How to reduce the turnover rate of enterprise technicians

The article comes from Dr. Hu Bayi's book "Practice of Human Resource Management in Family Enterprises". In order to achieve sustainable development, family businesses must establish a stable team. However, if there are a large number of employees, especially core employees, it may not only cause the loss of customer resources and the floating of people's hearts, but also cause the leakage of core secrets of enterprises and bring great losses to enterprises. It should be noted that family enterprises should not only eliminate some unqualified employees, but also ensure the relative stability of employees and take certain measures to reduce the employee turnover rate. So what measures can family businesses take to better reduce employee turnover? 1. Strict examination of applicants When recruiting employees, the human resources department of an enterprise will find that many candidates frequently change jobs in a short period of time in their resumes, but when asking about the reasons for job hopping, they can always find various excuses. It is difficult for employees who frequently change jobs to establish loyalty to the enterprise and lack career planning. When the treatment or working conditions of enterprises can't meet their requirements, they may leave without hesitation. Therefore, candidates with frequent job-hopping should be carefully employed. 2. Formulate reasonable employment standards. When recruiting employees, enterprises must combine the employment needs of enterprises, but they should not blindly raise the employment standards, because enterprises will only give these positions corresponding treatment and grades when recruiting corresponding positions. After these people enter the enterprise, if they find that the actual situation is not what they imagined, they will feel cheated and walk away. The "manager" fooled by Ming Bai Denton Company has a client in Guangzhou. The company advertised in the newspaper for a regional manager. It didn't take long for many people to apply. Finally, a Mr. Liu successfully applied for the job. However, as soon as Mr. Liu took office, he found that the so-called regional manager was in charge of himself and had no subordinates. After asking the boss of the company, the answer is: "This is the case with the regional manager of our company." Mr. Liu realized that the company only recruited salesmen, not really regional managers, so he submitted his resignation to the company in a rage. 3. Enterprises cannot easily promise or "cheat" job seekers. Nowadays, in order to attract talents, many enterprises often promise a high salary from the beginning. When people arrive at the enterprise, they will not pay or promise. Many enterprises and bosses often regard this as their own talent, but enterprises often have a huge brain drain crisis. 4. Speculative psychology means shooting yourself in the foot. Some family businesses will have obvious off-season industries. Many companies recruit many people in the off-season and lay off many people in the off-season. They think that there are many college graduates now, so are big companies still worried about finding people with two legs? This creates a huge risk, because once employees see through the real intention of the enterprise, it will lead to the loss of a large number of employees, and the speculative psychology of the enterprise will only be shooting itself in the foot. A family business engaged in food production hired a large number of marketers from another company in order to expand its scale, quickly establish a network and increase sales. After these people arrived at the enterprise, they really lived up to expectations, and the purpose of the enterprise was quickly achieved. But after the off-season, the boss may not be able to make any money once he settles accounts and raises so many people, so the boss called them over and told them that everyone would have a holiday from now on and come to work in the peak season. The boss thought he was clever, but he shot himself. These business people quickly went through the formalities of leaving their posts. Just as the boss was secretly happy for himself, something unexpected happened. Not only these business people left the enterprise, but also the old employees in the enterprise were afraid that the boss would do the same thing to themselves in the future, so they began to leave the enterprise. To make matters worse, after leaving the enterprise, these business people joined the competitors' enterprises soon, and many dealer customers began to turn against the business people who changed jobs. 5. Establish a talent training mechanism to let employees see the development prospects. Employees in family businesses are often confused about their development prospects and don't know where their future career development will go. Then I will feel that other companies will have better development space, so that I can get rid of it. In order to retain these talents, enterprises should help employees to make career plans, let employees know where their advantages lie, what development space the enterprise can provide, how individuals can realize their life ambitions through hard work, and then combine their personal characteristics to cultivate them through certain channels, so that employees can find their own positioning and direction of efforts. 6, the treatment is good, there will be fewer employees who change jobs, but enterprises can't pay employees too much more than the industry treatment in order to retain employees. Enterprises should combine the situation of the industry when designing employee compensation. If the company's salary and benefits are not competitive, it will lead capable employees to quit to other companies. In the end, the company is in an unfavorable situation of "low salary and low energy", unable to retain excellent employees and attract talents, which leads to the inability to improve the human structure of the enterprise and keep up with the development pace of the enterprise. Important tips treatment is the most attractive to employees. Enterprises should also do it, not only to race horses, but also to feed horses. Some enterprises always want their employees to work hard, but they don't want to pay reasonable treatment, which is probably difficult to achieve. 