What are the common problems in human resource management of logistics enterprises in China?

(1) The high mobility of employees affects the stability of enterprises.

There are many seasonal jobs. According to the survey, the turnover rate in the coming four years is above 20%. The reason is that the entry threshold of logistics is low, and many job seekers can only start from the grassroots level because of their limited technical ability. They work hard, their working hours are fixed, their off-duty hours are irregular, and they often need to change shifts. Boredom, labor intensity, long working hours and other characteristics are different from employees' psychological prediction, so job-hopping and career-changing frequently occur. The massive turnover of employees increases the replacement cost, turnover cost and training cost of enterprises. At the same time, an employee will take away a team or some customer resources and industry information, which will affect the stability of the enterprise.

(2) The employee structure tends to be younger and the loyalty to the enterprise is low.

Many existing employees are transformed from the field of material storage and transportation in the past, and their average educational level is relatively low. Many front-line logistics employees only have high school education or below, and their age and length of service are also showing a trend of younger age. Many young employees will make the enterprise prosperous, but at the same time, young employees and employees with low academic qualifications are not stable and have low loyalty to the enterprise. Since 2005, enterprises began to focus on the transformation to third-party logistics, and gradually introduced university graduates. So far, employees with college education or above have accounted for 3/4 of the total number of employees. However, in terms of employee management, the modern human resource management model has not yet been formed, and it still follows the tradition of mentoring. Because the master's education is not high, he can't give theoretical guidance. The new employees think that logistics is very simple, and there is nothing to learn. They think that logistics is just simple mechanical labor and there is no challenge. In addition, although new employees have improved their academic qualifications, they generally lack the spirit of hard work and dedication. Moreover, most of them are only children now, and their parents are heartbroken about their children's hardships, so they are indifferent to their children's attitude of "looking at one mountain and looking at another".

(3) Emphasis on introduction, light on development, and lack of humanistic care.

According to the development of the enterprise, a large number of new employees are recruited every year. However, due to the high mobility of the logistics industry and low employee loyalty, enterprises want to retain talents on the one hand, and are afraid that the talents they have worked hard to cultivate will climb higher, so they invest little in the development and training of talents. Although Linsen Group realized that training can not only improve employees, but also bring long-term benefits to enterprises, in the face of high turnover rate, Linsen Group did not take effective measures to solve this problem, but trained employees in a coping way. Employees' demand for training is not taken seriously, and they cannot master new knowledge and skills through training; In addition, logistics work mostly adopts manual or semi-mechanical operation, which is labor-intensive and boring; In addition, the reward and punishment mechanism of the group is too rigid, and the one-sided pursuit of the lowest labor cost leads to the tension between labor and capital. Employees can't get care and progress in the enterprise, and feel that going to work is a painful thing, so they choose other ways out.

(4) The incentive and promotion mechanism is not perfect.

Low treatment in the logistics industry is a common problem. In this case, if there is no incentive promotion mechanism, employees will be frustrated. To motivate talents, not only from the material aspect, but also from the spiritual aspect. A single incentive mechanism will hurt the initiative and enthusiasm of employees, and even gradually lose confidence in the company. Although Linsen Group recruits a large number of junior college students every year and the average education level of employees is gradually improving, the internal incentive promotion mechanism is still not perfect. At present, nearly 10% of the middle managers of Linsen Group are re-employed retirees. Even though many young employees have mastered the skills of managers, they can only work at the grass-roots level because of the lack of external promotion conditions. This unfair and imperfect promotion mechanism will disappoint employees, hoping to break through the bottleneck period as soon as possible and eventually lead to resignation.

(5) The working environment is unsatisfactory.

There are many stops, employees often need to travel, run around for a long time, the work place is uncertain, and the company spirit cannot be conveyed in time, which makes employees lack a sense of belonging. Moreover, Linsen Group's project land is mostly concentrated in sparsely populated industrial areas, with poor living facilities and inconvenient life. The working and living conditions of some suburban project sites are even more difficult, with frequent water and electricity cuts and no Internet. Many employees can't adapt to this monotonous and boring job that lacks entertainment and interpersonal communication, and often complain about this working environment.