How to retain talents in small and medium-sized enterprises

First, establish a dynamic salary system.

Enterprises implement the "people-oriented" management mode, and its reward system must be based on a special labor and personnel system, which is called the "annual performance sequence system". Its main connotation is that the basic salary of employees increases year by year with the increase of the age of employees and the length of service of enterprises, and the salary growth has a certain order. Of course, the salary increase and promotion of enterprise employees are not only closely related to their qualifications, but also related to their work performance, work attitude, work ability and adaptability. Therefore, the implementation of such a comprehensive "year-by-year performance sequence system" can bring all employees into a process of salary increase and promotion based on their actual contributions to the enterprise, rather than talking about heroes for a while. The consistent implementation of this system can guide the formation of orderly, efficient and lasting competition within the enterprise and among employees. This kind of competition enables employees to cooperate with each other, with the development and prosperity of enterprises as the fundamental purpose. In order to arouse the enthusiasm of all employees, enterprises can also take some effective auxiliary measures. For example, first of all, the bonus system is independent of the salary system, which should be determined according to the profitability of the enterprise in that year and belongs to the flexible salary of employees. The bonus will be paid in one lump sum at the end of the year. Of course, when an enterprise makes a lot of profits in a certain year, so that the amount of prizes drawn in that year is also large, it can also set aside a part to save first to adjust the years with less profits.

Second, labor remuneration should pay more attention to things other than wages, that is, spiritual remuneration.

Enterprises often say that "excellent employees can't stay". In fact, the reason why excellent employees leave often seems to be dissatisfaction with wages. In fact, most of them are dissatisfied with things other than wages, such as monotonous work, constraints, poor working environment, hostile interpersonal relationships, poor working conditions and extremely incomplete welfare. One more thing, there are three types of people who account for a large proportion-no passion, no performance and no sense of responsibility. These people directly affect active employees.

Dissatisfaction with various factors other than wages leads to the increase of employees' psychological costs, unsatisfied reasonable desires and inner instability, so grievances, depression and anger accumulate continuously and are vented through various complaints such as "low wages and unfairness", and finally they choose to leave their jobs. This will lead to the instability of employees, and the inevitable result is that the stability of goods and services provided by enterprises will also be lost.

Three, the evaluation of reward salary should be based on the principle of promoting personal growth.

Enterprise management must strive to create a creative and innovative workplace atmosphere and environment from the perspective of "making people's hearts full of vitality". Let every employee give full play to 100% energy with vigor and vitality, which requires that the assessment of incentive pay should be full of humanistic care.