What do you think is the main way for enterprises to retain talents?

One of the sixteen tricks for enterprises to retain talents: it is better to recruit people than to retain them. There is an old saying in China that "foreign monks can recite scriptures". The same monk, why do foreigners want to recite scriptures? This reflects the thinking of many managers: they always feel that what they don't get is the best, but they don't know how to cherish what they have got. At present, the same situation occurs in many network enterprises: a large number of enterprises recruit at the front door, and a large number of talents at the back door slip away. Maury Hanigan, founder of new york Hunigan Consulting Group, said, "It's ridiculous that companies don't always understand the relationship between attracting and retaining talents. These companies are recruiters, but the results have not improved compared with the previous quarter. " The HR manager estimates that the cost of replacing employees may be as high as 65,438+0.50% of the salary of resignees after considering all factors, including not only the fees paid to headhunters, but also the relationship lost when employees leave the company, the inefficiency of new employees in the learning stage and the time spent by colleagues to guide them. Therefore, our first move is to retain talents when you try your best to recruit talents. The second measure: the premise of recruiting suitable employees and retaining talents is to recruit cooperative employees. The experience of many companies shows that what kind of people you hire has a lot to do with whether you can retain them. It is not advisable to catch someone with the skills that the company needs in a hurry, and he left his job in less than half a year. Milner, CEO of The Home Depot, found that it is best to take some time to determine whether a candidate is likely to stay. Quot Changing our recruitment policy is the key. "When Milner talked about the company's great achievements in retaining IT talents," we didn't make a good employment decision before. In the past, when recruiting talents, home storage companies did not emphasize whether they were willing to stay in the same company for a long time, or whether they could adapt to the company culture, which led to the tension of team spirit and unity spirit. Now home storage companies do a lot of interviews and tests to select job seekers. Milner said: "We don't want to hire people who always want to change jobs, even if they are very talented." Cellular One also attaches great importance to the role of well-prepared interviews. Its human resources director not only pays attention to the technical ability of candidates, but also attaches importance to the ability of candidates to adapt to the company structure and to cooperate with colleagues. Sometimes, the company will ask colleagues of candidates with vacant positions in the future to interview the candidates to decide whether the candidates can integrate into the existing staff team. The third measure: let everyone have something to do. To some extent, the company is like a football team, and its employees are like football players. High salary can hire big-name stars for the team, but if the stars don't play for a year, they will definitely leave the team. So is the company. Some companies show off how many doctors and masters they have, but these doctors and masters have nothing to do in the company. Before long, they will all leave, and the purpose of retaining people in enterprises is to play their role. In order to let every employee have something to do, the company must refine the overall goal, so that every employee has his own clear work goal, and take this as the standard for evaluating employees. Two special factors should be considered when setting goals: one is to consider the interests of employees, and the other is to be challenging. Only when every employee has a clear goal will he feel that he is a "useful person" and a "promising person" in the company and will be willing to work in the company for a long time. The fourth measure: Let employees be bosses Compared with traditional enterprises, a prominent feature of online enterprises is that the workforce is young and the knowledge level is high. This determines that they have high creative desire, like to challenge authority and tradition, and have strong creative ability. So, what they admire most is "being your own old man? Quot This is also the reason why many employees quit. To adapt to this, "giving them the opportunity to be their own bosses" has become a key move for network enterprises to network talents. An effective way to achieve this goal is teamwork. In terms of team work, seven or eight people form a work team around a work goal (the largest work team generally does not exceed twenty or thirty people). This team has extensive power. They can plan their own work, make their own work distribution plans, choose their own new members, make their own budgets and buy their own raw materials. It is precisely because they have a wide range of independent rights that they have a greater sense of responsibility, a greater sense of accomplishment and a smaller willingness to leave. " Federal-Mogul CEO Dennis Gormley said: "The company used to be more bureaucratic. Now, a leader is more like an engine. The hierarchy of power in our company is much simpler than before. Our employees can make their own decisions without looking at the faces of the top management ... which is one reason why our employees are willing to stay. Allow them to participate in the decision-making of the company's business and make them feel that they are a valuable part of the organization-this is exactly the case. "The fifth measure: cultivating employees' interest in business is the most lasting and powerful driving force for a person to work hard. When a person is interested in a job, he doesn't feel tired even if he works day and night all week; When he is tired of his work, even if he works for an hour, he will feel physically and mentally exhausted. Whether a person is interested in a job depends largely on whether he thinks the job is meaningful. If he thinks a job is meaningful and "worthwhile", he will be devoted. For example, a website that provides life services for the elderly, people who work here will feel that their work is very meaningful. Once they choose to work on this website, they are generally reluctant to give up. Therefore, it is necessary to make employees feel that their work is meaningful, so that they will be interested in their work, happy and willing to work in your company for a long time. As we all know, when competing with the private sector for talents, government departments are often at a disadvantage because they can't provide excessive wages. However, in Texas, many IT talents would rather give up their high salaries and work in government departments. People who work here have made achievements, and their work is meaningful to society. "There is an atmosphere of employee satisfaction here," said purcell, chief technology officer of Texas. The sixth trick: training-the best gift begins with 1997, and American Fortune magazine selected 100 enterprises that are most suitable for working in the United States this year. These enterprises have done a good job in retaining employees. 1999 Among the 100 companies that are the best places to work in the United States, the lowest turnover rate is only 4%, and the average in the software industry is 17%, which is very low in the United States. Their practice is worth learning from. Among them, almost every enterprise provides free or partial free training for employees. This 100 company provided an average of 43 hours of training for each employee that year-almost a whole day more than the previous year. Some companies show their generous training plans in job advertisements. At Edward Jones, all new brokers have to attend a course and discussion, which costs $50,000 to $70,000 and lasts for 65,438+07 weeks. "We think training is a very worthwhile investment," said Dan Tim, head of the St. Louis branch. If we don't equip our employees well, we won't serve the company well. In many companies, employees think that education and training is the best welfare provided by the company, because they know that education and training is the prerequisite for promotion, whether in this company or in other companies. Missouri Technology Center is an organization that provides technical training for government employees from Java language to mainframe. In one year, 1800 students graduated from 50 classes. The director of the center said: "Training is an incentive to retain employees besides money."

