How to cultivate employees' loyalty to the enterprise?

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How to cultivate employee loyalty

First, do a good job in recruitment and lay a good foundation for improving employee loyalty from the source.

The boss of a large foreign company headquartered in Ningbo World Trade Center once lamented to the author in the office: "Job-hopping is related to people's personality, and we dare not bring employees who habitually quit." His words all reveal his disgust and fear of employees who lack stability and loyalty. It can be said with certainty that habitual job-hopping is a manifestation of employees' lack of stability and loyalty.

Recruitment is one of the most effective ways for enterprises to acquire talents. The human resources department can find the right person with job description, and at the same time, it can prevent inappropriate employees from entering the enterprise. This is the real kung fu. Judging from the different loyalty performances of new employees after entering the company, most enterprises often make a very serious mistake when recruiting: they are purely skill-oriented and ignore the test of employees' morality and personality. According to the saying that "virtue without talent is a waste, talent without virtue is a drug, and both ability and political integrity are the best", a little carelessness may give "drugs" an opportunity. Therefore, when we decide whether to hire an employee, we should not only test professional skills, but also test moral character and character. Don't ignore it because of the tight time and the pressure of the employing department. Choosing the right person will save a lot of management costs for the enterprise, otherwise it will lead to many complaints from the employing department and great pressure from the hiring supervisor, which may affect the company's reputation because a position cannot find a suitable person all the year round.

Moral and personality test methods usually include:

(1) structured interview: summarize the questions about employee loyalty and personality into several items, which can be made into questionnaires for candidates to fill in, or the examiners can ask questions for candidates to answer. The evaluation tool varies with the nature, industry and scale of each company, but it should at least include the following questions with * * * *: reasons for leaving the company, evaluation of the original company, working environment experience, job opportunities and salary and benefits, what is the best job, what is the best colleague (please ask him to explain), what is personal career planning, and so on.

(2) Evaluation of key cases: aiming at some cases of employee loyalty (which may occur in their own enterprises or other enterprises), let employees express their personal opinions, speak their minds and find their psychological trajectory from words.

(3) Psychological measurement: it is a professional measurement tool developed by psychological practitioners according to the principle of individual differences, which can objectively evaluate people's professional ability, professional tendency, personality quality and personality characteristics, and has good diagnosis and foresight. Psychological measurement is widely used in civil servant selection, enterprise personnel recruitment, personnel evaluation and executive recruitment abroad. The deficiency of psychological measurement is that it is time-consuming and expensive, and it is not suitable for the recruitment of general workers in labor-intensive enterprises. However, when it is used to select senior managers and key positions, it can avoid shocking risks to enterprises and is cost-effective. At present, some professional websites for talent evaluation in China have also begun to appear, which brings more choices for enterprise talent evaluation.

(4) Background investigation: This is an indispensable and quite effective tool to discover or understand employee loyalty. After the "9. 1 1" incident in the United States, western countries not only strengthened the implementation of SA8000 (social responsibility standard) system, but also put forward requirements for suppliers to conduct background checks on their employees. When recruiting employees, the use of background investigation can effectively find the moral status of employees. Of course, we should pay attention to controlling the related factors that affect the reliability of background investigation in order to achieve higher validity and reliability.

Before an employee joins the company, the human resources department should also keep frank communication with the applicant, because in many cases, the information between the applicant and the enterprise is one-way transparent, that is, the enterprise knows too much about the employee, while the employee's understanding of the enterprise is only superficial perceptual knowledge. Therefore, before deciding to hire employees, we should truthfully inform the relevant information of the enterprise and give the candidates a process of rethinking and re-selecting. If you let him blindly enter the company, you will find that many things are different from what he imagined, which will have a bad influence on his performance and stability.

Of course, when there are job vacancies in enterprises, we should not always think that foreign monks can chant Buddhist scriptures, but should provide more opportunities for star employees with certain professional skills, strong learning ability and excellent plasticity in enterprises, which is much less risky than external employees.

Second, do a good job in induction training and give employees the first lesson of "loyalty".

Induction training has a great influence on the stability and loyalty of new employees.

New employees often find many problems that are not taken seriously by enterprises after they join the company. When they find some negative phenomena or receive some bad information, the preconceived thinking mode will lead employees to have a one-sided understanding of the company. In order to avoid this situation, the new employee training department plays a key role in "processing and running in": fully introduce the company culture (value orientation), industry characteristics, operation mode and management characteristics to new employees, and guide employees' thinking mode, mental mode and behavior mode to integrate into the company as soon as possible. Through running-in, let employees know that each enterprise is different and has its own advantages and disadvantages. Adapt to the most important thing as soon as possible, shorten the gap between your expectations and the reality of the enterprise, successfully pass the probation period, and lay a good foundation for becoming a real business master at an early date.

