Methods for companies to retain employees

How to retain employees in an enterprise

How to retain employees in an enterprise. The company needs employees to maintain it. The ability of employees is very important. Your company has just started, and you can’t provide a lot. Competitive salary. Therefore, you must find other ways to keep employees motivated about their jobs. The following are methods and related information for companies to retain employees. Methods for companies to retain people 1

1. Provide learning opportunities

Many companies are unable to provide competitive salaries in the early stages, and our company is one of them. However, you can involve employees in large-scale projects that provide countless learning opportunities. For example, one of our early customer support employees took on a lot of responsibility for processes and frameworks.

He learned a lot and now leads a team of 20 people. And this process took less than two years. While your company's employees may not earn high wages in the short term, as long as you provide them with learning opportunities.

They will get a lot of exercise and promotion, which will not only make them happy, but also increase their potential for higher compensation in the long term.

2. Provide everything except salary

Although you may not be able to offer a high salary yet, this does not mean that you cannot provide good benefits. You can make coming to work more enjoyable: offering free lunches, business reading, flexible hours, one-on-one time with employees every Friday, and more. You can also give employees small prizes.

For example, $50 gas coupons, ride passes, "Creativity of the Month Award" and so on. But never exaggerate the prizes you're going to give out, because smart employees will quickly understand that you're writing a bad check. To be a great leader, recognize the strengths of everyone.

Make them feel valued and keep them loyal to you, even if the company isn't making money yet.

3. Build a special community

In startups, overtime and stress are the norm, so employees become very familiar with each other, which may be a good thing or a bad thing. . If it goes in the right direction, this may lead to team members caring about each other, working harder, and helping the company on the road to success. But such a company culture doesn’t just happen.

You need to invest time and energy in cultivating this culture so that employees feel connected to each other, heard and valued. You need to take the time to get to know each employee, find what motivates and challenges them, and create opportunities for employees to share their experiences outside of work.

It is very necessary to actively mediate when conflicts arise to help them form a good and healthy cooperative relationship.

4. Cultivate a good company atmosphere

You really need to cultivate a good atmosphere in your company so that people want to work. We strive to provide a very open work environment where employees can work from their couch, desk, or in a fun place outside the company. We ordered lunch for everyone at a famous local restaurant. Our company is located in Silicon Valley, and we will never be able to compare with Google (Weibo) in terms of salary.

So we need to create an atmosphere where employees are willing to contribute to our business and where we can retain employees. Next, we make everyone responsible for something and give them some stake. They feel part of the company. So far, only two people have left the company.

One of them was because he had a child, and the other was because his wife went abroad to work, and he followed her there. You have to create an environment where people want to work - not everything has to be about money.

5. Draw a vision map

When we first started our business, we drew a vision map.

We want to be the largest demo company in the world, and this map shows where everyone will play in that ambitious mission. This shows how important each person is and how important each person's role is to achieving this vision. We may not be able to offer high wages, but we can offer concrete purpose and meaning in our work.

6. Working side by side

Working hard side by side with employees can show that you are committed and enthusiastic about the company's development, and you firmly believe that the company will grow and develop. This will bring some bright spots to the grueling start-up period. Setting aside some time to arrange group trips or group activities can improve mutual understanding between you and your employees.

One time we visited a friend’s goat farm and another time we went to see a movie together, these activities really helped to bond our small group! And, the direction of the company and Action plan, you should try to be transparent and open with employees. This will point out a direction for everyone to work towards and allow them to move towards the same goal.

7. Be open and honest

I have one-on-one, 20-minute meetings with every employee in the company every month. Three examples each employee told me: how they demonstrated their core values, what they appreciated, what they wanted to improve, and how well they accomplished their goals (which were tied to bonuses).

Many employees say that one thing they appreciate about the company is: "I can tell you the truth." Our company culture is "continuous improvement", so employees are improving the company, leadership style, and organization. Any suggestions on structure will be made openly and honestly.

The company will also listen carefully. Most people just want their ideas to be heard. If you can provide them with an opportunity and listen to their opinions, things can be very different.

8. Let them do interesting work and reward their success

Even if you can't compromise on salary, you can make up for it with some valuable opportunities. If you get early employees involved in big projects, promote their contributions to the company, and publicly celebrate their successes, you'll increase their chances in their careers. By helping them become more attractive to employers, you're investing in their future—and savvy employees know that's more important in the long run than a higher salary in the beginning.

If the salary received by employees is not competitive, the key to retaining employees for the long term is to provide stock options. Stock options can free up resources to help you grow your company, and can help tie employee engagement to company milestones such as acquisitions. Additionally, issuing stock options to team members can make them feel like stakeholders. Stakeholders tend to work harder because they feel that their performance will directly affect how much money they can get when the company is acquired. Stock options have the effect of accumulating value and can make lower compensation appear more reasonable.

