What should I pay attention to when working in a high turnover company?

Many enterprises are facing difficulties in recruiting, using, cultivating and retaining excellent employees. Therefore, as enterprise managers and HR, in order to avoid excessive employee turnover, we must first find out the real reason for their departure. So, in general, what causes our excellent employees to choose to leave?

? 1. External factors 1. Induce employees to leave at the peak of job hunting. 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 develop better in the new year, begin to dig the foundation of their peers or other enterprises before the Spring Festival, while employees generally don't leave their jobs before the Spring Festival, because there are still year-end dividends to get. 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. I believe that many enterprises have this phenomenon, and employees get together and leave. At first, employees may not have the idea of leaving. Once one or two of them have the idea of leaving, then several close friends around them will also start to have the idea of leaving, and the final result is that employees will choose to leave.

Second, internal factors: the internal factors that affect employees' turnover are varied and accumulated over time, so it is difficult to completely summarize them at once. The main points are summarized as follows. 1, corporate culture influence. A good corporate culture atmosphere reflects the influence of enterprises to some extent. It is difficult for enterprises without influence to have appeal, and enterprises without appeal will naturally not have strong cohesion. If there is no cohesive enterprise and employees are not in Qixin, it is easy to lose outstanding employees.

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 employees don't agree with the leader for a long time, they will dislike the leader and will not devote themselves to their work. If they can't find a sense of accomplishment in their work, there will be no fun in their work. 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. 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, build a 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, and then extract unique things from them, so that the established corporate culture can stand the test and be valuable.

However, employees don't care how you create a corporate culture. They only want to work in a harmonious, relaxed, just, fair, enterprising and United team, and he will be 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 with a cohesive team, employees will be more stable.

Second, give employees a space for development and a platform for promotion. An enterprise with no hope and no prospect can not arouse the enthusiasm of employees in any case, and such an enterprise can not 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.

In many enterprises, when there is a vacancy in the company, the first thing they think of is to recruit people from outside first, without considering promotion from inside. Of course, some enterprises choose to promote from within, but there is no perfect internal competition mechanism, or because they are too familiar with internal employees, they always see the shortcomings of employees, which leads to the final choice of external employment. 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 is no vacancy at a higher level for the time being, they should be supplemented by horizontal transfer.

With new posts, new jobs and new challenges, employees' enthusiasm can be mobilized, and at the same time, employees can learn more knowledge and skills, effectively improve their overall quality, and lay a solid foundation for their competence in higher-level work.

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. The training of employees in our enterprise is the most important link to promote the rapid growth of 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 will not pay off.

? Third, enterprise leaders shape their own personality charm and improve management level. Undoubtedly, the management level of * * * affects the development of the company to a great extent. Similarly, * * *' s personality charm and management style also greatly affect the enthusiasm of employees and the stability of the team. 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. Working in a team without trust, employees will inevitably feel chilling. 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 * * * always make some promises in order to win people's hearts, but for one reason or another, some promises are often not fulfilled. At this time, employees will think that the leader has broken his word and will not trust you easily. At this time, it is even 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 can't 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.

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 on the job, they want employees to do more things, which involve more work. Once employees leave, they will take strict precautions. However, the remaining employees will think, if you leave your job another day, will you prepare yourself like this? Therefore, don't give special respect to the employee who resigned, otherwise, you will lose not only the trust of this employee, but also the trust of the entire company.

Fourth, provide a competitive salary level. 1. First, investigate the salary level of peers. Only by knowing the salary level of peers can we formulate a competitive salary level; In addition, for common jobs in different industries, you should make clear the social post level, because these popular jobs are not limited by many industries. If the salary level of the post you give is too low, even if it is competitive in the industry, it will not be attractive enough for the employees in the post.

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 expand the level of the position. Only in this way can you attract core employees. We say that the loss of ordinary employees may come easily 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. Employees who have made major breakthroughs in the enterprise may wish to be rewarded handsomely. The advantage of this is that on the one hand, it can improve the income level of employees, on the other hand, it is also an effective incentive for employees. Because employees know that as long as they pay, they will get 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. Employees will contact frequently after leaving their jobs, and they are welcome to come home often. It may only take you a few minutes to send a greeting and care about the current situation during the festival, 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 have an infinite psychological shock to employees.