At the same time, loyalty is not only the company's requirement for employees, but also makes employees realize that a high degree of personal loyalty to the company will greatly help employees improve their professional skills, personal career development and cultivate high-quality network resources. It is the best policy to change passive cultivation of employee loyalty into conscious improvement of employee loyalty.

Third, strengthen the daily performance counseling of employees and provide the necessary social support system.

Job performance also has a certain impact on the stability of employees. If the work performance is too easy to complete, it will be considered as not challenging and essentially not inspiring. For such employees, we should deliberately let competent people do more work to reflect their value, and challenging goals and tasks are more suitable for them; Job performance is difficult to achieve, and the pressure on employees is too great, which is not good for its stability. Imagine that if an employee always fails to complete the task, the performance appraisal is always at the bottom. Does he still have passion or fighting spirit? This requires daily performance coaching by department heads.

Performance coaching is a win-win practice for enterprises, departments and employees. As a front-line supervisor, performance coaching can find the gap between employees' behavior and goals in time, which is conducive to improving the performance of the whole team and avoiding the losses caused by employees' "paying tuition fees". At the same time, it can also give employees a sense of belonging to the team and provide them with necessary social support psychologically, otherwise they will feel left to fend for themselves. Don't wait for employees to bring huge losses to the company or submit resignation reports one after another.

Fourth, overcome the family governance model and don't treat employees as outsiders.

Even though many enterprise executives don't want to admit that their enterprises are family-run, there are obvious traces of family-run in every system and behavior of enterprises. Many employees complain about the management of the family business. Relevant surveys show that more than 90% employees are looking for the next job from the first day they enter the company.

The fundamental reason why family-owned enterprises are unpopular is that the concept of "home is the world" is at work. The reason is: the enterprise belongs to our family, others are not allowed to take care of our family affairs, and employees are regarded as outsiders; Foreign employees have no real trust, and they are wary everywhere. There is no authorization and responsibility in daily work, only punishment and no reward, and employees are regarded as tools for doing things; The boss has too many personal behavior preferences and thinks that I have played the role of the country. You don't have to teach him what to do and how to do it, resulting in employees "unable to serve the country" and nowhere to display their talents. ...

Enterprises with family management mode not only have fatal defects in improving enterprise management level, rational employment, scientific decision-making and improving performance, but also have great power in destroying employee loyalty. Therefore, enterprises should attach importance to the reform of their own governance model.

Fifth, standardize the system and strengthen the transparency of the rules of the game.

Enterprise norms and systems must be transparent, open, fair and just. The formulation of the system should involve employees or employee representatives, and it is best to involve trade unions if conditions permit. The process of employee participation is actually the process of employee self-guidance and self-education, which can not only strengthen the sense of identity, but also lay a good foundation for the real implementation of the system. From the perspective of the Labor Law, it is legal.

Enterprise system should not be built behind closed doors, and double standards should be avoided. According to the author's understanding, some enterprises are even ridiculous in terms of salary and welfare, reward and punishment system and so on. The price of local workers is higher than that of foreign workers; Old-age insurance is only paid to local people; Similarly, there are funerals at home, some employees have subsidies of several hundred yuan, and some employees have to quarrel with themselves to get results; Some people break the rules, the same behavior will be punished, while others are legal, and so on. This is an obvious double standard, which is no less destructive to enterprises than various risks in operation.

Sixth, formulate a reasonable salary and welfare policy.

Salary and welfare has always been an effective lever for enterprises to motivate employees and attract external employees to join.

A common behavior is that an employee's salary is competitive with the salary of the same position in the same industry, but he still quarrels with the human resources department about his salary and often threatens to leave. Later, through investigation, it was found that he was not treated fairly in the company, that is, what he usually said was "no one suffers from poverty, only people suffer from inequality", and the company's salary lacked internal fairness.

There is another person whose salary has increased by a big step every year, but he still left his job. This situation lacks both internal fairness and external competitiveness, which is puzzling. In fact, this phenomenon is normal from a psychological point of view. In marketing, it is usually said that everyone has a psychological comfort zone, which is lower than the comfort zone or 30% higher than the comfort zone, which will bring anxiety to people, and he must take appropriate actions to adjust it. This is especially true for the salary problem: below 30% of personal minimum expectations, except in very special circumstances, 99% of employees will choose to leave their jobs to find new jobs to achieve psychological balance; Above 30% of the highest expectations, employees usually face the following pressures.

1, "a good tree in the forest will be destroyed by the wind", high salary means high performance, and high salary means more pay, but I have tried my best. What should I do? Under great pressure from the company's superiors, colleagues, subordinates and themselves.