7. Let employees have feelings for the company. Family businesses can often get twice the result with half the effort by properly investing in employees' feelings and creating a harmonious working environment. For example, employees have difficulties at home, and enterprises lend a helping hand; The boss and the top management of the enterprise take the initiative to talk to employees, which will make employees feel valued; When an employee gets married or an elderly person at home is seriously ill or dies, the boss will personally be there to congratulate him, which will make the employee feel grateful, but the enterprise actually pays little, and what it gains is often the employee's heart and loyalty. We have a customer in Shenzhen, and this enterprise is very humanized in terms of emotional retention. Although enterprises often face some crises and sometimes the payment of wages will be delayed for a period of time, the turnover rate of employees is very low. Employees are willing to help each other in the same boat, and rarely choose to leave their jobs because of poor corporate efficiency. Later, Ming Bai Dunton Company established a cooperative relationship with this company. We learned that every Spring Festival, this company sends a letter to employees' families in the name of the company, not only congratulating them on the Spring Festival, but also thanking their elders for their cultivation and family members for their support in their work. As a result, if an employee wants to resign, first of all, his family will try their best to persuade him or scold him. Employees also feel that the company attaches importance to themselves and naturally work hard for the company. 8. Boldly authorize and retain people with their careers. In order to retain talents, many family business owners are trying to boldly authorize and create an environment for talents to display their talents and values. At the same time, the middle and senior managers and core employees are encouraged by equity, so that they can become shareholders of the enterprise, so that they can closely link their own destiny with the fate of the enterprise, thus stabilizing them. I have met such a customer. In order to retain outstanding employees, this enterprise rewards outstanding employees with a certain share of shares every year through assessment, so that every employee of the enterprise has shares in the enterprise. In this way, not only the employee turnover of the enterprise is very small, but also the employees of the enterprise regard the enterprise as their own enterprise, actively save energy and reduce consumption, make suggestions for the development of the enterprise, and make the development speed and profitability of the enterprise envious of other enterprises. 9. Establish an early warning mechanism for the loss of core employees. It is normal for core employees in enterprises to choose job-hopping, but if a large number of core employees are lost, it will bring a heavy blow to enterprises. This requires the human resources department of an enterprise to establish an early warning mechanism for employee turnover and set a safety factor for employee turnover. Important Note Once an enterprise finds that the employee turnover exceeds the safety factor, it should immediately make a judgment and inform the senior management of the enterprise to take countermeasures. 10. Establishing a fair competition employment mechanism The reason why employees of family enterprises quit their jobs is that they are dissatisfied with the employment mechanism and environment of the enterprise. Many employees feel very capable, but they have not been promoted. Mediocre family members occupy high positions, and factionalism and small teamwork prevail. If this bad habit is not eliminated, it will be difficult for competent employees to work with peace of mind. It is only a matter of time before they leave. Therefore, it is very important for enterprises to establish a mechanism and environment of fair competition, capable and mediocre employment, and to stabilize capable and ambitious employees. 1 1. Controlling employee mobility by legal means Family enterprises should conduct standardized operations, sign labor contracts with employees, and form organic constraints on both parties through contracts, thus reducing employee mobility and protecting the company's interests. We have a client in Jiangmen, and this company is looking for an assistant manager of production technology. This assistant manager is Mr. Mai. After joining the company, the company signed a four-year labor contract with him. As Mr. Mai works in an important department of the company, he will know many business secrets of the company. Therefore, the company and Mr. Mai agreed that within two years after the expiration of the labor contract, Mr. Mai shall not participate in commercial competition in the same industry or serve other similar competitive enterprises, otherwise all losses caused to the company shall be borne by him. A year later, Mr. Mai said that he needed to ask for leave for three days at home and never came back. Later, the company learned that Mr. Mai had moved to another company that had a competitive relationship with the company and was engaged in the same job. The company sent many letters asking him to go back to work, but there was no reply. Because Mr. Mai did not hand over his job when he left his job, a business that Mr. Mai was responsible for in the original company could not be delivered on time, and the customer claimed an economic loss of 80,000 yuan. To this end, the company applied to the Labor Dispute Arbitration Committee for arbitration, demanding that Mr. Mai continue to perform the labor contract between the two parties and compensate the company for economic losses of 80,000 yuan. In order to stabilize employees and reduce employee turnover, family enterprises must understand that the responsibility of employee turnover is not entirely in the employees themselves, and enterprises should also reflect on it from many aspects. Then according to the enterprise's own situation, take effective measures to reduce the abnormal loss of employees.