Discussion on the reasons and countermeasures of high employee turnover rate in Suzhou Yijiale Supermarket Co., Ltd.

First, the company's talent development issues

With the development of market economy and the enhancement of talent awareness, the focus of competition among enterprises is increasingly shifting from capital competition and technology competition to talent competition. As a typical labor-intensive industry, the talent competition between convenience store chains is more intense. The brain drain crisis of chain stores is related to the survival and development of enterprises, and now it has become a problem that managers attach great importance to.

According to statistics, the brain drain rate of an excellent enterprise should be controlled at around 10%, while the brain drain rate of convenience stores in China is mostly close to 50%, and the brain drain rate of convenience stores has reached 60%. The high brain drain rate shows that the company lacks cohesion and appeal to employees, and employees lack a sense of belonging and identity to the company. With the development of convenience stores and the improvement of market economy system, the business model and concept of traditional convenience stores are increasingly challenged and impacted. It is not uncommon for convenience stores to hire people, and it is even more difficult to keep people. In fact, with the rapid development of China's economy, it has brought new opportunities to the development of convenience stores, and it will inevitably pose new challenges to the core issue of convenience store management-human resource management and development. The competition of enterprises is fundamentally the competition of talents, and competition is a challenge. How to face competition and challenges? This is a problem that we must seriously consider and study deeply.

In particular, the loss of some highly educated and high-level management talents needed or recruited by convenience stores is serious. They often choose to change jobs after attending convenience store training and mastering certain technical skills and service awareness. With the advent of the era of knowledge economy and the acceleration of people's life rhythm, the turnover of employees is becoming more and more frequent. In the final analysis, the competition of modern convenience stores is the competition of talents. Excessive employee turnover will bring a series of negative effects to the operation and management of convenience stores. In this regard, managers can't take it lightly.

Second, the impact of brain drain.

Everything has two sides, and the loss of chain store employees also has a positive side. First of all, if chain stores lose low-quality employees and can introduce high-quality employees, this loss will be conducive to better development. Secondly, the involvement of new employees can inject new blood into chain stores, bring new consciousness and new ideas, and enhance employees' sense of competition, thus improving and improving the work efficiency of chain stores. However, if the employee turnover ratio is too large, it will shake the morale of existing employees and increase the number of new employees, which will bring instability to the service quality and service level of chain stores in a certain period of time and bring certain difficulties to the work. The specific performance is as follows:

(a) Increased operational costs

The loss of employees will bring a certain cost loss to convenience stores. The human capital investment paid by convenience stores from recruiting to training employees will flow out with employees' job-hopping and be injected into other enterprises; In order to maintain normal business activities, convenience stores need to find suitable candidates to replace temporarily vacant positions after the loss of original employees. At this time, convenience stores have to pay a certain replacement cost when recruiting new employees. In order to get new employees to work in the store as soon as possible, they were trained once a week, but they left after more than half a year. Recruited several college students and business backbones, with no achievements in work and many conditions and benefits. If you can't satisfy them, you will quit. Due to the massive brain drain, the training cost and salary cost of convenience stores generally increase.

(B) unstable service quality and efficiency

Generally speaking, employees will not be as serious and responsible as before during the period when they decide to leave but have not left. Some employees are dissatisfied with the convenience store, out of revenge for the convenience store, and even deliberately screw things up. If employees work in such a state of mind, the service level of convenience stores will obviously be greatly reduced. In addition, after employees leave, the company needs some time to find a new replacement. Before the new replacement personnel are in place, other employees should help to complete the work of the resigned personnel, which will indirectly affect the service quality of convenience stores. Furthermore, because there is always a certain gap between outflow and inflow in working ability, the loss of excellent employees will have a long-term impact on the service quality of convenience stores. The high proportion of staff turnover and the continuous loss of backbone make the service quality and efficiency of convenience stores decline. Generally, it takes half a year for new employees to become proficient. If it is the loss of middle managers, the impact on service quality will be even greater.

(C) the loss of tourists

Convenience store employees, especially middle and senior managers, may take away the company's business secrets after they quit to other stores; The loss of convenience store service personnel often means the loss of convenience store customers. The biggest loss caused by employee job-hopping is often the service staff, and the job-hopping of these employees will bring great threats to convenience stores. A similar situation happened last year. After the manager of a store with good performance resigned, he took away most of the employees of the store, which caused the store to fail to operate normally and brought great losses to the company.

(D) affect the enthusiasm and stability of the team

Job-hopping often affects the overall stability of convenience store employees, especially the job-hopping of middle-level cadres, which often leads to the loss of relevant personnel. The loss of employees will greatly affect the morale of existing employees. The loss of some employees has a negative impact on the mood and work attitude of other employees. This is because the loss of some employees may stimulate a wider range of employee turnover and remind other employees that there are other options. Especially when people see that the lost employees get better development opportunities or gain more benefits because of the outflow, those who stay in their posts will be motivated and their work enthusiasm will be affected. Perhaps employees who have never considered looking for a new job before will start or prepare to start looking for a new job.

