How do private enterprises attract and retain outstanding talents?

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How to retain talents

Excellent employees leave quietly regardless of our efforts to retain them; potential employees quietly leave regardless of our expectations ; Even the employees we focus on training ignore our trust and leave, leaving HR with endless troubles and sighs. February and March every year are always days when HR people are on tenterhooks and in constant panic. At this time, there are always a large number of outstanding employees leaving the company, leaving many job vacancies, which makes HR people feel helpless. However, what makes HR people even more puzzled is that it seems that those who should go do not go, and those who should not go go; the ordinary ones do not go, but the outstanding ones go. Therefore, you can always hear the helpless songs of HR people over and over again: What can I do to keep you? My staff! It is difficult to recruit excellent employees, it is difficult to make good use of excellent employees, it is even harder to train excellent employees, but it is even harder to retain excellent employees. We know that when employees leave the company, they must have their reasons. It may not be sufficient, but it is always enough for employees to leave the company and find another job. So? Is it true that every employee is restless and wants to change companies constantly, so that they can work harder and better, and the more they do, the more proud they are? The answer is of course no. HR people should all have this experience. Employees who have worked in a company for one year or more than two years are already familiar with the company's corporate culture and have a certain affection for the company. Under normal circumstances, they are not willing to leave. company, but once they decide to leave the company, it will be difficult to retain them. Therefore, as corporate HRs, if you want to prescribe the right medicine and avoid repeating the same mistakes, you must first find out the real reasons for their resignation. So what are the reasons that force our best employees to leave us?

1. External factors 1. Tempting employees to leave during the peak period of job hunting. The first two to three months after the Spring Festival every year is the peak period for employees to find jobs. After one year, companies need to develop and personnel need to be adjusted. Therefore, many companies are focusing on recruiting a large number of personnel at this time. Therefore, the demand for personnel is relatively large, and it is easier for job seekers to find suitable jobs at this time. A large number of job opportunities will tempt employees to bravely choose to change jobs. 2. Companies poach each other to encourage employees to leave. Many companies, in order to achieve better development in the new year, start poaching peers or other companies before the Spring Festival. Employees generally do not leave before the Spring Festival because they still have year-end dividends to collect. "If you don't get it, you won't get it for free; if you get it, you won't get it for free." After the Spring Festival, with the year-end bonus in hand, once a better company throws an olive branch to them, they will choose to change jobs without any scruples. 3. External pressure forces employees to resign. At the beginning, employees may not have the idea of ????resigning, but when they see other employees successfully changing jobs, getting higher salaries, and having better development, or people close to the employees continue to make noises and exert pressure in their ears, When under pressure, they will unconsciously compare the two. If they feel that they are more capable and have better opportunities for better development than employees who have successfully changed jobs, employees will involuntarily choose to change jobs.

2. Internal factors The internal factors that affect employee turnover are diverse and accumulated over time. It is difficult to summarize them completely at once. The key points are summarized as follows. 1. The influence of corporate culture. Whether a company has a good corporate culture and a good cultural atmosphere reflects the influence of the company to a certain extent. It is difficult for a company without influence to have appeal, and a company without appeal will naturally not have strong cohesion. In the world's famous companies such as General Motors and Microsoft, each company has its unique corporate culture. The same is true for many outstanding domestic companies, such as Haier Culture and Vanke Culture. They have become brand cultures that job seekers flock to. 2. The management style of business leaders. The management style of the company leader has a great impact on the work emotions and enthusiasm of the employees. If a small number of employees feel that they are not suitable for the management style of the company leader, the employees will make self-adjustments, but if it is the majority, the employees will not only not be able to adapt to the company leader's management style. They will make self-adjustments and think that this is not their own problem but the leader's problem.

Over time, you will feel disgusted with your leadership, and you will not devote yourself to your work wholeheartedly. If you cannot find a sense of accomplishment in your work, you will not be able to enjoy your work. Work without pleasure is nothing more than a slow suicide. 3. Enterprise development prospects. An excellent or development-eager employee is very concerned about the development prospects of the company. Only when the company develops can employees develop. If the company's prospects are bleak and employees cannot see the way forward, they will lose confidence in the company. And employees who have no confidence in the company will choose to leave sooner or later. 4. Enterprise salary level. Many job seekers will basically talk about three points when talking about career selection criteria: a. Happy work; b. Big room for development; c. Good salary and benefits. It can be seen that whether you admit it or not, salary level has become one of the important factors affecting job seekers in choosing a career. Every year at the end of the year, the company needs to make a summary, and so do the employees; the company needs to take stock of its gains, and so do its employees. According to Malos' Hierarchy of Needs, survival needs are also ranked first. Therefore, companies can effectively retain employees only if they have competitive salary levels.