9. Allow employees to work remotely

If the salary you offer is not competitive, then you can allow employees to work remotely and provide them with some flexibility in space. If your company requires employees to be physically present for events such as team meetings and client meetings, be sure to choose the appropriate days and allow employees to work remotely at other times.

Another way is to provide flexible working hours, instead of being limited to 9 a.m. to 5 a.m. In fact, quite a few employees are willing to accept the relatively low salary in the startup stage in exchange for freedom of time and space. Method 2 for companies to retain people

Rely on "career adaptability" to retain people

Foreign companies generally believe that the most difficult talents to retain are middle managers, especially those who have been with the company for 38 years. Management staff. They are familiar with how the company is run, but have fewer opportunities for rewards and promotions. Mobil Oil Company develops a "career adaptation" plan for recruited employees so that employees can understand the different job responsibilities of each department as soon as they enter the company.

Once he wants to leave the company, he can first look for development opportunities within the company and find a job that suits him. Mobil Corporation pays attention to giving full play to the abilities of employees at different levels, giving them promotion opportunities in advance and arranging different jobs. Screen managers through layers.

In order to discover and cultivate new leaders of the company, and let new people take turns to work in various functional departments. In order to help them adapt to their new careers, each newcomer is assigned a "development liaison" to avoid detours.

Retaining talents by working environment

Shanghai HP Co., Ltd. regards a good working environment as the key to retaining talents. HP managers believe that a good office environment can improve work efficiency on the one hand, and ensure the physical and mental health of employees on the other. HP advocates a "people-oriented" office design concept.

Conduct strict inspections on whether desks and chairs comply with the principles of "humanity" and "health" in order to meet the requirements of employees to the greatest extent. HP also sets up dedicated break times every morning and afternoon, where employees can play relaxing music to regulate their body and mind, or use the gym or massage chairs to "release themselves."

Compared with “hardware”, HP pays more attention to the construction of “software” environment. HP adheres to this principle: "I believe that anyone will pursue perfection, and as long as they are given a suitable environment, they will be able to 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 maintain a good mood at all times and give full play to their talents.

Rely on "vocational training" to retain employees

Edelman Public Relations believes that retaining employees is not about tying their legs to a chair; Give them wings to fly. Therefore, since 1988, Edelman has begun to implement its global training plan and establish Edelman University. Edelman University has developed different required courses for business executives, business directors, logistics personnel, new employees and trainees.

And according to the different situations in the regions where the company’s offices are located, professional elective courses are established. For the training of new employees, the company pays attention to discovering the strengths and weaknesses of each person when recruiting, and confirms which shortcomings can be changed through training. At the same time, they also pay great attention to training during employee promotion.

Retaining people by special tasks

In order to retain capable talents, Hanigan Company in the United States implements employee structure schema management, that is, employee satisfaction coordinates: one axis reflects managers’ satisfaction with their jobs degree, and the other axis reflects how satisfied they are with the company. In this way, the possibility of employees leaving the company is monitored. When the two coordinates reach the intersection, the company will take stimulus measures.

Help employees get through the dangerous period of job-hopping. For some employees who are expected to be promoted, if there are no vacancies for a while, let them take on a special task that will take several months to complete. Morris, the president, believes that employees generally don't feel guilty if they leave a high-profile job suddenly.

This approach can also give the company a few months of breathing room to find the promotion opportunity that the employee is looking forward to.

Retaining talents is not very difficult, as long as managers create a fair and harmonious environment for talents in work and life, so that they can have a sense of self-worth and accomplishment under your leadership. , talents will work diligently and loyally under your leadership to repay the company. 3 ways for companies to retain people

1. Solve the people problem first - use resources wisely

Many company bosses and senior managers know little about the science of human resources management , always think that it is a matter of functional departments, do not know the relationship between human resource management and their own job responsibilities, and do not understand that the essence of management is to "lead everyone to do what they want to do." In fact, human resource management is the common responsibility of business managers, and a good boss must be a good personnel manager.

Many bosses would rather spend millions of resources to purchase equipment than provide the necessary resources for the growth of internal talents within the company. In fact, if the same resource investment is used to recruit and train talents, the return on investment will be at least 20 times higher.

Therefore, for the bosses of growth-stage companies, they should do three things:

First, learn and understand the knowledge of modern human resources and establish a correct concept of employment;

Second, pay attention to the role of human resources in the growth process;

Third, establish a basic mechanism and invest appropriate resources in the recruitment, training and use of talents.

2. From the rule of man to the rule of law - setting the rules of the game

I often hear people talk about "people-oriented" and "humanized management", which leads to many misunderstandings. Some people regard "people-based management" as humanized management, ignoring professional division of labor, lack of functional positioning, and no concept of command and empowerment. The boss or supervisor can point fingers everywhere and give orders at will. Various coordination documents or work instructions did not leave proper written records. If there was a problem, I didn’t know who to turn to to solve it. No one was willing to take responsibility for the mistakes. This leads to low efficiency, chaotic management and low morale within the company.

