The vicious circle caused by talent shortage, how to keep your employees?

Enterprises, big or small, will lament the lack of talents and no one is available when they develop to a certain stage. In addition, when you are struggling to grab talents in the battle for talents, you may be poached by other competitors if you are not careful. The talent grabbing war determined by the imbalance between talent supply and demand has never stopped in the current environment, and it will be a protracted war.

I still remember a few years ago, my company was looking for a creative director who could do the whole case. At that time, headhunters directly rejected our recruitment demand business, because all the high-end talents in our advertising industry were recruited by the international 4A company in Beishangguang, but even the worst positions would not go to a small city like Hefu, so at this time we began to realize that the times were developing rapidly. If local enterprises want to quickly realize strategic transformation and reach a higher level of development, they will inevitably face competition with multinational companies in terms of talent demand and attraction. In order to compete with multinational companies, the salary increase is often twice or even three times the normal salary. This temptation makes talents irresistible, which leads to a high brain drain rate among enterprises. Because with the continuous poaching between enterprises, the expectations of some people are rising. If the company can't meet their requirements immediately in terms of salary and position, they will not hesitate to turn to others' arms and let the company that has worked so hard to cultivate them draw water with a sieve. In this case, the trained talents often become the wedding clothes of others and are unwilling to invest resources to develop talents. This has formed a vicious circle of talent shortage.

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In addition to the vicious circle caused by talent shortage, finding someone is also a headache. There will also be a situation where a person is poached and a team is lost, that is, "nepotism loss". The collective loss of employees caused by individual supervisors' job-hopping is also a management challenge faced by most local enterprises. China people pay attention to human feelings, saying that local enterprises rule by people more than by law, and supervisors strive for more resources and support for cultivating loyal subordinates; On the contrary, subordinates have higher loyalty to his supervisor, not to the enterprise. Once his supervisor takes refuge in other enterprises, these subordinates often jump ship together. Generally, the poacher in this industry is to dig the core personnel of competitive companies first, and then dig others through this core personnel. For example, this phenomenon often occurs in one of the industries where I work now. Among them, a well-known local real estate online media, management and team were collectively poached. This kind of collective loss will do great harm to enterprises, which will not only affect the company's operation and strategy implementation, but also lead to the leakage of business secrets to competitors.

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What if someone digs the wall?

If there are new competitors in your industry and region, you should pay great attention at this time, because in order to develop rapidly and shorten the study time, such companies will adopt the high-paying option, aim at the key talents of competitive companies and forcibly dig corners. Faced with the temptation of salary increase, promotion and stock options, some people may quit, while others are hesitant. At this time, if competitors start spreading gossip again, there will be talent flow within the company. At this time, employees' focus on business will definitely give way to consideration of their own future. At this time, as a corporate executive, how should we deal with it? What measures are taken?

Control the deterioration of the situation at the first time and reduce the negative impact.

Competitors must first directly contact some target talents, and then release all kinds of information to influence more supervisors and employees at all levels, first disturbing the morale of the army and then waiting for opportunities to dig corners.

In this case, first of all, the leadership of the company, preferably the boss, must stabilize the morale of the army and establish everyone's confidence in the future of the company. By clearly conveying the company's vision and strategy, let everyone see the company's good development prospects, and let employees feel that giving up the company at this time may be a great loss for themselves. This is a test of the boss's personality charm and personal quality. If a company with a mature corporate culture is ok, if it is an ordinary small and medium-sized enterprise, it will test the level of the boss.

Secondly, it is necessary to take stock of the company's existing talents and take immediate action on the talents to be retained. If the salary of the company's target talent is not competitive in the current market, and he is doing well in his current position, then consider a salary increase and promotion. But more importantly, we can't get into chaos. Why do you need to do an inventory assessment first? Because not all competitors' talents are necessarily the key talents of the enterprise, if they are led by competitors, then employees will feel that the talent standard in the company depends on whether there are competitors to dig. If he gets a raise and promotion in this way, he will be grateful not to the enterprise, but to the competitors.

Furthermore, in the process of retaining talents, we should pay attention to sincere attitudes and methods. Some corporate executives want to retain talents, but they are hesitant in the interview and show reluctance in salary increase and promotion. It seems that they are helping others. This attitude is not conducive to retaining talents. This way will make employees feel that the company does not value themselves, and staying is also a kind of prayer and charity.