In fact, there are various factors that affect employee turnover. External factors are relatively minor and can be solved well. However, the key factor that really affects employee turnover is internal factors. Only internal factors can be solved. , can effectively prevent and solve employee turnover problems.

1. Create core corporate culture and create a good cultural atmosphere. An excellent corporate culture cannot be established in a day or two. It needs to gather the strengths of many companies, accumulate them over time, and then refine them to become unique. Only the corporate culture built in this way can withstand the test and be unique. is valuable. However, it is difficult for our employees to see this, and they will not care how you create the corporate culture. They only ask to work in a harmonious, relaxed, just, fair, enterprising, and united team, and they will be happy. , the spirit is comfortable, so our managers should try their best to create such a cultural atmosphere. With such an atmosphere, the team will have cohesion. And with a cohesive team, if you want employees to leave, you probably have to resort to forced layoffs. This will ensure that your turnover rate is not too low.

2. Give employees a space for development and a platform for improvement. Larger development space gives employees hope and motivation. A company that has no hope and no prospects will not be able to arouse the enthusiasm of its employees for work. It is also impossible for such a company to allow employees to stay and work in the company with peace of mind. To provide employees with greater development space and a platform for improvement, we can start from the following aspects: 1. Establish a sound competition mechanism and encourage employees to get jobs through fair competition. For many companies, when a job vacancy occurs, the first thing they think of is to recruit people from outside without considering promotion from within. Some companies even think of promoting from within, but because they do not have a complete internal competition mechanism, they do not consider promoting from within. Or because they are too familiar with internal employees, they always see their shortcomings and fail to see their many advantages. In the end, they will still consider recruiting from outside. In their eyes, they are always "foreign monks who are good at chanting sutras". "of. In fact, this has a huge impact on employees. When employees feel that the company lacks room for development, they also lack upward motivation. This is not conducive to motivating employees and cannot create a competitive atmosphere in the team. 2. For employees who have performed well in this position and whose abilities have exceeded the requirements of this position, but there are no higher-level position vacancies for the time being, you may wish to supplement the employees with horizontal rotation and use new positions. New jobs and new challenges stimulate employees' enthusiasm for work. At the same time, they also allow employees to learn more knowledge and skills, effectively improve the overall quality of employees, and lay a solid foundation for employees to be qualified for higher-level jobs. 3. Provide employees with sufficient training opportunities. Zhang Ruimin of Haier once said this to his managers: It is not your fault that the quality of employees is not high when they first enter the company, but after a period of time, if the quality of employees is still not high, it must be your fault. It can be seen how important employee training is.

Some companies have not thought about training their employees, but training requires investment. Because they are reluctant to invest and do not provide training opportunities for employees, it is really not worth the gain. Panasonic attaches great importance to employee training, because Matsushita Konosuke understands that money invested in the brain can make more money than money invested in machines. There are also various training methods. As long as you are good at using your brain, you will find that training can be everywhere and anytime and anywhere. The popular one-minute training is a good proof.