What is true humanistic management? Humanized management is a business mechanism formed under a scientific management system to ensure the smooth development and continuous growth of the enterprise, thus safeguarding the interests of most employees rather than some special personnel.

In this process, employees can also get career planning, develop professional concepts, professional awareness, professional ethics, and professional skills, improve their professional skills and professional mentality, and further enjoy a perfect life. .

Of course, when formulating the system, we must avoid "punishment, punishment, punishment" throughout, because the system itself tells employees what they should do and what they should not do, not just telling them what to do. What will happen next. To this end:

First, establish a set of applicable management systems, and do not rush to consider the imperfections; first solve the problems that are not there, and then solve the problems that are not good. With this basic management system, you will avoid the influence of personal emotions when dealing with many problems.

Second, supervise and implement training and management systems;

Third, conduct timely assessments and provide appropriate incentives.

3. Incentives - Establish a fair, just, credible and attractive incentive system

In addition to continuous training and supervision, incentives are an important link in the implementation of the system. factor. A team without motivation will inevitably lead to mediocre performance and impetuous people.

When it comes to incentives, we can’t help but also talk about money. It is a reality that companies in the growth stage have less money. So, what can we use to motivate them?

In fact, employee motivation is multi-angle and diversified. It does not necessarily cost money for every motivation - but it must be done carefully. In addition to money, we actually have many incentives that can be used -

(1) Career incentives: When considering the effective implementation of incentive mechanisms, if through repeated indoctrination, employees can recognize the cause of the company , feel that the business engaged in by the company can provide them with a strong sense of responsibility for realizing the social mission, and have enough space to display their ambitions, which can encourage employees to devote themselves to the cause of building the company with enthusiasm.

(2) Emphasis on both reality and expectation incentives: For companies in the growth stage, incentives from both reality and expectations are indispensable. For example, letting employees own shares in the business is a great way to do this. This can truly connect the interests of the company with the interests of employees themselves. This is also the reform content of the property rights system of the modern enterprise system.

Employees are the real owners of the enterprise and participate in enterprise management by owning shares. Another example is "options", a concept that is very popular among high-tech companies now.

The option holder (employee, management personnel) has the right to buy or sell certain stocks or stocks to the other party (company) at a certain price within a certain period of time in the future (or a specific date in the future). bonds. This is very effective in attracting talent and motivating employees.

(3) Emotional incentives: Career and material incentives are effective, but they are not enough. Emotional incentives are also needed. Since work in companies in the growth stage is often relatively difficult and unpredictable, creating a warm corporate interpersonal atmosphere and a good working, production, and living environment to enhance the company's cohesion and attractiveness is also an important means of motivation.

(4) It varies from person to person: Incentives for employees cannot be the same. Different incentive measures should be adopted for different types of employees to achieve the purpose of motivating employees.

(5) Varies with time: The development of enterprises has entered different stages, and the focus of work will naturally shift. Therefore, the enterprise's incentive mechanism must also be adjusted accordingly, using the most appropriate incentive means to motivate employees to exert their energy and jointly complete the next organizational goals.

The three things the boss has to do are: first, recognize the nature of incentives, and analyze the effectiveness, methods and occasions of use of various incentive methods;

Second, avoid The arbitrariness of rewards and punishments should not make the rewards and punishments of incentive nature unbalanced, let alone let the incentives become "one for everyone, everyone has" welfare;

Third, try to treat everyone equally, one bowl at a time Maintain the credibility of the incentive system with justice and fairness, so that it can exert its due incentive effect.

4. A two-pronged approach of spirituality and materiality - just painting a pie is not enough.

Employees call the boss's empty promises and talk of bright prospects "painting a pie". How to avoid "painting the pie" requires attention to the following three methods:

First, carefully consider the company's resource status and how much it can pay in return; it is better to say ugly things to the front than to lose. The boss’s prestige in the hearts of employees, and the boss cannot make fun of his own credit in order to please employees;

Secondly, for the vast majority of employees, it is not enough to just “paint the pie”, they need to implement Real material rewards to meet basic living needs. The boss can work without getting paid because the company is yours. As an employee, why should I make selfless contributions and risk losing real material benefits? Third, just material things are not enough. Prospecting the bright future of the company in a timely manner and drawing a blueprint for the future for all employees can play an irreplaceable role in material incentives, especially in stimulating the strong fighting spirit of employees.

5. Mechanism is the primary productive force - talking about money is too vulgar, talking about culture is too imaginary

For a real person, if you just talk about remuneration with him, he may think Your boss is only interested in profit and has no ability to do big business. If you just talk about culture with him and "paint a big pie", he may think that you are just playing tricks and not being practical. To this end, establish a scientific employment mechanism - —Strictly speaking.