How to keep someone?

The two most troublesome things for corporate bosses now are the "lack of needed talents" and the "talented but unable to retain" for corporate development. As we all know, brain drain has many negative impacts on enterprises: loss of vested interests, leaks, and increased corporate training costs. The high-level brainstorming roundtable held in our city conducted extensive discussions on how to retain key talents.

How to check the talents during the probationary period

Employees with both political integrity and talent are the best products of the company and are the mainstay of the company to win in the increasingly fierce market competition. For them, corporate CEOs and human resources Experts naturally say "Han Xin points out troops, the more the merrier", but how to check and select talents during the probation period, the heads of various companies have different opinions: Many guests expressed that a certain probation period is needed to observe new recruits from outside, but for many For a long time, everyone has his own explanation.

Mr. Zhang Jing, the managing director of Guanhao Catering, said: A three-day trial operation period is needed to observe the newcomers before deciding whether to enter the trial period.

Mr. Wang Shuangquan, human resources expert at Foster Wheeler, said: Too long a probation period is not conducive to attracting talents, and national laws also have provisions for probation periods. Therefore, when recruiting people who are considered unsuitable, you should try your best to keep them out.

Ms. Peng Shan said that new employees should be given a one-week observation period without pay before deciding whether to try it out.

Other guests said that the probation period is not an economic risk but a moral risk, and it is also an incentive for outstanding talents to end the probation period early.

How to promote talents

After passing the probation period, how to allow talents with different expertise, such as technology research and development, sales operations, and even technicians, to have different promotion channels in their respective fields, so as to avoid all Professional talents are crowded into management positions, thereby preventing professionals who are not good at management from transferring to management positions that they are not suitable for in order to be promoted. Guests at the meeting said that dual-track development should be implemented to allow the "professional title system" and the "mentor system" to interact. Let professionals have high remuneration and salary in professional fields, and let them also have a sense of accomplishment in professional positions. Guests at the meeting said that management positions are limited, so it is impossible to create a reward method to motivate every employee, while professional positions are unlimited, and all positions can be divided into different promotion series, and each position is given a corresponding range of benefits. This will help retain talent in the long term.

Zhong Quanguang, a human resources management and training expert at Caiyan Group, believes that key talents cannot be promoted too quickly and must have a process of adapting and displaying their talents.

Xia Linyou, Administrative Manager of Qixin Hardware of Emerson Group, said: In Emerson Group, a supervisor must train a successor before being promoted or leaving; even when he is on the job, there should be a job agent, so that When the supervisor is on a business trip or away from the site, an agent will temporarily take charge of the work to ensure normal work order.

How to retain talents

As for how companies can build a nest to attract talents and then retain talents, Mr. Qiu Dehou said that to retain key talents, they must pass short-term returns, mid-term returns and long-term returns. In return, we encourage talents throughout the entire process, and implement all-round constraints through long-term contracts, confidentiality agreements and non-competition agreements, so that talents can make comprehensive and long-term considerations for the development of the company.

Mr. Wang Shuangquan said that signing a long-term contract does not guarantee the retention of talents. This is the same as getting married. Both parties were sincere when receiving the marriage certificate, but the situation will change in the future, so The most important thing in maintaining a marriage is the relationship between both parties. The same goes for companies retaining talents. They must respect and care for their subordinates. The "psychological contract" is more long-term than the "paper contract".

Zhang Yihong believes that signing a contract is still necessary. The first is the legal protection of both parties, which can prevent the irrational loss of talents to the greatest extent. Contracts cannot prevent rational brain drain, but by increasing the cost of breach of contract, they can still create a certain deterrent and allow the injured party to receive corresponding compensation. This is also an education for others.