Employee turnover report and investigation

About employee turnover report and investigation

Article 1: Simple version of employee resignation report

Dear company leaders:

When I submitted this resignation report, my heart was heavy. During this time, I seriously reviewed my work in the past X years and felt lucky to work in XXX construction company. I have always cherished this job. Over the past X years, the company leaders have cared about me, taught me, and my colleagues have helped me, which makes me grateful. Now the development of the company needs everyone to do their best. Due to my poor condition and some personal reasons, I can't make corresponding contributions to the company and request permission to leave.

At present, the company is in a high-speed development stage, and colleagues are high-spirited and ambitious. At this time, I'm really sorry, because of personal reasons, I can't share my worries for the company.

I will leave my post on X, X, X, in order to complete the handover. I hope the company leaders can take time out of their busy schedules to discuss the handover and get permission to leave!

Thank you for your trust and support during my tenure. I wish all my colleagues and

Friends have made greater achievements and benefits in their work and life!

I am here to convey

Part II: Investigation report on employee turnover in enterprises.

Personnel flow is an inevitable phenomenon in the process of enterprise development. Appropriate turnover rate is conducive to the development and vitality of enterprises, but too low or too high will affect the development of enterprises.

More and more enterprises realize the importance of talents, not only pay more attention to the shaping of employee loyalty, but also ensure the retention of core employees through various measures. However, there will always be people who choose to leave because they are dissatisfied with the status quo of the enterprise. Personnel flow is an inevitable phenomenon in the development of enterprises. Appropriate turnover rate is conducive to the development and vitality of enterprises, but too low or too high will affect the development of enterprises.

First, the purpose, object and method of the investigation

1, purpose of investigation

In order to get a clearer and more comprehensive understanding of the reasons for employees' resignation, so as to find suitable solutions, improve employees' satisfaction and happiness, and create greater value for the company. Improve the company management mode, make the company management more scientific and humanized, and realize the sustainable and harmonious development of the company.

2. Respondents

By counting the turnover records of the company in the past four years and issuing questionnaires, the investigation was carried out. In this survey, there were 190 resignation records, 200 questionnaires were distributed and 200 questionnaires were collected, with an effective rate of 100%. It completely conforms to the principle of sampling survey, and the sample is representative.

Three investigation methods

The main research methods are questionnaire survey, mathematical statistics and literature review. On the basis of consulting relevant human resources literature at home and abroad, this paper carefully designs questionnaires, analyzes the collected questionnaires by using statistical software, and puts forward relevant countermeasures according to the survey results.

For enterprise employees, there is less turnover, which is convenient in terms of time, cost and organizational workload. The results of the census are also more accurate.

Second, the content of the survey

1. Reasons for employees' resignation

The survey results show that the main reasons for employees' resignation can be divided into salary level reasons (60%); Equity or incentive reasons of salary (32. 1%), personal health, ambition or family reasons (25%), lack of adequate career development opportunities (34%), personal value not being reflected (27%), unbearable work pressure (25%), and personal personality not matching with work content (10)

In the case of high inflation and rising CPI, the salary level has undoubtedly become the primary reason for employees to leave, accounting for 60%, and the fairness or incentive reasons for salary account for 32%; At the same time, more and more people began to re-plan their careers according to their own conditions, and 34% of them chose to leave their jobs because of the lack of adequate career development opportunities.

2, employee flow time

The survey results show that the peak of employee turnover is concentrated in the first quarter, accounting for 53% of the total turnover. After the Spring Festival, it became a high incidence period of employee job-hopping, and in the next three quarters, the turnover rate decreased quarter by quarter. This has become a universal law, and there is little difference between different positions.

3. The working years of the employees who left the company

There are 1 1 people who have worked in our company for more than 4 years, accounting for 6%; 3 1 person in 2-4 years, accounting for16%; There are 48 people within 2 years, accounting for 25%; There are 1 00 people within1year, accounting for 53%. The resignation rate of employees who have worked for less than one year is relatively high, those who have worked for less than one year are still in the selection period, and those who have worked for more than two years are relatively stable.

4. The native place of the employee who left the company

According to the survey, there are 80 employees whose native place is in this region, accounting for 42.1%; Other local employees 1 10, accounting for 57.9%, indicating that local employees are relatively stable in the enterprise.

5. The education level of the employees who left the company.

There are 22 employees with primary and secondary school education or below, accounting for11.6%; There are 28 junior high schools.

People, accounting for14.7%; College degree or above 130, accounting for 68.4%. The turnover rate of employees above junior college is high. Employees above junior college have higher academic qualifications and learning experience, and many people are unwilling to work in front-line positions all the time. At the same time, after accumulating experience, work experience adds chips for job-hopping.

