As a manager, how to manage the talents in the company?

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How to retain talents

Excellent employees leave without considering our retention; Potential employees ignore our expectations and quietly go away; Even the employees who are focused on training, regardless of our great trust, give up and leave, leaving HR people with endless annoyance and sigh. Every year in February and March, HR people are always on tenterhooks. At this time, there are always a large number of excellent employees who leave the company and leave many job vacancies, which makes HR people sigh. However, what makes HR people puzzled is that it always seems that they should not go, but they should not go; The ordinary ones didn't go, but the excellent ones did. Therefore, I can always hear HR people's helpless songs over and over again: What can I do to keep you? My employees! It is difficult to recruit excellent employees, to make good use of excellent employees, to cultivate excellent employees, and to retain excellent employees. We know that employees leave the company, there must be reasons for employees, which may not be sufficient, but it is always enough for employees to leave the company and find another job. So? Is it true that every employee is restless and wants to constantly change companies, and the more they change companies, the better, and the more proud they are? The answer is of course no. HR people should all have such experience. Employees who have worked in a company for one year or more are already familiar with the company's corporate culture and have a certain affection for the company. Generally, they are reluctant to leave the company, but once they decide to leave the company, it will be difficult to retain them. Therefore, as an enterprise's HR people, if they want to prescribe the right medicine and avoid repeating the same mistakes, they must first find out the real reason for their departure. So, what on earth forced our excellent employees to leave us?

1. External factors 1. Inducing employees to leave their jobs at the peak of job hunting. The first two or three months after the Spring Festival every year is the peak period for employees to find jobs. After one year, enterprises have to develop and their personnel have to be adjusted. As a result, many enterprises have concentrated on a large number of supplementary personnel at this time, so the demand for personnel is large, and it is easier for job seekers to find suitable jobs at this time. A large number of job opportunities will induce employees to bravely choose job-hopping. 2. Enterprises dig for the foundation of each other and instigate employees to leave. Many enterprises, in order to make themselves develop better in the new year, start to dig the foundation of their peers or other enterprises before the Spring Festival, while employees generally don't leave their jobs before the Spring Festival, because there are still year-end dividends to be taken. "Don't take it for nothing, take it for nothing." After the Spring Festival, the year-end bonus is in hand. Once a better enterprise throws an olive branch to them, they will choose to quit without scruple. 3. External pressure forces employees to leave their jobs. At first, employees may not have the idea of leaving their jobs. However, when they see that other employees have succeeded in job-hopping, get higher salaries and have better development, or when people close to employees are constantly clamoring and exerting pressure in their ears, they will unconsciously compare the two. If they feel that they are more capable and have better opportunities for development than those who have succeeded in job-hopping, employees will involuntarily choose job-hopping.

second, the internal factors that affect employee turnover are varied and accumulated over time, so it is difficult to summarize them completely at once. The key points are summarized as follows. 1, the influence of corporate culture. Whether an enterprise has a good corporate culture and a good cultural atmosphere reflects its influence to some extent. It is difficult for enterprises without influence to have appeal, and enterprises without appeal will naturally not have strong cohesion. In the world famous enterprises such as GM and Microsoft, each enterprise has its own unique corporate culture. The same is true of many excellent domestic enterprises, such as Haier culture, such as Vanke culture, which have become the brand culture that job seekers are eager for. 2. Management style of enterprise leaders. The management style of enterprise leaders has a great influence on employees' work mood and enthusiasm. If a few employees feel uncomfortable with the management style of enterprise leaders, employees will adjust themselves, but if they are in the majority, employees will not adjust themselves, but will think that this is not their own problem, but the problem of leaders. After a long time, you will be disgusted with the leaders, and you will not devote yourself to your work. If you can't find a sense of accomplishment in your work, you will have no fun in your work. A job without fun is a kind of chronic suicide. 3. The development prospect of the enterprise. An excellent or eager employee is very concerned about the development prospect of the enterprise. Only when the enterprise develops, the employees will develop, and the prospects of the enterprise will be dim. If the employees can't see the direction of progress, they will lose confidence in the enterprise. However, it is only a matter of time before the employees who have no confidence in the enterprise choose to leave. 4. Enterprise salary level. Many job seekers basically talk about three points when talking about the criteria for choosing a job: a, being happy at work; B, large development space; C, good salary. It can be seen that whether you admit it or not, the salary level has become one of the important factors affecting job seekers' job selection. At the end of each year, enterprises should sum up and employees should also sum up; Enterprises should take stock of the harvest, and employees should also take stock of the harvest. From Marlowe's hierarchy of needs, survival needs are also ranked first. Therefore, only when enterprises have a competitive salary level can they effectively retain employees.