Tip: Flexible working hours and places.

Nowadays, young people pay more attention to enjoying life and are no longer willing to sacrifice everything for work like their parents. We often hear the saying, "I like this job very much. However, I think it is more important to take care of my two-month-old baby. " Among Fortune magazine's 100 best companies to work for in the United States in 1998, 59 companies offer the benefits of flexible working hours. There are 18 companies providing job-sharing benefits; There are 18 companies providing the benefits of working from home through the internet; There are 25 companies offering the benefits of compressed working days; There are 18 companies providing the benefits of working from home through the internet; Twenty-five companies offered the benefits of compressed working days, reaching 1999, and the above figures increased to 70, 72, 87 and 89 respectively. Ullrich said: "The leading companies say that if you work here, you can choose your own time and work style. In some cases, you can choose the people you work with. "

This plan is in Ernst & Young. Young) has been implemented for more than a year. The company actively took measures to retain talents, and even set up a talent retention office. Wendy Hirschberg, assistant director of the office, said that a survey of all employees with flexible working hours showed that without this advantage, 65% of them would resign.

Tip: prevent key talents from "defecting"

For a company, the most terrible thing is not the loss of employees, but that excellent employees have gone to the camp of competitors. And if this (or these) employees master the key technologies or secrets of the company, the consequences will be unimaginable. Especially for network enterprises, the most valuable thing is knowledge, and the most terrible thing is that someone has brought this knowledge to their opponents. So, how to prevent this from happening?

, keep abreast of employees' ideological trends. Now network technology provides convenience for enterprises to understand the ideological status of employees. When a medium-sized Internet company announced its key promotion, it sent an email to every employee of the Internet company under the guise of a well-known consulting company. There seems to be nothing in the letter, just shyly asking the recipient to post a resume to reply. Besides, at least two people have done this. What does this mean? Of course, everyone understands. Once the company finds that someone is not so loyal, on the one hand, it should help him change his mind and solve the problem, on the other hand, it should strengthen the relevant preventive work.

