How do managers of companies retain employees? !

You can first look at Maslow's hierarchy of needs theory, which is a systematic and detailed analysis of human needs.

You can understand the needs of employees through your own observation and chat with employees, and then analyze them. See what you can do to meet the needs of employees.

To retain employees and make them sincerely willing to serve the company, then a manager should also love and care for employees with heart, in exchange for employees' respect for leaders and love for the company.

When you are still worried about the continuous loss of employees, try one or more of the following 20 methods.

The first trick: it is better to recruit people than to keep 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. Now the same thing is happening in many businesses: a large number of businesses recruit at the front door and a large number of talents slip away at the back door.

We need to know the cost of replacing an employee. Including the cost of recruitment, customer churn caused by employee turnover, the training cost, inefficiency and adaptation time of new employees in the learning stage, and the adaptation cost of their integration into your team-according to the survey, the cost of replacing employees can be as high as 150% of the salary of the leavers. Therefore, our first move is that when you try your best to recruit talents, the first thing you think of and do is how to retain talents.

The second measure: recruit the right employees.

The premise of retaining talents is to recruit suitable employees. The experience of many businesses shows that what kind of person you recruited at the beginning has a lot to do with whether you can keep him. It is not advisable to catch a person leaving his job in a hurry for less than a few months. It is best to spend some time to determine whether the applicant is likely to stay, or how long it may stay. In the past, when recruiting talents, we didn't emphasize or understand their willingness to stay in our company for a long time, or whether they could adapt to the corporate culture, which led to the tension and disharmony of the whole team. Therefore, we should make a scientific evaluation of new employees to determine the right talents. We don't want to hire people who always want to change jobs, even if they are talented.

The third measure: let everyone have something to do.

To some extent, a business is like a football team, and its employees are like football players. A high salary can hire a big-name star for the team, but if the star doesn't play for a year or plays too few times to improve the team's performance, he will definitely leave the team. The same is true for enterprises. Some businesses show off how many senior designers and national technicians they have, but these designers and technicians can't create their due value in the business. Before long, they will all leave, and the purpose of keeping people is to play their role. In order to let every employee have something to do, businesses must refine the overall goal, so that every employee has his own clear work goal, and take this as the standard for evaluating employees. The formulation of goals should follow the SMART principle: first, concrete; Second, it can be measured and considered; Third, it can be achieved; Fourth, it is related to work; Fifth, it has a certain time. Only when every employee has a clear goal will he feel that he is a "useful person" and a "visionary person" in the business and he will be willing to work in the business for a long time.

Step 4: Give employees the opportunity to be bosses.

Compared with ordinary enterprises, a prominent feature of business employees is that the workforce is younger, the knowledge level and structure are not too high, and the long-term existence of industry characteristics and chronic diseases leads to the loss of values. This determines that they have a high creative desire and like to challenge authority and tradition, but they also have strong creative ability, like to compare with others and themselves, and their overall organizational concept is weak. So what they admire most is "high income" and "being their own boss", which is also the reason why many employees quit. In order to adapt to this, "giving them the opportunity to be their own boss" has become a very key measure for enterprises to recruit talents.

The effective way to achieve this is to establish and implement the growth route of employee career planning in enterprises. Set clear and scientific goals for them at every stage of their career, and let them know that everyone has the opportunity to become a boss through hard work. The benefits of doing so can not only really cultivate their sense of responsibility, but also make them feel a long-awaited sense of accomplishment and ownership, thus reducing their thoughts of leaving and making them feel that they are truly valuable in the enterprise-in fact, they are.

The fifth measure: constantly cultivate employees' interest in work.

Interest is the most lasting and powerful motivation for one's efforts. When a person is interested in a job, he doesn't feel tired even if he works day and night for a week, but when he is tired of his job, he feels physically and mentally exhausted even if he works for an hour. 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, even if his income is not equal to his contribution in the eyes of others. 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 enterprise for a long time. We hope that our enterprise will continue to be "full of employee satisfaction atmosphere"

The sixth trick: training-the best gift

What is the scarcest enterprise in 2 1 century? Talent! What is the most urgently needed talent? Charge! ! According to a survey, 80% people think that "learning new knowledge and skills and improving their ability to a higher level" is the most satisfactory thing on the career path in mainland China in 2004. For enterprises, making a scientific training plan for employees and continuing it can not only improve the comprehensive quality and core competitiveness of employees, but also let employees experience a feeling of being cared for.

"Not bad, the boss doesn't completely let us be his money-making tool."

The role and function of training can also be reflected in the ready-made reserve personnel for various positions of merchants, which can really solve and reduce the negative impact and high cost caused by the flow of personnel in some positions.

In many companies, employees think that education and training are the best welfare and reward means provided by the company. "Training is a better incentive to retain employees than money."

The seventh trick is to understand the real needs of employees.

Different people have different values. The so-called values are the importance of different things in this world in people's minds. I believe everyone can agree that the importance of the same thing in different people's minds is different. For example, some people think that money is the most important, some people think that family is the most important, some people think that being respected is the most important, some people think that feeling a sense of accomplishment is the most important, some people think that material things are the most important, some people think that spirit is the most important, and so on. Then, based on such a characteristic of people, it is particularly important for us to understand the real needs of employees when we treat employees, especially when they leave their jobs.

