Why should enterprises maintain the mobility and stability of employees? What is the mobility and stability of human resources?

Maintaining the mobility of employees and the relative stability of organizations is a problem that many enterprises have to face.

"Turbulent water can't raise fish, and stagnant water can't raise live fish. If you want fish to live healthily, you must use' stable living water'. "

Manufacturing process

Dismantling unsuitable employees is a key measure to reorganize the organization and revitalize the enterprise. "Only by letting the unsuitable people go can we leave the suitable people." This is the experience of an entrepreneur. "When you are not sure who is suitable for the enterprise, you can at least find out who is not suitable for the enterprise."

A private enterprise is engaged in teaching supplementary books. Due to the fixed channels, corporate profits have been very good, but they have not done much. The reason is that "the enterprise is a person from beginning to end". Business owners used to run bookshops. Although they have little culture, they have the vision and mind of a businessman. We have reached cooperation with relevant government departments, and through this relatively unique mode of operation, the profits of enterprises have always been ahead of industry competitors.

But he faces a huge problem. Because all employees, including those placed through government relations and their relatives, are reliable and unavailable. On this issue, he once thought very seriously. According to his experience, there are no purely low-quality employees in the world. He only has a junior high school education, doesn't he struggle out of this world? But the performance of these employees really disappointed him. Although he has more than 20 employees, he still has to do everything by himself. I have also accepted the advice of consulting companies and adopted various incentive models, all of which failed. Now, he has begun to let go. His distress comes from the cultural model of the enterprise. Because employees are mainly relatives and friends, they are faced with the dilemma that negative incentives are difficult to implement, which means that most employees cannot be dismissed.

McGray put forward the XY theory in the book "Human Aspects in Enterprises". Theory X is also called "economic man hypothesis" and theory Y is also called "social man hypothesis". Theory X holds that human beings are naturally lazy, hate work and try to escape as much as possible. The only incentive method is to stimulate production with economic incentives. As long as you increase the monetary reward, you can get higher output. Y theory holds that it is not the nature of ordinary people to hate work. If given the right opportunity, people like to work and are eager to give full play to their talents. The method of motivation is to arrange the work of employees as meaningful and challenging as possible, so that employees can realize their own motivation.

We actively encourage employees on the basis of the "Y" hypothesis. In other words, it is assumed that employees are self-motivated, ambitious, responsible and competent. Negative motivation is based on "X" theory, and its hypothesis is just the opposite of "Y" theory.

In fact, experienced managers know that every enterprise has people who meet the "Y" theory. These people either play a leading role in the enterprise, or find that the enterprise can't make themselves comfortable and leave their jobs. These people need positive incentives to guide and retain. Every enterprise also has people who conform to the "X" theory, and these people are often backward elements of the enterprise. Some people keep up with the big troops through negative incentives, some people are abandoned by the organization, and some people leave angrily before they know themselves.

Therefore, for an enterprise, in order to effectively manage the organization, it is necessary to be prepared to abandon some hopeless "X" people, and at the same time, it is necessary to be prepared to give up some "Y" people who are already difficult to get along with the enterprise. Only in this way can enterprises ensure that the mainstream of their own organizations is not affected and the mainstream culture is not alienated.

To maintain liquidity, we must grasp the degree.

Everyone knows the 2/8 rule. 80% of the value comes from 20% of people's creativity, and enterprises should give these 20% people 80% in return. At present, this theory is being applied to organizational management. The general idea is to keep 80% employees and abandon 20% employees. Because according to the normal distribution, since there are 20% elites, it seems that 20% should be eliminated. Although this figure is somewhat subjective, its authenticity is self-evident. Every enterprise has some people to be excluded, but how to find these people?

It is not difficult for enterprises to fire employees, but it is uncertain. This is the secret of many business managers. Layoffs in enterprises are cruel to those who have to leave anyway. This requires a clear statement, not only clear provisions, but also accurate quantification. In addition, it is indispensable to make everyone feel that the company is doing its best. When employees find that the process of layoffs is too cruel, they will have psychological barriers, have doubts about corporate culture and are no longer loyal to their original values. This invisible gap is not only difficult to eliminate, but also has a negative impact on enterprise management.

Generally speaking, there are two kinds of layoffs: pragmatic and pragmatic. "Retreat" means to lay off employees as an incentive. To curb a tendency or strike a force by laying off employees. Layoffs are not an end, but a means. Through layoffs, we can reorganize the organization and create a sense of crisis. "Pragmatic" means taking layoffs as a means of strategic adjustment. In the process of adjustment, the interests of some employees will be affected. From the perspective of corporate interests, we have to lay off some employees.