Third, the company's brain drain reasons

There are many reasons for the high turnover rate of employees in chain stores, including the chain stores' own reasons, such as employees' wages and benefits, and the internal management system of chain stores, such as poor communication channels, disharmony in working environment, lack of planning for talent growth and poor image of chain stores. There are also reasons for employees, such as too high expectations for chain stores, influenced by traditional concepts, and different value orientations between enterprises and themselves. Of course, there are also market reasons and social reasons that affect employees' job-hopping motivation. According to statistics, the basic reasons for the staff turnover in chain stores are salary and welfare, personal development, sense of accomplishment and interpersonal relationship, accounting for 84.32% of the reasons.

(A) imbalance between supply and demand of talents, resulting in an increase in workload.

At present, there are nearly 5,000 chain convenience stores with different brands on the streets of Shanghai, with a huge number and dense network layout, which not only enhances convenience, but also intensifies market competition and business risks of enterprises themselves.

The biggest problem now is the shortage of personnel. When Rosen opened in 1996, there were a large number of workers in the city, mostly textile workers, who could adapt to the three-shift system. Secondly, it can bear the labor intensity of convenience stores, and the supply exceeds demand. However, ten years later, there are more and more commercial forms and brands in Shanghai, which greatly increases the demand for sales staff, greatly improves the employment of citizens, and also brings a series of problems to businesses-shortage of personnel and oversupply. For example, a store used to need 10 employees to ensure normal operation. Now there are only 8 employees working in the store, and the workload remains unchanged. The work intensity of employees has greatly increased, and the turnover rate has also increased.

(2) Convenience store outlets are unevenly distributed and have a long journey to work.

Now the distribution of convenience store outlets is really flattering. In some places, there are six or seven convenience stores on a street. In order to occupy market share, major brand convenience stores have expanded blindly. As we all know, blindly opening a store will only worsen the living environment of the industry, and the first problem is the "difficult distribution" of personnel. Convenience stores are mostly concentrated in the city center-places with concentrated commercial facilities and large passenger flow, but most of these places are far away from residential areas. Due to the municipal reform in recent years, most residents in the city center have moved to the suburbs. So the more stores there are, the farther employees go to work. In this way, once employees are dissatisfied with the workplace, they will jump ship. Invisibly, the wastage rate has increased again.

(3) With the improvement of people's living standards, the working conditions of convenience stores are unattractive.

With the improvement of people's livelihood and prices in Shanghai, convenience stores, as a special service industry, have been unable to meet the conditions for citizens to choose jobs because of their 24-hour business hours, high-intensity work and low wages. So the working conditions of convenience stores become unattractive.

(4) unfair competition in the same industry

As the number one chain store of convenience stores in Shanghai, Rosen has trained a group of excellent managers and clerks with its first-class management concept, strict rules and regulations and advanced system equipment, which makes other competitors very envious, and at the same time faces the situation that employees are poached by other enterprises. Therefore, some convenience stores in the same industry will spare no effort to dig corners, leading to a large outflow of employees.

In short, the number of convenience stores is increasing, and there is a big gap between the number of employees needed and the number of newly recruited employees, which leads to an increasing workload of shop assistants and a higher turnover rate.

5) Problems existing in enterprise human resource management

1, there is a misunderstanding

Due to the obvious shortage of convenience store personnel and reserve forces, the company recruits fresh graduates and social people through various channels, and the requirements for academic qualifications are not very strict. I only hope that these people can fill the staff gap in the store and let the store operate normally. But as a result, the company has a great misunderstanding about the concept of talents: it pays more attention to recruiting than using, the positions recruited are inconsistent with the recruitment, talents are often changed at will, and there is a lack of planning and design for employees' career; Being overqualified, there are no clear plans and arrangements for talent evaluation, training plan, job rotation plan and assessment plan, which makes employees unable to see the hope of development. Even if the company recruits all kinds of talents through various ways and means, it does not develop talents well, and ultimately fails to exert the potential of talents and retain talents.

2. Lack of communication

Lack of communication between superiors and subordinates, lack of concern for employees' lives (especially foreigners), and lack of support at work have seriously dampened employees' enthusiasm, and employees can't see the long-term development goals and the company's development prospects, leading to brain drain.

(six) employees are dissatisfied with the salary

As a salary manager, employees often complain about salary. Dissatisfaction may be manifested in many aspects, but the result can be summarized as the deviation between employees' expectations and reality, which makes employees feel unfair and leads to a decline in satisfaction with salary. Through investigation and analysis, the main reasons for employees' dissatisfaction with salary are as follows:

1, internal fairness is not enough.

