How to reduce employee turnover rate?

Wacker, who has planted ivy seeds since the beginning of recruitment, has maintained a turnover rate of less than half of the market. Liu Yunling, director of human resources in WACKER Chemical Greater China, said that in the past few years, the company's employee turnover rate has remained at around 6%, while at the same time, its employees are increasing at a rate of 30% to 40% every year. Different from other companies, WACKER in the chemical industry often needs experienced and mature talents, and such talents are not abundant in the market. However, there must be some blind spots that you haven't found in the employees interviewed for recruitment. Yu, managing director and general manager of 3M Greater China, said. This requires human resources departments and functional managers to help employees calibrate their positions and decide where to put employees according to their abilities and wishes. Yu said that for those employees who are willing to learn and gain ability, 3M will generally give them opportunities to help them determine their direction, while for those employees who are unwilling to learn, 3M will frankly point out that they should choose a company that is more suitable for them. Yu said that except those employees who violate the business code of conduct, other employee companies are willing to give them opportunities to learn and develop. Develop employees' career opportunities internally. Ge Lu, president of WACKER Greater China, said that in WACKER's innovative human resource management project, the company's management must fulfill its commitment to help employees grow. In the mentor training program, executives can get in close contact with ordinary employees to understand their growth needs, and experienced employees can also exchange experiences with new employees to help them achieve their personal career development goals. This project also helps to reduce the staff turnover rate. Liu Yunling was surprised to find that young employees who just entered the company are often a little passive. They work hard, but they have been passively waiting for opportunities. The above mentor training program gives employees the opportunity to know where they are and manage their careers. 3M clearly put forward the slogan of considering internal employees before promotion. The average working life of the management in this company is 17 years. If we have confidence in our employees, we are willing to? Take a gamble. I know that the promotion opportunities of many grass-roots employees will be hindered in various ways. Therefore, managers at all levels should know more about employees' contributions, empower employees and help them improve. In order to give employees more choices, many companies have increased opportunities for internal mobility in addition to normal promotion, so that employees can get new development opportunities without leaving the company, which has also become a secret weapon with low turnover rate. In DSM, employee job-hopping has become a common phenomenon. When employees find that they prefer to work in another position and are willing to strengthen their relevant abilities, the company will be happy to give employees the opportunity to change jobs. Low turnover rate and high innovation are reflected in a research report on human resources compensation and benefits. Managers of enterprises point out that the high turnover rate of employees leads to the rapid increase of personnel turnover cost, replacement cost and training cost. However, if the employee turnover rate is too low, it will also lead to the lack of fresh blood and affect the innovation ability of enterprises. However, in companies like 3M and Honeywell, this is not a problem. Honeywell conducts a performance appraisal for employees every three months. Innovation is one of the important indicators, and employees' behaviors and performances are recorded in the appraisal. In addition, employees also have the opportunity to receive innovation awards provided by the company. Every month, every department is required to recommend employee innovation awards, and Honeywell selects the annual international innovation awards around the world every year. 3M, which is famous for its innovation, has infiltrated innovation into the blood of employees. The most well-known rule of 3M is the 15% rule, which encourages every technician to spend 15% of his working time doing private work-those work schemes that he is interested in. It doesn't matter whether these schemes directly benefit the company or not. The key is to keep the passion for innovation.