Whether it is pragmatic or retreat, we must finally grasp a degree. Someone once said: "An enterprise that constantly adjusts its strategy cannot be said to be a smart enterprise, and an organization that lacks stability will not be an organization with a clear purpose."

Jack, former CEO of General Electric? Welch's standard is 20/70/ 10. He divided his employees into three grades: the best, the middle and the worst. 20% people are defined as the best, and they need a raise or promotion. Finally, 10% is the worst and needs to be eliminated. The owner of an enterprise in northwest China came to Beijing to attend a lecture. Knowing Welch's standards, he immediately flew back to the company for similar deployment.

However, the situation of our own enterprise is very different from that of GE. First of all, it has not been established for a long time. At present, it is the stage of Qi Xin's joint venture. When companies recruited employees, most of them were recommended by executives. As long as there are layoffs, it will inevitably affect all political forces, thus causing organizational shocks. This is undoubtedly the best policy for enterprises that are striving for progress steadily at present. Second, the current business has not been programmed, so it is difficult to assess. How to define who is promoted and who is laid off is difficult to have a quantitative standard. After this result comes out, it will inevitably bring accidents and injustice to many people. Third, the enterprise's strategy is still unclear. Organizers not only prepare for today, but also reserve for tomorrow. The cost of layoffs at this time can be imagined.

The ecstasy of finding the answer unexpectedly made the entrepreneurs with strong execution quickly complete the 20/70/ 10 scheme. But what happened next surprised him. The vice presidents began to stay away from each other because they felt ashamed, and the employees in the enterprise were absent-minded because they were worried about their own fate, and the benefits of the enterprise gradually declined. It was not until entrepreneurs made great efforts to reverse their mistakes and implemented a feasible incentive model that the passive situation was reversed.

A wise leader lies not in teaching others the laws, but in teaching others what is right. Welch's standard is fixed because it has become a system and a culture. But at present, most domestic business models are in the exploratory stage, and it is wise to maintain a dynamic standard at this time.

Follow the trend steadily.

In some industries, organizational mobility is difficult to control. "Let talents flow and knowledge leave" is the slogan of an IT company. Unlike other enterprises, this enterprise never avoids the flow of talents. Employees don't have to worry about their secrets, and everyone can work together in an honest relationship. "Our employees and enterprises will always be friends. Wherever he goes. " The manager of this enterprise believes in this idea, "because the employees here are very honest and do things honestly." This kind of experience is priceless for a college student who has just entered the society. "

"The reason why we don't avoid employee turnover is objectively because this trend can't be contained by taboo or arbitrary obstruction. Instead of always breaking up in discord, it is better to break up calmly? "

"Subjectively speaking, when you treat employees as friends, you should think about his future. Only by treating others with heart and body can we treat each other sincerely. Therefore, after my employees left, they not only kept friends with me and persuaded each other, but many employees also returned to the company after a period of tempering. "

"This culture has given me two guarantees. First, every employee's resignation is well thought out, and there is no irrational choice. Second, every employee will introduce his experience to his boss and colleagues before leaving his job. "

Perhaps this theory is too idealistic, but an open organizational atmosphere is indeed the key factor to maintain the vitality of enterprises. Because good employees are not hired, they are cultivated.

An emperor in troubled times found a hermit in order to explore the way of governing the country and keeping the country safe. The hermit smiled and said nothing, pointing to a messy branch by the flooded river, and the emperor suddenly realized. The secret of governing the country lies in following the trend, and so does enterprise management. Only by following the trend can we be stable. If a branch hangs on the shore, it will be washed away by the water. Only by following the water potential can the branches gather indiscriminately. However, don't forget that mobility is not an end, but the stability of enterprises.

Core talents are the last line of defense for enterprises. When a southern entrepreneur was studying EMBA in the north, several core backbones of the enterprise took over the decision-making power and management right. Since we started from scratch together, we have experienced a lot of ups and downs, and everyone is familiar with it. So after taking over, these core executives easily mastered the boss's thinking.

Unfortunately, they made a huge mistake. When expanding Xinjiang market, they signed an exclusive agency agreement with a cooperative enterprise. However, the partner made a private placement by virtue of exclusive agency. By the time it was exposed, the company had lost tens of millions of yuan. The entrepreneur returned to the south, saw all this, and fired several core cadres with great responsibilities without saying anything. Soon the newcomers joined in. However, since then, when business owners went north to study again, they found it difficult to carry out business normally. The departure of several core talents has broken the whole process of the enterprise, which is by no means a link for newcomers.

For many managers, it seems that "you can't have your cake and eat it" while maintaining employee mobility and organizational stability. However, in a sense, management is the process of finding a balance. Absolute balance is difficult to achieve, but relative balance can be achieved by skills and methods.

I hope the above answers are helpful to you!