As the saying goes: a key opens a lock.

Eighth measure: prevent key talents from "defecting"

For an enterprise, 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 business, or have many old customers, the consequences will be unimaginable. Especially for enterprises, the most valuable thing is the value created by employees for us, and the most terrible thing is that some people bring these values to their opponents. Moreover, key talents are influential in the store, and their actions and words and deeds will greatly affect the thoughts and behaviors of other employees. If they "defect", from a certain point of view, the impact on the store is no less than an "earthquake".

So, how to prevent this from happening? First of all, we should keep abreast of the ideological trends of employees. Once managers find that someone is not so loyal, on the one hand, they should help him change his mind and solve the problem, on the other hand, they should strengthen the relevant preventive work. Secondly, there must be a clear, fair, legal and scientific system and contract to restrain employees from weighing the price they need to pay before "defecting".

The ninth measure, quick market response ability.

Whether it is giving him the opportunity to be a boss, or welfare and salary, it is actually reflected in the labor price and must follow the law of value. When the supply of labor exceeds demand in the market, employees can accept lower wages; Even a demanding boss, employees have to put up with the fact that when labor is in short supply, the boss must provide higher wages and benefits and treat employees more kindly. Now, in the hairdressing labor market, there is a serious shortage of assistants, and businesses must make rapid changes. However, many businesses have not realized this, and they are still very harsh on employees. No wonder there is a large brain drain. Of course, this does not mean that we can treat employees harshly in the case of oversupply in the labor market. Because, even if employees endure temporary anger, as long as conditions are ripe, they will run away. In fact, far-sighted institutions will not do this. However, in the case that the labor market is in short supply, we must quickly take more generous measures to retain talents.

The tenth trick, employee loyalty is cultivated by time.

Theoretically speaking, as the spirit of nature, one of the biggest differences between human beings and animals is the pursuit of spiritual life after their basic needs are met. In other words, once people's basic needs are met, money can no longer play such a big incentive role as people usually think. Few people regard money as their main motivation for work. But this is just a theory.

Employees should have food, clothing and shelter, and they all hope to get a reward commensurate with their own efforts. In real life, especially now, there is a trend of thought that "money is the only criterion to measure everything" in our industry, which seriously corrodes the thoughts of employees, including bosses. We can ask ourselves how many such thoughts we unconsciously convey to our employees in our usual words and deeds.

When they feel that their needs are not met, we can't ask for their loyalty. But for others, feelings like dignity and whether what you do is worthwhile may be far more important than money. So, loyalty can't be bought with money. We 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 can never be cultivated by money, but by time.

Eleventh, establish an incentive-suggestion system.

It is very important for leaders to make every employee feel that he is a part of the enterprise. The completely open rationalization proposal policy is the key to the success of the enterprise. "What keeps people here is that we have an atmosphere, and everyone's input from top to bottom is valuable." The key to this is that everyone is very free and convenient to put forward his suggestions on work reform, which is very helpful to help enterprises grow. "

Twelfth measure, lifelong employment without commitment.

Loyalty 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. Although the company has no commitment, every employee knows that he has the opportunity to be employed by the company for life. Of course, this requires long-term and outstanding efforts between us and our employees.

Thirteenth measure: establish a unique corporate culture.

There are many businesses suitable for employees to work, but the best business should be unique. Just like the trademark 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. Employees don't want to be inserted into the machine like parts. They hope to have the opportunity to innovate in their posts, to be respected, recognized and recognized, and to work in an environment that can be completely controlled. Just like at home,

If employees can make the enterprise their home, who will leave easily? Home needs the atmosphere of home, and this atmosphere is the cultural atmosphere of merchants. Although employees can't see or hear, they can feel it, which is more of a spiritual feeling. Conquering a person begins with "heart".

Fourteenth trick: Don't wait for the dead sheep to mend.

In the daily work of enterprises, it is a common misunderstanding for most bosses and managers to focus only on performance. You should know that the formation of high performance is the product of employees' good mental state, and the fluctuation of employees' mental state is directly related to their ideological changes. There are many factors that cause employees' ideological fluctuation, such as income, family, relatives, friends, environment and so on. , will have an impact on employees. As the boss or manager of an enterprise, he should take every opportunity to explore and understand the ideological fluctuation of employees in peacetime.

As the saying goes, Rome was not built in a day. An employee's final resignation decision is the result of various factors playing a role in his or her mind for a long time.

It's too late to mend! Management is communication!

Fifteenth move, Ming Xiu plank road, dark Chen Cang

Don't ask the employee directly without knowing the situation and mature countermeasures after discovering the signs of employee's resignation, because the employee may not have made a decision at this time, which is very easy to appear in the communication process between the two parties because the idea is immature.

The best way is to find out the real reason for employees leaving their jobs through various possible channels, and whether they have really made a decision. At the same time, it is necessary to know who or what can influence employees and make their thoughts change.