There should be clear rules and regulations, such as stipulating that employees engaged in key technology research should not serve enterprises that have conflicts of interest with the company within the technical validity period, otherwise they will be punished and sign clear contracts. This is not only a constraint on the relevant employees, but also the company can get compensation in the lawsuit if some employees can't stand the "sugar-coated shells" and "defects" of the other party.

Tip: Prove that I love you with "preemptive right"

Nowadays, more and more companies keep their employees by offering them "stock options". The advantage of this method is that the interests of employees are more closely tied with the interests of the company, and employees will be more "loyal" to the company, especially for network enterprises. The disadvantage is that it is greatly influenced by the securities market, and it may also affect the work of employees by paying too much attention to their own stocks.

According to a study by William M. Mercer, as of last year, 18% of the 350 large companies in the United States provided employees with a wide range of stock options, which was more than three times that of 1993. Six years ago, about 15% engineers of Texas Instruments jumped ship to work in a competitor's company every year. In order to seek countermeasures, the company gives managers the power to give priority to those outstanding in their respective departments. By last year, the proportion of engineers who left voluntarily dropped to 7%. Among them, 36-year-old Rim Halliday was one of the first famous employees to receive stock options. He is an engineer who develops computer-aided design software. /kloc-After graduating from the University of Michigan 0/4 years ago, he joined Texas Instruments in Dallas, and he will stay in the company. He said: "It is much more difficult for me to leave Texas Instruments at this time. No other company can make up for my unrealized gains from stock options. " Mike Hames, vice president of Texas Instruments and manager in charge of global digital information processor business, said that this is good news for Texas Instruments managers. In the past, they always lost talents when many experienced employees like Halliday were "about to make real achievements". Giving these people stock options first can not only stabilize the strength of the company, but also "is a way to show that you love them".

Tip: Establish an occupational annuity plan.

Occupational annuity plan, also known as enterprise supplementary pension insurance plan, refers to the pension insurance plan established by enterprises themselves and only providing retirement allowances to employees. The biggest advantage of implementing the occupational annuity plan is that it is not paid immediately like wages, but can only be received after employees retire; Moreover, employees who have worked for a long time are generally given special care, while those who leave after working for a few years are not entitled to this pension. Compared with the "preemptive right", it is much more "real": because this fund is independent of the company's business-that is, even if the company goes bankrupt, employees can still receive pensions. Therefore, the occupational annuity plan plays an irreplaceable role in retaining employees. Edwards [Edwards (A.G.)&; Sons/A.G.] Company is a brokerage company located in St. Louis. The company participates in the 40 1(K) plan (the main occupational annuity plan in the United States) and spends an extra 3% of the salary on insurance every year. This company has about 15000 employees. The pension accounts of 500 employees have more than $654.38 million, and nearly 200 employees have more than $654.38 million. This has brought a good return to the company: among the 100 companies in the United States determined by Fortune magazine in 1998, A.G. Edwards ranked 18, and the voluntary turnover rate was only 14%.

One trick: quick market reaction ability

Whether it is wages, pensions, preemptive rights or flexible working arrangements, they are actually manifested in labor prices and should follow the law of value. When the supply of labor exceeds demand in the market, employees can get love even if their wages are low; Even demanding employers and employees have to put up with it. When there is a shortage of labor, employers must provide higher wages and benefits and treat employees more kindly. Nowadays, there is a serious shortage of network talents in the labor market, and enterprises must change quickly. However, many enterprises have not realized this, and they are still very harsh on their employees. No wonder there is a large brain drain. Of course, this does not mean that companies can treat employees harshly in the case of oversupply in the labor market. Because, even if employees endure temporary anger, once conditions are met, they will slip away. In fact, far-sighted companies will not do this. However, when the labor market is in short supply, companies must quickly take more generous measures to retain talents.

Two strokes: loyalty is cultivated by time.

Jackie coburn is the Labor Department Manager of Federal Mogao Company. She has worked here for 23 years. She said: "salary is of course important to me, but it is not the main reason why I have stayed here for so long."