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Some people say that all employees are ready to leave their jobs, and it is futile to do anything. Yes, there is no denying it. No one is rarely indifferent when they see high salary and promotion, but employees are human after all. They may ignore other important factors when choosing anything because of high salary and attractive positions, such as development prospects, job stability, workload, corporate culture and even corporate integrity. At this time, based on the understanding of your employees, the enterprise can sincerely help them comprehensively analyze and evaluate whether their new jobs are "dangerous" or "opportunities", help and bless them in future planning, and send them the last journey with sincere wishes, which will help to move them and may also keep them. Especially for some employees who have worked in the company for a long time, it is more helpful. Finally, if they really can't stay, it's best to let them leave early so as not to affect the surrounding employees.

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Will a salary increase definitely prevent poaching?

It is often said that if you offer the same salary as your competitors, you can keep your employees. This kind of blindly following the remuneration package of competitors is the lowest practice. If, after market research, your employee's salary level is lower than the same level in the market, it is understandable to adjust the salary increase, because in this case, if there is no salary increase, the employee turnover will increase. However, if the salary is increased just because competitors are poaching people, it will destroy the whole salary system of the enterprise itself, make other employees feel unfair and bring worse instability. Raising salary is definitely not a panacea for retaining talents. Even if your salary is the same as or even higher than that of your competitors, can your competitors raise their salary again or will other competitors dig at a higher price in the future? Do you want to continue this endless salary increase? There is another situation worth considering. If the only criterion for a person to choose a business is money, then it is no problem to stay, because as long as he has a higher salary, he will leave, and it is meaningless to stay by raising his salary. On the other hand, if the only way for an enterprise to retain people is money, then both the boss and the competent leader should reflect on why our company can't provide differentiated value for talents except money. Companies that rely solely on money to retain people have absolutely no sustainable competitiveness and vitality.

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Is Sichuan Pork delicious?

I believe that we will often encounter such a situation, that is, employees who have changed jobs for a while want to come back. Let's call them "Chongqing Pork" talents. So do we accept this situation or not? In principle, it is recommended not to taste "Chongqing pork" easily unless there are special reasons and special circumstances. Think about it. If anyone can come back easily after leaving the company, it will make your employees feel that there is no risk and loss when leaving the company. They can come back at any time anyway! Eating too much "cooked pork" can easily lead to impetuous and unstable team. Under what circumstances can special consideration be given? If the employee's ability reached a certain level at that time, and your company didn't have a suitable position at that time, or was forced to leave for family reasons, you completed the handover of the work dutifully before leaving the company, leaving no sequelae, and didn't do anything harmful to the company after leaving the company (such as poaching the original colleagues). In this case, if the employee wants to come back after a period of time, and the company needs talents and happens to have suitable positions, he can be considered to come back.

There is another problem to pay attention to when eating "Sichuan pork". Any employee who is poached by other companies with high salary wants to come back after three to five months. Even if the company agrees to accept him, he can't get a promotion in a short time or get the salary equivalent to that offered by the company that jumped ship at the beginning. Otherwise, it will disturb the fair environment within the company and make other employees who stay feel unfair and feel that they are fools to stay in the company and work hard, because then they should go out for a walk and come back. Personally, employees who can be poached with money, even if they come back, their stability and loyalty are debatable, so "Sichuan pork" should be eaten carefully.

In most cases, when employees ask to leave, they usually make a decision, and it is unlikely to retain them. Therefore, the key to retaining people is prevention rather than compensation. Professor Yang Guoan pointed out that there are at least four factors that determine whether employees stay:

1. Satisfaction with my current job: Am I satisfied with my current job?

2. Future development space: What is my future development prospect in the company? Is it worthwhile to stay in the company for 3-5 years?

3. The cost of leaving the company: What will it cost if I leave? How high is the opportunity cost?

4. Treatment offered by competitors: Is the salary offered by the other company attractive enough for me?

Of the above four factors, the fourth factor is beyond our control, so the key to retaining talents lies in how to do the first three factors well. How to manage and retain employees? Personally, I think that to put aside all theories, we must first recognize the reality, seek truth from facts and truly understand employees. People are emotional animals, and we can only live long from the heart.

Note: The article comes from Yang Sanjiao's reading notes on organizational ability. If there are any mistakes, please exchange instructions.