There are two kinds of employee turnover: active turnover and passive turnover. Theoretically speaking, maintaining a certain employee turnover rate is conducive to improving the vitality of enterprises. The voluntary turnover rate here refers to the elimination of unqualified employees by enterprises through effective mechanisms. Among many well-known foreign enterprises, quite a few enterprises implement the "last elimination system", which has been adopted by some domestic enterprises in the past few years, such as Haier, Lenovo, Huawei and other well-known enterprises. However, whether enterprises should adopt the "last elimination system" has been debated in academic circles. The author believes that our focus should not be on the word "elimination", but on the word "last place". How to eliminate the real "last" employees? Is it measured from the staff's work quality, work attitude, personal morality, communication ability or other aspects? Who will evaluate it? How can we be fair and reasonable? These are all issues that we need to explore. It can be said that it is necessary to establish the elimination mechanism within the enterprise. The key is how to be "effective" and eliminate employees who do not meet the requirements of the enterprise. This is what we should really care about. Enterprises should also introduce the mechanism of "survival of the fittest" to improve their competitiveness.
2 the premise of establishing an effective employee elimination mechanism
To establish an effective employee elimination mechanism, enterprises must have corresponding preconditions. If the enterprise does not have such conditions, then the "elimination mechanism" is likely to become a mere formality, or even counterproductive-eliminating excellent employees and leaving mediocre employees. The author believes that in order to establish an effective employee elimination mechanism, the following preconditions must be met:
2. 1 attractive salary and welfare system The establishment of an attractive salary and welfare system is the core factor to attract internal and external talents, and it is also one of the prerequisites for enterprises to implement the elimination mechanism. Enterprises in China can refer to foreign enterprises to implement the "total compensation strategy", that is, the company divides the compensation paid to employees into "external" and "internal", and "external compensation" mainly refers to the quantifiable monetary value provided to employees. That is, the quantifiable monetary value provided to employees, such as short-term incentive pay such as basic salary and bonus, and long-term incentive pay such as stock options; It also includes "internal compensation", which refers to the value of various rewards provided to employees that cannot be expressed in quantitative currency. For example, providing employees with various convenient tools (such as computers) to complete their work, training opportunities, promotion opportunities, good working environment, and the company's recognition and gratitude to individuals.
External compensation and internal compensation have different incentive functions. They are interrelated and complement each other, forming a complete salary system. Practice has proved that employees' expectations and needs for enterprises are all-round, with both material needs and higher spiritual needs. Therefore, the implementation of the "comprehensive compensation strategy" combining internal and external is the key factor to attract and retain talents, and it is also an important prerequisite for implementing the employee elimination mechanism.
2.2 Effective performance management system Performance appraisal is a complete system. Eliminating employees with long-term poor performance and rewarding outstanding employees is an important way to maintain the vitality of enterprises and retain outstanding talents, and it is also a key link to establish an effective employee elimination mechanism. In order to ensure the effectiveness of the "elimination mechanism", performance appraisal must have the following characteristics:
2.2. 1 There should be different assessment systems for senior, middle and junior employees. Top managers should pay attention to the overall performance of the company, middle managers should pay attention to the performance appraisal of the department, and low managers should pay attention to the appraisal of the work itself.
2.2.2 The general assessment procedure is top-down assessment step by step, and 360-degree assessment is not appropriate.
2.2.3 The established evaluation scheme should be operable and evaluated with objective and measurable standards as far as possible to avoid subjective assumptions and personal feelings. .
2.2.4 The assessment should be transparent, and it is not allowed to operate behind closed doors, even creating mystery and tension.
2.2.5 In the whole assessment process, the appraiser and the appraisee should fully conduct performance interviews, and the assessment results should be timely fed back to the appraisee, affirming the achievements, pointing out the shortcomings and proposing the direction of efforts and improvement in the future. If you find problems or have different opinions, communicate as soon as possible.
2.2.6 Performance appraisal is to promote the development of individuals and teams through restraint and competition mechanism. Therefore, both the evaluator and the assessed should take improving work performance through performance management as the primary goal. Any practice of attacking, suppressing, retaliating against others and small collectivism by means of assessment should be punished by the system.
2.3 Perfect talent evaluation system Enterprise managers should be aware that the performance difference between employees is not only related to their own efforts, but also related to the work system itself. When determining the eliminated employees, enterprises should not only evaluate their current work performance, but also evaluate and inspect their abilities through the talent evaluation system, further confirm the specific reasons for the poor performance of employees, and take different measures according to the evaluation situation.
2.4 "Open and fair" corporate culture atmosphere "Open and fair" corporate culture atmosphere is the cornerstone for enterprises to implement the employee elimination mechanism. Corporate culture is formed by continuous precipitation in the process of enterprise management. It is not the slogan advocated by the company, but the common values of most employees, especially middle and senior managers. Enterprises preparing to adopt the employee elimination system must consider whether they have an "open and fair" culture. If they don't have this foundation, I'm afraid the elimination system will become a mere formality and even have many negative effects.
3. Establish an employee elimination mechanism
3. 1 probation period The elimination of new employees generally has a probation period. The author advocates using high elimination rate to screen employees. The elimination rate should be determined according to the characteristics of enterprises. Generally speaking, enterprises that are more attractive to talents should set a higher elimination rate; Companies that are less attractive to talents can consider reducing the elimination rate of new employees. If we set a 30% elimination rate, then if the company wants to recruit 7 jobs, the human resources department should consider introducing 10 new employees. At the end of the probation period, the direct supervisor of the new employee should first evaluate the employee's job. If some positions are easy to assess, you can consider whether new employees will stay or not according to the performance during the probation period and the boss's opinion. If it is highly technical, it can be assessed through both technical theory and operation, and then the human resources department will decide whether to stay or not after synthesizing the boss's opinions. After the screening of this high elimination method, the company can keep the employees who are suitable for the corporate culture and have good ability in the enterprise.
3.2 When determining the elimination target of an on-the-job employee, the enterprise should not only evaluate his current work performance, but also further confirm the future potential of the employee through the investigation of the employee's ability, and gradually establish the company's own talent matrix according to the employee's performance and future development ability. The performance difference between people is not only related to their own efforts, but also related to the work system itself. For those employees with very good performance, enterprises can provide them with greater stage and opportunities through promotion to help them achieve greater performance. For those employees with poor performance, managers should carefully analyze the reasons for their poor performance. If the quality and ability of employees do not match with the existing work experience, rotation and demotion can be considered. If employees have a positive working attitude and are interested in their existing jobs, enterprises can consider the way of training, but first of all, employees should be transferred to probation period, and their wages and benefits should be reduced accordingly. Employees should be trained for their weak skills at work to improve their working ability, and then consider taking up their posts after a period of time; Employees can be eliminated if they don't work hard or are lazy.
Conclusion Unqualified employees play a great negative role in enterprises. Generally speaking, they will spread their complaints and bad work attitudes in the enterprise and affect their colleagues around them. Therefore, it is very necessary for enterprises to establish a set of employee elimination mechanism. However, it is a scientific method to choose a more suitable way to eliminate employees according to the characteristics of enterprises, and to establish internal management systems such as talent evaluation and performance appraisal, and deal with specific situations.
[2] Liu Yu. Applicability of the last elimination system in performance appraisal. China human resources development. [2003] 10.