3. Business leaders should shape their own personality and improve their management level. There is no doubt that the management level of leaders affects the development of the company to a great extent. Similarly, the leader's personality charm and management style also greatly affect the work enthusiasm of employees and the stability of the team. To sum up, there are roughly the following: 1. Don’t trust people when you employ them, and don’t use people when you doubt them. If the manager is suspicious, then this suspicion will be passed down the layers. For example, if the boss does not trust the vice president, then the vice president will not trust the department manager. If the department manager does not trust the supervisor, then the supervisor will not trust the employees. Employees are bound to feel uncomfortable working in a team without trust. Therefore, the principle of employing people is: trust him firmly when you use him. 2. Don’t speak ill of your employees, especially behind their backs. Employees hate it when their leaders criticize them behind their backs, even if they are well-intentioned. In fact, criticizing another employee in front of them can be counterproductive. 3. Don’t make promises lightly, but once you make a promise, you will never change it no matter what. 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 this and think it doesn't matter, but our employees don't. Think about it, they will think that the leader does not keep his word, and they will not easily believe you again. At that time, it will be even more difficult for leaders to change their image in the minds of employees. When employees have difficulties or have ideas, they will not tell their leaders. As time goes by, they will not get appropriate promotion. In the end, it will inevitably lead to employees choosing to resign. 4. Dare to take responsibility, and dare to take responsibility for employees. Many of our leaders, in order to establish their prestige in the eyes of higher-level leaders or employees or to save their own face, often push their own mistakes to their employees, let alone take responsibility for their employees. The consequence of this is that your temporary prestige or face may be saved, but as time goes by, what you lose in the minds of employees may not be as simple as prestige or face. What you lose will definitely be the long-term respect and trust of employees. 5. Remember, the employees are right. If the employees do not do well, it is not because they are not good, but because I did not give them enough support. Maybe this sentence sounds a bit ridiculous at first, but in fact, if employees fail to do a good job, leaders can always find the reason from themselves, provide more support and help to employees, and employees will inevitably If you are grateful to your leaders from the bottom of your heart, you will work harder. As long as employees are truly committed, I believe that all difficulties can no longer be called difficulties. 6. For employees who are about to resign, don’t treat them differently or treat them as a thief. Some companies, when their employees are on the job, would like them to do more and be involved in more work. Once an employee proposes to leave, they will take strict precautions against them, for fear that they will take away important company information, and even worse, ask them to leave the company. Other employees monitor it. However, they ignore that today you ask employee A to monitor employee B, and tomorrow you may ask employee C to spy on employee B. The psychological impact on employee B and other current employees may be greater than the impact on employee A. Besides, if employees can really take away important company information, it can only be blamed on you for not taking good confidentiality measures and not taking precautions. Therefore, do not treat employees who have resigned in a different light. Otherwise, you will not only lose the trust of employee A in you, but you may also lose the trust of the entire company's current employees.

4. Provide competitive salary levels. 1. First, investigate the salary levels of peers.

If you are a property company, you must find out the salary levels in the property industry. If you are a real estate company, you must find out the salary levels in the real estate industry. Only in this way can you develop a competitive salary level; in addition, For positions that are relevant in different industries, you must also know the level of the social position, such as the human resources manager/supervisor position in a property company. In addition to knowing the salary level of this position in the property industry, you should also try your best to Understand the salary level of this position in other industries, because these popular positions themselves are not subject to many industry restrictions. If the salary level of the position you give is too low, even if it is competitive in the industry, it will not be good for you. Employees in this position are attractive enough. 2. Be willing to pay high salaries to key employees or employees in important positions. Even if it is higher than other positions, it doesn’t matter. You need to increase the level of the position. Only in this way can you attract core employees. We say that if ordinary employees are lost, they can be easily replaced at any time, but once important and core employees are lost, it will be difficult for them. The enterprise will incur immeasurable losses. 3. Clear rewards and punishments, heavy rewards and heavy punishments. For employees who have made major breakthroughs for the company, you might as well implement heavy rewards. The advantage of this is that on the one hand, it can improve the income level of employees (employees will also calculate their income), and on the other hand, it is also an effective incentive for employees. , because employees know that as long as they pay and contribute, there will be good rewards, so they will work harder in future work.

5. Strengthen employee management after resignation. 1. Treat employees who have resigned as a kind of wealth and a resource. Many companies either show disdain or indifference to employees after they leave. In fact, resigned employees are another kind of wealth and potential resources of the company. If used well, they 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 the relationship is well established, if the employee improves greatly outside the company, he can be hired back into the company in the future, which can be regarded as a considerable human resources income. 2. After an employee leaves the company, make frequent phone calls to welcome him home. It may only take you a few minutes to make a phone call, but you can not only move the employees who have left the company, but most importantly, you can also use your actual actions to move the current employees and the potential employees who have left the company. 3. Don’t say “a good horse never turns back”. Gone are the days when good horses never look back. The willingness of outstanding employees to return to the company is their recognition of the company and the corporate culture. If they return to the company, it will not only be one person who comes back. There will also be a "halo effect", and the psychological shock it will have on employees must be limitless.