I feel that my work has been well rewarded. But there are more important things than that. I've built up my prestige in the years I've worked here, and I really don't want to start from scratch in another place. I feel that I have influenced the organization in many cases and have been recognized. These things are more important to me than money. "

When people's basic needs are met, money can no longer play a huge incentive role as people usually think. Of course, if you want to eat, dress and have a house, you all want to get a reward commensurate with your efforts. But in real life, few people take money as their main motivation. For most people, feelings such as dignity and what you do are far more important than money. So, loyalty can't be bought with money. A company can't say "we can train loyal employees in a day or two". Or, "If we pay them higher wages, they will be loyal to us". You know, loyalty is cultivated in time.

Three strokes: establish an incentive mechanism.

At Valassis Communications, every employee feels like a part of the company, said Robyn Markert, the production director. This atmosphere keeps the turnover rate of Varasis Communications Company at your level. 1998, Varasis communications company entered the honor list of 100 best companies to work for in America. The completely open rationalization proposal policy is the key for the company to achieve such results. "What keeps people here is that we have an atmosphere, and everyone's input is valuable from top to bottom," said Markert, who has worked in Varasis Communications for eight years. "The key to this is that everyone can freely and conveniently put forward his suggestions for the company's reform, which is very helpful for the company's growth."

1996, Markert got this year's million-dollar idea from Varasis communication company because he put forward a proposal to deal with printing quality in a more cost-saving way. This proposal has increased the extra income of Varasis Communication Company by 654.38 million dollars. I feel really good. The company has enough confidence in me. They took my advice and put it into practice. Markert said.

Four strokes: lifelong employment without commitment

Honesty goes both ways. Employees will always be loyal to the company that is loyal to them, and lifelong employment is one of the ways for the company to express its loyalty to employees. This shows that the fate of the company is inseparable from the fate of employees. That's why companies like Toyota, Saturn and FedEx follow a policy that can be called unsecured lifetime employment.

Take Tian as an example. On the one hand, company documents and conversations with managers keep mentioning lifelong employment. Like what's in the team member's handbook? Quot Lifelong employment is our goal-you and the company work together to ensure the success of Toyota. We believe that job security is the key to motivate employees to work actively. "But in fact, the two sides did not sign any guarantee. For example, the terms of voluntary employment in almost all companies are also clearly stated in the team member handbook. The manual reads: "All employees' labor relations with Toyota are based on the principle of voluntary employment, which means that Toyota and company employees can fire each other at any time for any reason. "But Toyota employees have reason to believe that their jobs are guaranteed. As one employee said, "They always said they would never fire us. Even in the recession, we will stay here to tide over the difficulties with the company. "

Five strokes: establishing a unique corporate culture

There are many companies that are suitable for work, "said Ray Baumruk, a consultant," but the best companies are unique organizations. Just like trademarks in the market, the message it conveys to us must be: we represent what others don't have, we are special, and we are precious. " Jin Yi added: "These people don't want to be plugged into a machine like parts. They hope to have the opportunity to innovate in their posts and work in an environment that can be completely controlled. "

We should not only boost morale, but also criticize and praise it. However, in the most suitable 100 companies, the common method to improve morale is praise. There is an atmosphere of celebration in these companies. Moscovitz, who participated in the evaluation of this 100 company, said. For example, Great Plains Company holds an annual commendation meeting to commend employees' achievements. Synovus Financial's approval culture is so popular that the company wants to engrave the names of all employees on the bricks of the multi-billion dollar office building. Becky Rume, vice president of a group, recalled that she was still deeply moved when a member of her parish introduced her to join the company. As soon as she came in, the other vice principals ran up to shake hands with her and said, "Welcome to your home". If an employee regards the company as his home, who will leave easily?

Six strokes: Those who leave tie Huang Shoupa.

There must be a movie about the heroine tying a Huang Shoupa to a tree every day and waiting for the hero to come back. As a result, the hero really came back. Internet companies should also learn from this heroine. Because even the best methods sometimes fail, key people will still leave the company. But the efforts to retain talents should not end there. Such as Sprint, Heuse-Busch, etc. I plan to call employees six months after they quit their jobs and ask them to answer questions such as "What's the real reason you left the company?" . Other companies use kindness as an excuse ("Hey, how's your new job?" ), do everything possible to get people who jump out of the slot back to the company. For many people, the company may not find their real value when it first hires them, and it cannot achieve the purpose of retaining them. When the company recruits for the second time, you may find a gold mine.