In fact, there are various factors that affect employee turnover, and the external factors are relatively minor, which can be well solved. The key factor that really affects employee turnover is internal factors. Only by solving the internal factors can we effectively prevent and solve the employee turnover problem.

first, create a core corporate culture and create a good cultural atmosphere. An excellent corporate culture can't be established in a day or two. It needs to gather the strengths of many families, accumulate over time, extract from them, and be unique. Only in this way can the built corporate culture stand the test and be valuable. However, it's hard for our employees to see this, and they don't care how you create a corporate culture. They just want to work in a harmonious, relaxed, just, fair, enterprising and United team, and he will be happy and refreshed. Therefore, our managers should try their best to create such a cultural atmosphere. With such an atmosphere, the team will be cohesive, and if employees leave, you will have a cohesive team.

second, give employees a space for development and a platform for promotion. Greater development space gives employees hope and motivation. An enterprise with no hope and no prospect can not arouse the enthusiasm of its employees in any case, and it is impossible for such an enterprise to let its employees stay in the company with peace of mind. To provide employees with greater development space and promotion platform, we can start from the following aspects: 1. Establish a sound competition mechanism and encourage employees to take up their posts through fair competition. Many enterprises, when a job vacancy occurs in the company, the first thing they think of is to recruit people from outside first, without considering promotion from inside; There are also some enterprises, even though they think of promoting from within, but because there is no perfect internal competition mechanism, or because they are too familiar with internal employees, they always see the shortcomings of employees and fail to see many advantages of employees. In the end, they will still consider recruiting from outside. In their eyes, they are always "foreign monks like to chant Buddhist scriptures." In fact, this is a great blow to employees. When employees feel that the company lacks development space, they also lack upward motivation, which is not conducive to motivating employees and creating a competitive atmosphere in the team. 2. For employees who have performed well in this position and their abilities have exceeded the requirements of this position, but there is no vacancy at a higher level for the time being, it is advisable to supplement the staff with horizontal rotation, use new positions, new jobs and new challenges to arouse their enthusiasm for work, and at the same time, let the staff learn more knowledge and skills, effectively improve their overall quality, and lay a solid foundation for the staff to be competent for a higher level job. 3. Provide enough training opportunities for employees. Zhang Ruimin of Haier once said to his managers: It's not your fault that the quality of employees who just entered the company is not high, but after a period of time, the quality of employees is still not high, so it must be your fault. It can be seen how important it is to train employees. Some enterprises have not thought about training their employees, but they have to invest in training, because it is not worth the loss to be reluctant to invest and not provide training opportunities for employees. Panasonic attaches great importance to training employees, because Kōnosuke Matsushita knows that money invested in brains can earn more money than money invested in machines. And the training methods can be varied. As long as you are good at using your head, you will find that training can be everywhere, anytime and anywhere, and the popular one-minute training is a good proof.

