How to reduce the turnover rate of probation employees

Shi Zhengxiang The higher the turnover rate of employees in a company, the higher the management cost and replacement cost of the company (some multinational companies, in order to control labor costs and conform to their salary policies, dismiss employees with senior experience in batches at a certain stage, and the starting salary for recruiting new employees in the same position is lower, with the exception of this phenomenon). However, some companies now tend to be left by enterprises, and he will stay if the company wants him to go. The company wants to know who will leave in order to be prepared, and the "underground work" of the employees who are leaving the company is hidden. In addition to the normal employee turnover, it is a problem that every human resource manager is facing to control the employee turnover rate. The traditional methods of "managing, blocking, pressing and dragging" are no longer effective in reducing employee turnover. So how to effectively control the employee turnover rate? First of all, we analyze the reasons for employees' resignation: psychologically, there are dozens of kinds of psychology, such as conformity psychology, seeking proximity psychology, seeking novelty psychology and charity psychology; In terms of ways, there are three kinds: leaving first and then applying for a job, applying for a job and then leaving, and job-seeking and leaving synchronously; There is pressure, interpersonal relationship, sense of accomplishment, desire for development, etc ... Then as a human resource worker, we must master effective information from all kinds of information of employees to do a good job in reducing the turnover rate. For example, through the employee satisfaction survey, the "dissatisfaction" of employees is analyzed subjectively and objectively, so as to serve employees as well as possible. If employees generally feel that it is a long way to work, they should consider the shuttle bus and other aspects, instead of blindly asking employees to "overcome it", and the "consciousness" of employees cannot be very high; Another example is to find that there are contradictions among employees, and interpersonal relationships are tense, so we can't "hit 5 boards each" or solve them rashly as personality incompatibility, otherwise the contradictions among employees will explode like a time bomb, and the company will be damaged in the end. Therefore, employees should be treated like caring for their own skin, which is not accommodating but serving the art. Although there are many reasons for employees to leave, as an enterprise, we should try our best to do the following: First, the values of the enterprise should be consistent with those of employees, and it is normal to have different views on the same issue. There is nothing wrong with employees' desire for power and participation, and the key is guidance. Second, create a good working environment for employees. Employees give a third of their life to the company, and what they want is not only food and clothing. We should meet different needs according to different levels of employees. For example, a few years ago, some enterprises issued new year's goods at the end of the year, all of which were rice, cooking oil, etc. As a result, employees not only did not appreciate it, but said a lot of sarcastic remarks. This phenomenon is rare now. By the same token, the welfare of employees in some units is a "menu" type, and it is popular for employees to choose. Fourth, employee turnover is more or less related to the company, but how many companies will reflect and take corresponding measures? On the contrary, enterprises turn contradictions to employees, demanding more and managing more strictly, resulting in a vicious circle. For example, there is a scientific research institution in Shanghai that has introduced more than a dozen graduate students and signed contracts with each of them at the time of introduction. One of the clauses stipulates that the service period is five years, and employees should pay 2, yuan for each year of early termination of the contract. During the probation period of four months (* * * six months), the enterprise proposed to re-sign the contract, mainly because the compensation amount was increased from the original 2, yuan to 4, yuan. The introduced graduate students have great opinions. It is conceivable that those graduate students who are "tied" and "remarried" will "divorce" sooner or later. Why can't enterprises think of setting a "five-year plan" or even a "ten-year plan" for imported talents according to their working years, so as to meet the expectations of imported talents with various "gains" and guide them to work with peace of mind? V. Retention procedures. As an employee in an enterprise, one of the factors he is more concerned about is the degree to which the company attaches importance to him. However, the degree of investment in employee turnover is different from that in recruitment enterprises, so the effect is different, and it is not possible to "get together well and leave well", which leads to unhappiness for both sides. In fact, the turnover of some employees is caused by impulse and simple thinking. Enterprises can reduce the turnover rate of employees by retaining their jobs. 6. To some extent, resignation is the separation of production factors, and its destructive power is great. Reducing the turnover rate can improve morale, productivity, corporate image, etc. The fundamental reason is the development of the enterprise itself. However, the high consumption of talents and the use of people as tools to make money are unreasonable. Even if talents are recruited, they cannot be retained. Seven, you can't just keep talents, but also cultivate talents. Employees feel that it is worthwhile to work in an enterprise, considering not only money, but also their own development prospects and sense of value. Therefore, enterprises should let employees have endless content to learn, endless work and promising positions waiting for him. Eight, enterprises should look farther. Some units recruit people when they have jobs and fire people when they have no jobs. It seems that this is a matter of course. Then how to ask employees to share joys and sorrows? How to ask employees to have cohesion and centripetal force? Employees are also very particular about "materialism". If the benefits are good, they will mix in the enterprise. If the benefits are not good, they will jump ship and have no "feelings" for the enterprise. As an enterprise, we should size up the situation, and the more difficult it is, the more we should regard employees as the greatest wealth of rejuvenation. Even if we have to lay off employees, we should make clear the difficulties and bring them back once the situation improves.