If you know that the employee's ideas are immature or vacillating, you can talk to him casually at an casual time to resolve his ideas and make him feel respected and valued. Maybe a compliment, a kind joke, or a positive look at this time can make him change his mind.

You can also ask employees who are close to him in business to make him give up his idea.

If he formally asks to leave, the two sides should choose a formal occasion when talking. The tone and wording of the conversation should make him feel your sincerity and your attention to his decision and himself.

Remember, don't expect to finish it at once. You must be patient. If one party's mood swings or excitement lead to nervous conversation, it must be stopped in time.

If his position doesn't change after several times, you can try to influence him through his family and friends. Of course, the premise is that they trust you enough, which is related to your usual work accumulation.

Sixteenth trick, don't easily use money as a means to retain.

We recognize the value of individuals, but we should pay more attention to the strength of the team.

At present, many businesses and employees leave their jobs because they complain that their income can't meet their requirements. If it is found that this situation is very common after investigation, it is necessary to consider whether the existing policies really make employees feel unfair (remember, it is a feeling) in combination with the market situation and the salary policy in the store.

If so, we should start to consider making necessary adjustments to the policy, of course, on the premise of ensuring the established profits of the whole business. But let all employees understand that the adjustment is not because an employee wants to leave, but based on the principle of fairness and the necessity in business processes.

If not, we can never promise to adjust his personal salary policy in order to retain employees. Because, if so, it will obviously form a bad habit of "quitting if you want to adjust the dishes" among the employees of the business.

This is tantamount to quenching thirst by drinking poison.

Seventeenth trick, don't become angry from embarrassment after failure.

When all efforts can't make the employees who decide to leave change their minds, you must not show anger from embarrassment at this time. It is even more impossible to attack the resigned employees among other employees and peers after they leave the company. This will not only make the boss petty, but also reassure those who quit, and even make other employees in the business feel uneasy about your performance.

At this time, you might as well wish him good luck generously! Don't forget to remind him that he is always welcome back.

Your generosity will sow the seeds of gratitude in his heart.

18th trick: Tie up Huang Shoupa for those who leave.

I remember a movie in which the heroine tied a Huang Shoupa to a tree every day and waited for the hero to come back from prison. As a result, the hero really came back. Businesses should also learn from this heroine. Because even the best methods sometimes fail, important and key people will still leave the company. But the efforts to retain talents should not end there. For example, we can call employees a few months after they leave, and ask them to answer questions such as "What is the real reason why you left us?" . You can also use kindness as an excuse "Hey, how's your new job?" Try your best to get those who left back to business. For many people, the merchants may not find their real value when they hire them for the first time, nor can they achieve the purpose of retaining them, but you may find a gold mine the second time.

19, be alert to the high incidence of employee turnover.

In many other industries, the end of each year is a moment of anxiety for bosses and managers, and our hairdressing and beauty industry is no exception. At this time, what the boss is most afraid of may be that the employees are looking for you to "talk about things". This situation has become another landscape in the workplace.

What I want to tell you is that when you find something inevitable, you should face it bravely. While trying to save it, it is also an option to minimize the negative impact.

As the old saying goes, what is given is established, and what is not given is useless. So whenever this time comes, we must make predictions and countermeasures in advance.

As a last resort, conduct employee satisfaction surveys regularly or irregularly.

In order to create high performance, an enterprise needs to satisfy customers, and customer satisfaction directly depends on whether employees are satisfied. So from a certain point of view, all the methods and means in our work seem to be aimed at improving the performance of the store, but they are not. The real purpose is to continuously improve and maintain employees' satisfaction and loyalty to merchants and bosses.

Employee satisfaction refers to the feeling state formed by the comparison of employees' perception effect on the enterprise and their expectations. Regular or irregular employee satisfaction surveys by businesses can improve employees' loyalty to businesses, make real employees feel valued and respected, and inspire employees' sense of ownership.

Regular or irregular employee satisfaction surveys by businesses can improve employees' loyalty to businesses, make real employees feel valued and respected, and inspire employees' sense of ownership.

It is based on scientific methods to collect, sort out and analyze data, and finally get the most authentic views of employees on all business work. On this basis, it is an effective means for enterprises to keep close contact with employees, maintain sustainable competitiveness and promote sustainable operation by effectively improving and improving their work, thereby reducing the turnover rate and improving the productivity of enterprises.

Generally speaking, for the loss of employees, as the saying goes, "the flow of iron soldiers" is actually a law and phenomenon, especially for us orientals, there is a boss plot in our bones. We understand this, and we are free to deal with the issue of employee turnover. What we have to do is to try our best to control the impact of this natural phenomenon on our business to the lowest acceptable level. Moreover, all our achievements are the result of long-term accumulation. Therefore, only by persistently and continuously taking how to help employees grow healthily and realize their dreams and goals as the main focus and starting point of our work, formulating a scientific, reasonable and standardized incentive system and creating a corporate culture suitable for the growth of employees and talents, I think, can we fundamentally solve the employee problems that often plague us.