Can you keep people by your career achievements?

It has been a long time. People often think that the best way to retain talents is to raise wages, which is not the case. Perhaps an employee will pay attention to salary for a period of time, but if he or she loses interest and confidence in his or her job, company and future, he or she will leave the company sooner or later. So how does the company retain key talents? Is there any other good way besides a raise? Yes, it is to rely on career and sense of accomplishment to retain people.

Retain people by "professional adaptation". Mobil Company has formulated a "career adaptation" plan for the recruited employees, so that employees can understand the different job responsibilities of each department as soon as they enter the company. Once you want to leave your job, you can look for development opportunities within the company and find a job that suits you. Mobil oil company pays attention to giving full play to the abilities of employees at different levels, giving them promotion opportunities in advance and arranging different jobs. By screening managers at different levels, we hope to find and train new leaders of the company and let them work in various functional departments in turn. In order to adapt them to the new occupation, each newcomer is also equipped with a "development contact".

Relying on "vocational training" to retain people. Edelman public relations company believes that to keep employees, it is not to tie their legs to chairs, but to give them wings to fly. Since February 1988, Edelman Company has started to implement its global training plan-Edelman University. Edelman University has developed different compulsory courses for senior managers, directors, administrative and support personnel, new employees and interns, and offered specialized courses as elective courses according to the different situations of the company's office. For the training of new employees, the company pays attention to discovering everyone's advantages and disadvantages when recruiting, and confirms which shortcomings can be changed through training. At the same time, they also attach great importance to training in the process of employee promotion.

Relying on "hardware" and "software" to retain people. Shanghai Hewlett-Packard Co., Ltd. regards a good working environment as the key to retaining talents. HP's point of view is that a good office environment can improve work efficiency on the one hand and ensure the healthy balance of employees on the other. Therefore, HP advocates the concept of "people-oriented" office design, and strictly checks whether desks and office chairs conform to the principles of "humanization" and "health". Hewlett-Packard has also set up special breaks every morning and afternoon, where employees can relax their music and adjust their body and mind, or use the gym and massage chairs to "release themselves". HP pays more attention to the construction of "software environment" than "hardware". Hewlett-Packard adheres to the principle: "I believe that anyone will pursue perfection and creativity, and as long as they are given the right environment, they will succeed." This is the famous "HP Way". Based on this belief, HP strives to create a relaxed and harmonious working atmosphere, fully trust and respect employees, so that they can always maintain a good mood and give full play to their talents and imagination.

Let people perform special tasks. In order to retain competent employees, Hunigan Company of the United States has implemented an employee structure chart and worked out the satisfaction coordinates: one axis reflects the manager's satisfaction with the work, and the other axis reflects the manager's satisfaction with the company. Monitor the possibility of employee turnover in this way. After the two coordinates reach the intersection point, the company will take stimulus measures to help employees get through the dangerous period of job-hopping. For this reason, for some employees who are expected to be promoted, if there are no vacancies for the time being, they can be given a special task that takes several months to complete. President Morris bluntly said: employees will feel guilty because they suddenly leave in a compelling job; This will also give the company a few months to breathe and find the promotion opportunities that employees expect.

Large foreign companies generally believe that the most difficult talents to retain are middle managers, especially those who have worked in the company for 3~8 years. They are familiar with the management of the company, but they have less opportunities for rewards and promotion.