The lack of internal fairness in salary is the main reason for reducing employees' salary satisfaction. According to Adams' theory of fairness, employees pay more attention to internal relative fairness than external fairness. Employees not only care about the salary they get from their work, but also care about the comparison with others' salary. They will compare their input and gain with others to judge whether the salary is fair and reasonable. In fact, even employees in the same position have different skill level, working ability and value created for the company. Therefore, when employees think that their salary level does not match their performance, they will be dissatisfied with the salary system.

When employees feel unfair to themselves, their satisfaction will decline. However, the key to the relationship between salary and satisfaction is not the actual income of employees, but the sense of fairness. In actual comparison, employees often overestimate and exaggerate their own efforts, underestimate the efforts of others, and affect their rational judgment. Therefore, fairness is the subjective feeling of employees.

2, the outside is not competitive.

Employees will also compare their salary level with employees in the same industry, the same region and similar positions outside the enterprise. If the salary level is lower than the average salary level in the external market, employees will be dissatisfied.

Of course, there are other reasons why employees are dissatisfied with salary. For example, employees think that wages should rise in step with the benefits of enterprises. When the enterprise's performance is good and the salary increase is far less than the benefit increase, it will cause general dissatisfaction among employees; There are also salary distribution procedures and methods, which will reduce employees' salary satisfaction.

Fourth, the company's countermeasures to retain talent

Practice has proved that the key for an enterprise to control brain drain lies in its strength and development prospects, and the management level of an enterprise, especially the human resource management level, directly reflects whether an enterprise can effectively manage brain drain and minimize its impact. In view of this, in order to attract talents better, the following management countermeasures are put forward to avoid brain drain.

(1) Control the number of stores and maintain the quality of talents.

Due to the shortage of personnel, it is difficult to recruit convenience stores. It is hoped that the number of stores can be controlled for the long-term benefit of the company, which can not only alleviate the existing contradictions, but also improve the quality of employees. After all, customers have higher requirements for convenience stores than other retail industries, and employees are the central link of the whole convenience store. Product quality, environmental cleanliness and customer service are inseparable from the efforts of employees.

(2) Expand recruitment channels and increase recruitment opportunities.

In the case that the existing recruitment channels are exhausted, we should be pioneers and establish our own recruitment network in order to open up new recruitment channels for the long-term development of the company. First of all, changing the restrictions on the nature of employees and recruiting more unemployed people and foreigners can not only increase the number of recruits, but also improve the aging situation of employees; Secondly, to expand recruitment channels, we should not wait for others to come to recruit, but must turn passivity into initiative. In addition to online recruitment, we should also use other media advertisements. The company should arrange special personnel to recruit in various streets and neighborhood committees, strengthen contact and dock the input port; Thirdly, recruiting fresh interns directly in the school can provide students with an internship platform and attract young employees to join; Finally, assign the recruitment right to stores and let them recruit by themselves, which can not only recruit according to the actual needs of their own stores, but also reduce the recruitment channels; Finally, changing the constant working hours of the store can arrange hourly workers at night when purchasing goods, which can save labor and make up for the shortage of shop staff.

(C) the implementation of people-oriented management, improve its retention rate

We should pay attention to the ways and means of guiding new employees. As the work with different work intensities is arranged step by step according to everyone's affordability, the store manager should always know about the work of new employees, communicate with them more, and educate the old shop assistants to give careful and patient guidance to new employees, and there should be no "bullying, fear of hard work and exclusion" behavior.

1, focusing on the cultivation of talents

Companies must attach importance to talents, give full play to the role of talents, create a growth environment of "everyone attaches importance to talents, and talents make talents", and form a good mechanism for knowing people, selecting people, educating people and employing people, which is conducive to the company's talents to stand out.

(1) Use career to gather talents.

Excellent talents are enterprising. Today's society is an era of profound changes in outlook on life and values. Therefore, it has become the outlook on life and values of the company's talents to make a vigorous career and show the value of life to the fullest.

For the company's talents, in the new century, it is necessary to find their own position and direction in the company, the main force of the market economy, make due contributions to the company's development, and embark on a successful road that can fully display their talents, make great achievements and reflect their own values. Generally speaking, a company's talent's unremitting pursuit of knowledge, personal and professional growth exceeds his pursuit of organizational goals. If he feels that he is only a "wage earner" of the company, it is difficult to form absolute loyalty to the company. Therefore, the company should not only provide talents with remuneration commensurate with their contributions, so that they can share the wealth they have created, but also fully understand the personal needs and career development willingness of talents, and provide talents with a rising path suitable for their requirements. Only when a person clearly sees his future in the company can he have the motivation to join the company and form a long-term partnership with the organization.

