How to reduce the turnover rate

Shi Zhengxiang The higher the employee turnover rate of a company, the higher the management cost and replacement cost of the company (except for some multinational companies, in order to control labor costs and conform to their salary policies, at a certain stage, they dismiss experienced employees in batches, and the starting salary for recruiting new employees in the same position is lower). But now some companies tend to stay in the company, and he will stay if the company wants him to leave. The company wants to know who will leave in order to get ready. The "underground work" of the employees who leave is hidden. In addition to normal employee turnover, controlling employee turnover rate is a problem that every human resource manager faces. The traditional method of "managing, blocking, pressing and dragging" can no longer effectively reduce the employee turnover rate. So how to effectively control the employee turnover rate? First of all, let's analyze the reasons for employees' resignation: psychologically, dozens of kinds of psychology, such as conformity psychology, seeking proximity psychology, seeking novelty psychology, charity psychology, etc. From the way of view, there are three kinds: leaving first and then applying for a job, leaving after applying for a job, and leaving after applying for a job synchronously; There is pressure, interpersonal relationships, a sense of accomplishment, a desire for development, etc ... Then as human resources workers, we must master effective information from all kinds of information of employees and do a good job in reducing the turnover rate. For example, through the employee satisfaction survey, the "dissatisfaction" of employees is analyzed subjectively and objectively, so as to serve employees as much as possible. If employees generally feel that it is a long way to work, they should consider the shuttle bus and other aspects, instead of blindly asking employees to "overcome", because employees' "consciousness" cannot be very high; Another example is that employees are found to have contradictions and tense interpersonal relationships, and they cannot be "fifty boards each" or rashly resolved on the grounds of personality disagreement, otherwise the contradictions between employees will explode like a time bomb, and eventually the company will be damaged. Therefore, employees should be treated like caring for their own skin, not accommodating but serving the arts. Although there are many reasons for employees to leave, as an enterprise, we should try our best to do the following: First, the values of enterprises should be consistent with those of employees, and it is normal to have different views on the same issue. There is nothing wrong with employees' desire for power and participation. The key is guidance. Second, create a good working environment for employees. Employees give a third of their lives to the company and want more than just food and clothing. We should meet different needs according to different levels of employees. For example, a few years ago, some enterprises issued new year's goods at the end of the year, all of which were rice and cooking oil. As a result, employees not only didn't appreciate it, but said a lot of sarcastic words. This phenomenon is rare now. In the same way, the employee benefits of some units are "menu" and are welcomed by employees. Fourth, employee turnover is more or less related to the company, but how many companies will reflect and take corresponding measures? Instead, enterprises turn contradictions to employees, demanding more and managing more strictly, resulting in a vicious circle. For example, there is a scientific research institution in Shanghai, which has introduced more than a dozen graduate students and signed contracts with each of them at the time of introduction. One of the clauses stipulates that the service period is five years, and employees should pay 20,000 yuan for each year of early termination of the contract. During the four-month probation period (a total of six months), the enterprise proposed to re-sign the contract, mainly because the compensation amount was increased from 20,000 yuan to 40,000 yuan. The graduate students introduced have great opinions. It is conceivable that those graduate students who are "tied" and "remarried" will "divorce" sooner or later. Why can't enterprises make a "five-year plan" or even a "ten-year plan" for imported talents according to their working years, meet the expectations of imported talents with various "gains" and guide them to work with peace of mind? V. Reservation procedure. As an employee of an enterprise, he is more concerned about the importance the company attaches to him. However, employees leaving their jobs and recruiting companies have different degrees of investment and different effects, so they can't "get together well and leave well", which leads to unhappiness for both sides. In fact, some employees leave because of impulsiveness and simple thinking. Enterprises can reduce the staff turnover rate by retaining jobs. 6. To some extent, resignation is the separation of production factors, which is very destructive. Reducing the turnover rate can improve morale, productivity and corporate image. The fundamental reason is the development of the enterprise itself. However, it is unreasonable to regard people as a tool to make money because of the high consumption of talents. Even if you recruit talents, you can't keep them. Seven, not only to retain talents, but also to cultivate talents. Employees feel that it is worthwhile to work in the enterprise, considering not only money, but also their own development prospects and sense of value. Therefore, enterprises should let employees have endless content to learn, endless work and promising jobs waiting for him. Eight, enterprises should look further. Some units recruit people when they have jobs, and fire people when they have no jobs. It seems that this is a matter of course. So how do you ask employees to share joys and sorrows? How to ask employees to have cohesion and centripetal force? Employees are also very particular about "materialism". Good benefits are mixed in enterprises. If the benefits are not good, you will jump ship and have no "feelings" for the enterprise. As an enterprise, we should assess the situation, and the more difficult it is, the more we should regard employees as the greatest wealth for revitalization. Even if we have to lay off employees, we should make it clear that the difficulties are there and bring them back as soon as the situation improves.