Third, the investigation and analysis

The years of 1 and 1 usually appear when you have just entered the workplace for less than two years. Mainly due to the psychological influence of looking for a job, many people start their first job with the mentality of "looking for a job first, changing if it is not good", or enter the enterprise with the illusion that the industry or company is "good". When they find that the environment, interpersonal relationship, work responsibility and intensity can't adapt, they will leave decisively.

In recent years, with the rapid improvement of the education level of the labor force, the expectation of income is also increasing. Young and educated employees have higher salary expectations. Due to the strong professionalism, most enterprises are reluctant to recruit across industries, and the frequent turnover of people in the industry makes enterprises reluctant to provide professional training. Raising wages has become the best means to recruit and retain people.

3. Extensive management methods. Extensive management style and single form make employees feel resistant. Many cadres start from technology and lack special management communication experience, which leads some employees to leave with emotions.

4. People with college education or above have the highest turnover rate. After two or three years of growth, many people think they have enough appreciation capital and hope to have greater authority. In China, many people think that if they are not promoted within two or three years, it will mean the end of their future in this enterprise. People of this age often leave their jobs in order to seek "promotion"

5. Delays in going to work, no holidays, no guarantee for normal public holidays, and a decline in employee happiness index.

IV. Survey Summary and Suggestions

1, change the management mode. Today, the post-80s employees are constantly rising. If enterprises can't change their management strategies as soon as possible, they will face a more severe talent management crisis. In addition to salary, employees pay more attention to their own development and the realization of their own values. What is more needed is the company's recognition and affirmation of their own abilities.

2. Enrich employees' spiritual life and continuously improve employees' satisfaction.

3. Improve working conditions, reduce labor intensity and improve employees' treatment, including treatment at work and in life.

4. Reasonably arrange employees' study time, conduct targeted training, scientifically handle the contradiction between work and study, and ensure that employees have sufficient rest time and study time.

5. We should not only strengthen the internal communication between superiors and subordinates, but also strengthen the communication between employees. Organize collective activities within the enterprise and encourage employees to participate in strengthening their feelings.

6. Understand the situation of employees from various aspects and channels, so as to solve the practical problems faced by employees more reasonably.

Chapter III: Employee Turnover Analysis and Solution Report

The "Solution Proposal Report" shows that the number of new employees in the company in the past four months is 842; 429 people in March; 69 1 person in April; About 500 people in May; On average, 6 16 employees are added every month, accounting for about 14.6% of the total employees of the company. Through the communication with relevant staff and retirees, the main reasons for the high turnover rate are as follows: 1. Resigned because he could not take time off. This reason accounts for a considerable proportion of the reasons for leaving the company. At present, it is difficult for production line operators to take a long vacation, which leads to their own resignation. The purpose of taking a long vacation is as follows: 1, going home to visit relatives; 2. Go home to get engaged or get married; 3. Physical reasons; 4. Other reasons. Among the new employees in the company, there is a phenomenon: the employees of the original company or group have served for 2-3 years, and after leaving the company for about 1-2 months, they re-apply to join the company. Second, the management methods and means of middle and grass-roots managers are backward and rude, and they don't care enough about their subordinates. People think that human resources governance is only the responsibility of human resources departments. Most of the grass-roots managers at the class level have low academic qualifications and have not received systematic training in governance theory. When they are under great pressure at work, they use rough management methods. The reason analysis is not good and the technical guidance is not enough, but the guidance before class and the summary after class are blunt and have a bad attitude. Thirdly, there is a problem with the wage algorithm in the current employee turnover regulations, which leads to an increase in voluntary turnover. It is stipulated that "normal resignation: ordinary employees of the company who have completed half a year or more should fill in the resignation application form 20 days in advance and submit it to the person in charge of their department. Only after the approval of the workshop leaders and the personnel department can they formally resign. Insufficient work in the current month 15 days or on-site settlement salary is calculated as 10 yuan/day, and there is no overtime pay; /kloc-If the formalities are completed after 0/5 days, the salary of the current month can be entrusted. Employees at or above the monitor level shall be handled in accordance with relevant regulations. Temporary resignation: ordinary employees who have not filled in the resignation application form 20 days in advance and need to resign after working in our company for less than half a year or more. The monthly salary is calculated by 8 yuan/day, and there is no overtime pay. Employees at the squad leader level and above shall be handled in accordance with relevant regulations. " The "Regulations" directly lead to a higher proportion of people who resign voluntarily than those who resign normally, because compared with normal resignation, the loss of voluntary resignation is not great, and normal resignation is usually not approved. After signing the capital every month, a group of people will leave the factory, and the workshops can't correctly grasp the personnel movements, resulting in unplanned or inaccurate recruitment demand plans. Fourth, new employees did not give enough care and guidance after entering the company, and could not integrate into the enterprise quickly. When entering the company for the first time, people will inevitably feel anxious, fidgety, at a loss and uncertain about the future. What is most needed at this time is the care of the company. Among them, higher-level personnel and student groups are particularly prominent. Higher-level personnel basically have a certain role in the original company, but just entering the new company, everything is strange. Without the guidance and task arrangement of leaders and predecessors, they will feel that doing nothing will not be taken seriously. As a group of students who have just left school, they have high expectations and enthusiasm for their first job, hoping to be reused immediately, and impatience is inevitable. At this time, they should give correct guidance, explain the development direction, and be fully familiar with themselves. Five, the new employee stayed in the human resources department for too long, lost patience and left. The unplanned and uncertain recruitment in each workshop leads to the daily recruitment, and new employees cannot be assigned in time. The longest hanging time reached more than a month. Sixth, the details are still lacking. For example, employee birthday parties, monthly selection of outstanding employees, wedding expenses and other activities or systems are not perfect and cohesion is not enough. The company has always advocated humanized governance, but it can't just stay on the surface and verbally.