(2) Cultivate talents with emotion

To train a large number of talents, we must have a strategic vision and a sense of being ahead of the times on this issue. First of all, the training of talents should be regular, regular and institutionalized; Secondly, we should guide, support and urge talents to adhere to their usual study; Third, cultivate talents in practice. People are the most emotional and need to be trusted and respected by others. In the process of cultivating talents, we should stimulate their enthusiasm with full enthusiasm and love, eliminate their negative emotions, and keep them in a good mood and devote themselves to their work. By combining "moving people with emotion" and "moving people with career", good results will be achieved in cultivating talents, and talents in the company will grow healthily.

2. Improve salary satisfaction.

Salary is a very effective incentive tool. An effective salary system should be competitive externally, fair internally, motivate employees, be open, fair and just, fully mobilize employees' willingness to work, make employees' efforts conform to the development direction of enterprises, and realize the * * * growth of employees and enterprises. At present, more and more managers are concerned about how to improve employees' satisfaction with salary. Fairness is the core of salary satisfaction. To improve salary satisfaction, the ultimate problem to be solved is fairness, but it is not a simple matter. It needs to cooperate with other systems of the enterprise by various means.

(1) Understand employees' expectation of salary through salary satisfaction survey.

Enterprises should regularly carry out salary satisfaction surveys, understand employees' views and opinions on salary and welfare level, salary structure, salary adjustment and payment methods through internal surveys, understand employees' evaluation and expectations on enterprise salary management, and understand what employees are most concerned about, so as to be targeted when designing or adjusting salary system.

(2) Determine the salary level of enterprises through salary market survey.

Salary market survey is an effective means to solve the external unfairness of wages. Through external investigation, we can understand the market salary level and dynamics, especially the salary level of other enterprises in the same industry, so as to check and analyze the rationality of the salary level of each position in this enterprise and determine the position and competitiveness of salary in the market. Generally speaking, the salary level of enterprises should be higher than the market average to be competitive. Setting the salary level in line with the market level will help the company attract and retain the outstanding talents needed by the enterprise.

Of course, when determining the salary level of an enterprise, we should also comprehensively consider the strategic positioning and development stage of the company, whether to choose the salary level leading strategy or the market following strategy, and whether to treat different levels and types of employees differently (the top level is higher than the market average, and the grassroots level is lower than the market average). In addition, when determining the salary level of an enterprise, it is necessary to make an in-depth analysis of the enterprise's ability to pay, that is, to consider whether the increase in enterprise benefits brought by raising the salary level is greater than the cost expenditure, and to find the best fit point between enterprise profits and salary distribution. This is a realistic problem that enterprises must consider. Paying competitive salary means an increase in the absolute value of labor cost, but it is worthwhile if its incentive can greatly improve the work efficiency of employees and reduce the relative labor cost.

(3) Evaluate the relative value of posts through post evaluation.

Job evaluation is to evaluate the responsibilities, difficulty and skill requirements of the posts set up by enterprises in a scientific way, evaluate the relative value of each post, divide the post grades according to the relative value of each post and its contribution to the enterprise, and determine the relative wage rate and wage grade between each post. In order to ensure that the salary system accurately reflects the difference in salary levels between posts, enterprises should have a set of standardized, reasonable and fair post evaluation systems and procedures, and fairly reflect the relative value between posts through strict and scientific post evaluation, thus solving the problem of fairness among employees.

3. Establish a perfect performance appraisal system.

Post evaluation evaluates the relative value of each post, not the post but the person; Performance appraisal is aimed at the performance of employees, not at people. Establish a scientific and perfect performance appraisal system, objectively evaluate the actual contribution of employees, and link the appraisal performance with income, so that the income of high-performance employees can be increased and affirmed and encouraged; The income reduction, punishment and encouragement of poor performance are conducive to improving employees' sense of justice and satisfaction with salary, and further solving the problems of internal fairness and personal fairness.

Verb (abbreviation of verb) abstract

The essence of competition among enterprises in modern society is the competition of talents. Maintaining a stable and efficient workforce is the primary task for an enterprise to implement its development strategy. Therefore, enterprises should attract talents with policies and systems; Retain talents in a relaxed and open environment; Encourage talents with a good operating mechanism, thus promoting the continuous improvement of social and economic benefits of enterprises.

References:

[1] Introduction to Liu's business strategy, Wuhan University Press, 1999. 12[2] Liu's business management consulting, China Financial and Economic Press, 200 1. 1[3] Details determine success or failure, Xinhua Press. 2004. 10[4] Modern Enterprise Management, edited by Yang, Southeast University Press, 2003. 12[5] Fundamentals of Management, edited by Shan Fengru, Higher Education Press, 2002.9[6] Fundamentals of Management, edited by Yuhua Wu, Tianjin University Press.