, so as to establish a good mental model and working environment. Strengthen the construction of human resources work, including: testing the personal values of candidates in the recruitment process, evaluating the degree of fit with company values, and selecting talents who agree with company values; Combining the development of the company and the characteristics of employees, do a good job in employee career development planning; Establish and improve a scientific assessment system and salary system, optimize various business processes, and create a fairer and more open platform for employees.
Why can't you keep the talents in the west? You hurt me deeply. This place is far away from me. I never dreamed that I would set foot on this land one day. I'm from the north, but Inner Mongolia, especially Wulate Houqi, is the real north. I came here at the invitation of a friend in 2009. I finally understand why the country has repeatedly mobilized college students to support the northwest, but failed. The climate and environment here are really unimaginable, but I never dreamed that the reason why people here can't stay is some people here! I was invited by a friend to work as an assistant to the general manager of Jitai Chemical in Urad Houqi, so I won't say how bad the working conditions are here. Before this, I have made full psychological preparation. I hold my dream and use my heart and knowledge to help the enterprises here get on the right track and bring them our advanced management experience in the south. Not to mention how difficult it is to carry out my work. In this way, I have worked here for more than four months without getting any salary, and I have also contributed to the development of this enterprise. Today, I am writing this letter, not for myself, but for our people and our peers. ZF, the back flag of Urad, if there are so many mainland intellectuals in northwest China who want to pursue development with you, I hope to get the respect of your local entrepreneurs, not their bravado. In order to support the construction of Jitai Chemical Industry, many of us abandoned our homes and careers to overcome the inadaptability of various environments and diets. In the end, we didn't even get the minimum respect from others. After all, we didn't get a penny, so we are not as good as your local migrant workers. Are we intellectuals unarmed? Do they have to make a hullabaloo about and sit still to get our wages back? Urad Houqi, once the northwest frontier, is now taking off. Now you need more talents and investment from foreign companies. So I hope the reputation of your region will not be tarnished by a giant chemical company. You are developing. Don't let this incident arouse the distrust of mainland people, including the industry, to your region, people, enterprises and ZF. I hope your local ZF can coordinate and solve it.
Why can't Shenzhen retain talents? Shenzhen is not the only city in a big city like Shenzhen that can't retain talents. I think the most fundamental wish is that the house price is too expensive. It is ridiculously expensive. Some existing talents and potential talents have just arrived in Shenzhen. They are frightened by the housing prices here and have no sense of belonging. They think this is where some rich people live, so they all ran away and went to other first-tier cities with relatively low housing prices for development.
Why can't the company keep talents? Most of the reasons are enterprises. It is very important to build a talent service platform. Don't think you know employees. In fact, many times enterprises can't meet the dynamic needs of different talents at different stages, and the flow of talents occurs frequently!
Why can't China keep talents? There are many reasons, mainly the following:
1, the system of foreigners is reasonable and the distribution is reasonable, and the brain drain is more active abroad. Needless to say.
2. Foreigners respect science and technology, scientific and technological talents, and people with real talent and practical learning. In foreign countries, people often play jokes on politicians and pick up scandals about politicians, but few people dig up the details of scientific and technological talents. In China, everyone wants to be a civil servant, which leads to the cold teeth of the strong and the low social status of real talents.
3. Enterprises and institutions are eager for quick success and instant benefit, which leads to China being doomed to fail to develop high-quality industries. Talents can't make achievements in China, but in foreign countries, first-class hardware and first-class management processes are easier to make achievements.
4, the deformity of the social evaluation system, the real talent in China for a long time, has become a talent. Became a political fool. In China, it is not necessarily a talent. Going abroad, you can only use energy. Cause the problem you said to look more obvious.
5. There are many others.