2, the pressure of desire expansion. Because the market salary information is asymmetric relative to most employees, some employees think that their salary market is bullish. Inferring from the concept of "economic man", the salary given to me by the company is not enough, and the market may be higher. Since there is still room for improvement, let's jump ship.

3. Another idea is that I can get super high returns without paying. If I work harder, the company should pay me more. In fact, no matter how hard he tried, there was no room for his salary to rise, so he lost confidence in his development in the company.

As can be seen from the above situation, as the salary policy maker of the company, in the salary design, in addition to considering the division of appropriate ranks, setting a reasonable salary width and mastering the appropriate overlap of different positions, we should also skillfully use the "30% comfort zone" to motivate and retain core employees and improve their loyalty.

Seven, retain people, timely launch equity incentives.

There is usually a saying in the industry: money keeps third-rate talents, emotion keeps second-rate talents, and career can keep first-class talents. In fact, the above three statements reflect the different incentive strategies that enterprises should adopt at different stages of development. That is, in the initial stage of an enterprise, adopting the result-oriented salary strategy meets the needs of the company's development strategy; In the deep development period of the enterprise, the management strategy should be based on humanization, supplemented by behavior-oriented salary strategy; In the period of enterprise stability or industrial breakthrough, we should adopt the strategy of long-term incentive to retain people.

With the development of enterprises and the improvement of workers' status in income distribution, compensation concepts such as benefit sharing compensation theory, human capital compensation theory, game compensation theory and knowledge capital compensation theory have appeared in the field of compensation research. From a practical point of view, the benefit-sharing wage theory is more in line with the needs of mature enterprises in China, and plays an irreplaceable role in avoiding the loss of backbone of enterprises caused by disorderly salary competition.

Long-term incentive comes from the benefit-sharing wage theory, and equity incentive is a way of long-term incentive. Equity incentives can be divided into three types: cash incentives, futures incentives and option incentives. Traditional salary refers to employees' short-term efforts, and the company's sustainable development and long-term benefits are not directly related to employees, which leads to the idea that employees' salary is only related to individual post value, ability and short-term performance, and has nothing to do with company sales and profits. Equity incentives focus on long-term decision-making and long-term benefits. It is an incentive way that closely links the interests of core employees with those of shareholders. Its function is not only to make employees regard work as a career, but also to make the company's career a real career for employees.

Attachment: Schematic diagram of the degree of employee motivation by different incentive methods.

Eight, to create a corporate culture of integrity.

When many of our enterprises talk about honesty, they only talk about the loyalty of employees to the company. Enterprises simply do not reflect on whether they are honest and loyal to their employees and other partners. In fact, honesty is a model of equality, mutual benefit and win-win situation. Employees' loyalty to the enterprise is the obligation of employees, and it is also the responsibility of enterprises to keep promises and treat employees honestly. This requires creating an honest corporate culture, taking loyalty or honesty as the foundation of enterprises and employees, starting from daily words and deeds, and fully embodying the cultural connotation of honesty. Suppose the salary agreed upon by the employee during the interview is 1500 yuan, and only 1 100 yuan is paid when it is paid; According to the business commission method expressly stipulated by the company, you can raise a commission of 6.5438+0.5 million yuan, and only need to pay 80,000 yuan when cashing. Will this bring you employee loyalty? There is also a kind of enterprise that connives and even encourages employees to cheat customers and cheat when they can. Are the employees trained in this way loyal to the company? Therefore, honesty is a kind of culture and a kind of guidance. We should not only guide employees, but also set an example for enterprises.

Nine, insist on leaving to retain and leave the interview.

The most sad thing for employees is that after working for a few years, they offered to leave, but no one said they would stay.

In fact, employees sometimes resign without careful consideration, and some may want to prove that the company is a test of their recognition, and they can stay if they stay a little. Whether employees really want to leave their jobs or for other reasons, the functions of "employee retention talk" and "resignation talk" can not be ignored in the employee resignation procedure. Employee retention talks belong to the category of employees' concern, which is very helpful to reflect the sincerity of enterprises and solve employees' complaints. Only by leaving the company can the company really hear the voices of employees and let managers see the true face of the company. The person in charge of the exit interview must do a good job in conversation record, summarize and sort it out at regular intervals, and even analyze the main factors that affect the stability and loyalty of the company's employees through sorting, linear analysis and regression analysis, and predict the future turnover trend of the company, so as to take necessary improvement measures to reduce the brain drain rate and improve employee loyalty.

In addition, promising industries, good working environment, harmonious interpersonal relationships, happy family life and interesting jobs also have different degrees of influence on employee loyalty.