We should come up with practical solutions, focusing on preventing and reducing the flow of people. Of course, normal employee turnover is beneficial to the company, and we also want to see it. In view of the above reasons for staff turnover, the proposed solutions are as follows:

1. Those who have worked in the company for more than one year can arrange 15-20 days to visit relatives (whether they are paid or not will be discussed separately), and all departments can arrange holidays according to the monthly and headcount ratio without affecting normal production activities. Departments can take vacations in different order, one by one.

Second, the systematic training of middle and primary managers should establish the idea that human resource governance is not only the responsibility of human resource governance departments. This is not only for the company's personnel management, but also for the overall cost reduction, quality improvement and efficiency improvement. Lectures can be arranged for consulting companies and middle and high-level companies, which is bound to set off a learning climax and form a learning team. Assessment should be done well, training should be linked to reward and promotion, and turnover rate should also be taken as the content of manager performance appraisal.

Third, the original salary algorithm for resigned employees was originally designed to reduce turnover, but it can't play a corresponding role at present. On the contrary, it is one of the reasons why the workshop can't correctly predict the employee movements, thus increasing the randomness of recruitment. It is suggested to pay according to the actual salary instead, increase the cost of self-separation, and arrange two or three unified settlement days every month to solve the trouble of pay-as-you-go

Four, after new employees enter the company, according to the recruitment of superior personnel, should be specially arranged to designate personnel, from the work and life to give care and help, arrange certain tasks and guide the completion. During the first 1-2 months in the company, a group of students assigned special people to follow up and coach their work, life and psychology, so as to avoid the situation that everyone seems to care, but in fact no one cares. Explain the company's development prospects, growth space, give opportunities to grasp new technologies, and let it identify with corporate culture.

5. The problem of too many people leaving their jobs by themselves has been solved, and the workshops can correctly grasp the personnel movements. After some counseling, new personnel can be assigned in time, which naturally solves the problem of long-term dependence.

Six, do a good job in employee training plan and work, improve the internal promotion procedures and systems. Let employees see the hope of promotion, encourage various development and learning, enrich themselves and improve themselves. For example, technical training should be done at ordinary times, and internal recruitment should be given priority when recruiting QC, warehouse management and other positions, so as to reduce the resistance of inter-departmental transfer.

Seven, the details. Because most employees eat and live in the company, they should be given warmth at home.

1. Birthday parties can be held in different departments every month, birthday gifts or small red envelopes can be distributed, and birthday stars can be posted.

2. Select outstanding employees every month and issue certificates to set an example for other employees.

3. Chinese New Year should be the peak of employee turnover. Letters of condolence can be sent to excellent employees' homes 1 to half a month in advance, and left-behind employees can have dinner together during the New Year.

4. Set the general manager's reception day or the general manager's mailbox, and the senior manager will personally sit in and ask questions, but it is not a mere formality. To solve practical problems, timely feedback.

5. Have a heart-to-heart talk with employees who have left the company, and encourage employees who have left the company normally, especially technical and administrative personnel, to return to the company. The reasons for employees' resignation analyzed in the report and the solutions proposed for these reasons all have deficiencies and defects to varying degrees. I hope the leaders can give guidance and take relevant measures to gradually solve the problem of employee turnover in our company.

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