Some analysts said: After employees leave the company, the replacement cost alone is as high as 150% of the annual salary of the employees who leave the company, and it is even higher if they leave the management.
Therefore, many enterprises spend a lot of money in order to retain talents.
Some bosses still stubbornly believe that giving employees a high salary is equivalent to giving them everything they want, and employees have no reason to leave. Those who choose to leave are all melodramatic, inflated and ungrateful.
The reality is that even with high salaries, enterprises still have no worries about avoiding brain drain.
Why can't high salaries keep talents? Lao Wang thinks:
1, high salary can attract people, and career can keep people.
An executive H once shared with Lao Wang. When he left his last company, all his friends around him thought he was willful and crazy.
Because in the last company, he earned an annual salary of 800,000 yuan, so he could give full play to his personal specialty, but he chose to jump ship to another company with a lower annual salary.
It is difficult for friends to understand why he demeans himself. After listening to his explanation, I realized that the new company was willing to give him shares a year later.
He said: "I have worked in this industry for 12 years. The previous company was very good, but it made me feel no sense of belonging. "
In the last company, although I received a fixed high salary every month, I was still a wage earner in essence. Moreover, in some development ideas, it does not conform to the boss's idea, so that it is subject to people everywhere and cannot make great achievements. In the new company, he can take charge of a department independently and fight for his own career.
One side is work, and the other side is career, which is why he did not hesitate to choose the latter.
The famous tidal effect once pointed out that enterprises should attract people with treatment and inspire people with career. This is also a problem worthy of consideration for every enterprise in talent management.
Therefore, it is difficult to retain talents only by high wages. For high-level talents, enterprises need to formulate more attractive incentive mechanisms so that talents can not only get high salaries, but also see the future.
Is your so-called high salary really high?
Sometimes enterprises and employees' cognition of high wages will have great deviation.
There is a consultant, Mr. Wu. When he first entered the company, his ability was average, but with growth and exercise, he gradually became the core of the team. Then you'll get a promotion and a raise. Although he got a raise, he couldn't keep up with his growth because of the limitation of the company's salary system. After a long time, Mr. Wu was dissatisfied with his income and finally chose to resign.
In fact, the salary level is only an objective judgment. For a person with average ability, 5000 yuan may be considered a high salary. For a core talent who grows fast and can bring great value to the enterprise, the salary of 50 thousand yuan is not necessarily high.
Therefore, when more and more outstanding talents choose to leave, enterprise managers may wish to ponder over whether the so-called high salary they give really meets the value and expectations of employees.
3. If you can't see the future, you will ruin your future.
Generally speaking, high-level talents have strong ability and greater ambition. They are not only eager to get rich returns now, but also care about whether they can have a better future.
In fact, employees entering the company are equivalent to tying their future to the company. If the company's development encounters bottlenecks and lacks vitality, or is in a state of decline, talents can't see development, and good birds choose trees to live in.
Another situation is that the company has developed steadily, but it has not given enough trust to its employees. People who really want to do things will choose to leave if they can't exert their fists and feet.
Lao Wang once contacted a director because the latter chose to leave. His salary in the last company was in the upper reaches of the same industry, and he was also attracted by high salary. However, six months after joining the company, he found that the boss was very controlling and would not give his subordinates enough authorization. The boss recognized his qualifications, but regarded him as a tool employee.
Although the boss repeatedly stayed when submitting his resignation application, and outlined the future with Kan Kan, he still chose to leave. Because he understands that it is difficult for him to achieve much on this platform. If he continues to spend money desperately, he will gradually lose his core competitiveness.
Lao Wang believes that the cakes painted by the boss are not necessarily what employees desire, and sometimes the bigger the cakes, the less they can satisfy their hunger. The best way to retain talents is to provide a stage for people who want to really do things, help them grow and develop, and let them outline their future.
If you earn a high salary, you might as well choose to leave.
Salary plays a vital role in enterprise's talent retention, but it is not the only factor that affects talent retention.
Why do employees leave their jobs? Ma Yun gave a very clear explanation: first, the money was not given in place, and second, the heart was wronged.
And some business owners give their employees high salaries, but they don't give them enough respect.
Naturally, from the perspective of God, they regard high wages as kindness to employees, criticize them if they are dissatisfied, or let employees be wronged at work. Employees should not only bear the high pressure at work, but also bear the psychological pressure. After a long time, you will be disappointed with this job and doubt your work value and self-worth.
From Maslow's hierarchy of needs theory, high-paid talents often yearn for higher spiritual needs, such as respect and the realization of self-worth.
For some high-level talents, they will not only care about whether they can get the expected salary, but also attach great importance to non-monetary incentives. For example, the extent to which they are recognized and respected in this job and the significance of this job to them.
Therefore, if they are not fully respected and recognized in a company, they will choose to leave sooner or later. In particular, high-level talents have a wider choice, and even if they change platforms, they can get higher salaries. Why torture yourself with a painful posture?
5. Invisible wounds of enterprises.
The higher the level of talents, the more challenges they may encounter in their work. And once in this process, the lack of effective communication is likely to produce many misunderstandings and contradictions, just like invisible wounds.
Last time in Nanjing, Lao Wang chatted with a VP who came to Nanjing on business from Beijing. He said it was good to achieve VP, but it was also very tiring. Sometimes I am very tired, and I need to settle many relationships and deal with many non-work things to maintain the growth of the department's performance. He also said that VP is actually a sandwich cake, but the income is still very satisfactory, not counting stocks, and the basic annual salary is also in seven figures. ...
Lao Wang can understand this because the highlands are too cold! For the company, some managers ignore the communication between teams in order to grab the progress and improve efficiency, and there is no channel for employees to give feedback, so these wounds cannot be healed. Therefore, after the contradiction arises, it will accumulate deeper and deeper, which will easily lead to brain drain.
Sometimes office politics destroys the corporate culture environment, and it also causes bad money to drive out good money. Those who are not doing their jobs make waves, and those who are capable are excluded.
As suggested by Gresham's law, enterprise management should avoid ordinary talents expelling outstanding talents, which is a problem that every manager needs to pay attention to. Once this phenomenon occurs, enterprises will lose more than they gain.
Therefore, Lao Wang suggested that in addition to high salary incentives, enterprises should also establish a harmonious soft environment so that employees can give full play to their strengths in a relatively fair and comfortable cultural environment.
Write it at the end
People will stay because of money, but money alone will never keep talents.
If enterprises want to drive talents, they should be given opportunities to do things, make money, grow and work hard.
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