Third, business leaders shape their own personality charm and improve their management level. Undoubtedly, the management level of leaders has a great influence on the development of the company. Similarly, the personality charm and management style of leaders also affect the work enthusiasm of employees and the stability of the team to a great extent. To sum up, there are roughly the following: 1. There is no doubt about employing people, and there is no need for suspects. If the manager is suspicious, then this suspicion will be passed down layer by layer. For example, if the boss doesn't trust the vice president, then the vice president won't trust the department manager, and if the department manager doesn't trust the supervisor, then the supervisor won't trust the employees. Working in a team without trust, employees will definitely feel comfortable. Therefore, the principle of employing people is: use him and firmly trust him. 2. Don't talk about employees' faults, especially behind their backs. Employees hate leaders criticizing themselves behind their backs, even in good faith. In fact, criticizing another employee in front of the employee will be counterproductive. 3. Don't promise lightly, but once you promise, the wind and rain will not change. In order to win people's hearts, many leaders always make some promises, but for one reason or another, some promises are often not fulfilled, and our leaders don't care about it and feel indifferent, but our employees don't think so. They will think that the leaders have broken their promises and will not trust you easily again. At that time, it will be even more difficult for the leaders to change their image in the minds of employees. When employees have difficulties and ideas, they will not tell the leaders. After a long time, they will not be properly vented. In the end, employees will inevitably choose to leave. 4. Dare to take responsibility, and dare to take responsibility for employees. Many of our leaders, in order to establish their prestige in the eyes of higher-level leaders or employees or to save their face, often blame their mistakes on employees, let alone take responsibility for employees. The consequence of this is that your temporary prestige or face may be saved, but over time, what you lose in the minds of employees may not be as simple as prestige or face, and what you lose will be the long-term respect and trust of employees. 5. Remember, the employees are right. It's not that the employees are not good, but that I didn't give them enough support. Maybe this sentence sounds ridiculous at first, but in fact, if employees don't do a good job, leaders can always find reasons from themselves, give employees more support and help, and employees will inevitably thank their leaders from the heart and work harder. As long as employees really invest, they believe that all difficulties can no longer be called difficulties. 6. Don't treat the employee who is leaving the company with special respect and treat him like a thief. In some enterprises, when employees are on the job, they are eager to do more work, which involves more work. Once employees leave, they are strictly guarded for fear that employees will take away important company information. What's more, other employees are invited to monitor them. However, they ignore that today you let employee A monitor employee B, and tomorrow you may let employee C monitor employee B, which may have a greater psychological impact on employee B and other employees on the job than on employee A.. Besides, if employees can really take away the company's important information, they can only blame you for not doing the usual confidentiality measures well and not taking precautions. Therefore, don't treat the resigned employees with special respect, otherwise, you will lose not only the trust of A employees, but also the trust of the employees in the whole company.

fourth, provide a competitive salary level. 1. First, investigate the salary level of peers. If you are a property company, you must find out the salary level of the property industry. If you are a real estate company, you must find out the salary level of the real estate industry. Only in this way can you work out a competitive salary level. In addition, for positions with * * * in different industries, you should also know the social post level, such as the position of human resource manager/supervisor in a property company. In addition to knowing the salary level of this position in the property industry, you should also know the salary level of this position in other industries as much as possible, because these popular positions are not limited by many industries. If the salary level of the position you give is too low, even if it is competitive in the industry, it will not affect the employees of this position. 2. For key employees or employees in important positions, they should be willing to pay high salaries. It doesn't matter even if you are higher than other positions. It is necessary to increase the level of posts. Only in this way can you attract core employees. We say that the loss of ordinary employees can be easily obtained at any time, but once important and core employees are lost, it will cause immeasurable losses to the enterprise. 3, rewards and punishments are clear, rewards and punishments are heavy. For employees who have made a major breakthrough in the enterprise, we might as well reward them. The advantage of this is that on the one hand, it can improve the income level of employees (employees will also calculate their income), on the other hand, it is also an effective incentive for employees, because employees know that as long as they make contributions, they will definitely have good returns, so they will work harder in the future.

5. Strengthen the management of employees after leaving the company. 1, the employees after leaving the company are also regarded as a kind of wealth and a kind of resource. Many enterprises are either disdainful or indifferent to the employees who leave their jobs. In fact, resigned employees are another kind of wealth and potential resources of the company. If they are used well, they will have a great effect on the company. For example, his publicity for the company is better than the company's own publicity for itself. At the same time, if the employee has a good relationship, he can re-enter the company in the future, which can be regarded as a considerable human resource income. 2. After employees leave their jobs, they often make phone calls and welcome them to come home often. It may only take you a few minutes to make a phone call, but you can not only touch the departing employees, but most importantly, you can also touch the existing employees with your practical actions and influence the potential departing employees. 3, don't say "a good horse doesn't eat grass back." The time when good horses don't go back to the grass is gone forever. Excellent employees are willing to return to the company, which is their recognition of the enterprise and the corporate culture. If they return to the company, not only one person will come back, but also there will be a "halo effect", which will have an infinite psychological shock to the employees.