How should modern enterprises increase employees' loyalty to the enterprise to avoid personnel risks?

Reprint the following information for reference

How to improve employee loyalty

Some companies and bosses often adopt very simple and crude methods or high-pressure policies to coerce employee loyalty. For example, if anyone is found to be disloyal, he or she will be fired immediately, or heavy fines or sanctions may be imposed, or even personal threats may be made. As everyone knows, such a method can only make employees appear to be very loyal on the surface, but it is impossible to make employees truly loyal to the company and the boss from the heart. It may even be counterproductive, causing employees to do one thing to their faces and another behind their backs. On the contrary, the degree is worse.

1. Loyalty-oriented recruitment during the recruitment period

Recruitment, as the first stop for the full management of employee loyalty, is the "filter" for employees to enter the enterprise. The quality of the "filtering" effect directly affects the difficulty of loyalty management in the subsequent stages. Therefore, in the recruitment process, loyalty should be the guide.

1. Exclude job seekers who are prone to job hopping

In the recruitment and selection process, companies often only focus on the examination of job seekers' work abilities, but carefully review the job seekers' application materials. After analysis, other useful information can also be obtained, such as: which companies the job seeker has worked for, the average working hours, reasons for leaving, etc. This information can be used to eliminate in advance those job seekers who have a greater tendency to change jobs.

2. Pay attention to value orientation

The level of employee loyalty is closely related to the degree of recognition of corporate values. Therefore, during the recruitment process, companies must not only look at the job-related skills of the job seeker, but also understand the job seeker’s personal qualities, values, the degree of difference with the company’s values, and the difficulty of transformation, etc., and use these as important considerations for employment or rejection. . In order to ensure high employee loyalty, some companies are even willing to give up hiring job candidates who are experienced but whose values ??are deeply influenced by other companies, and instead hire fresh college graduates who are inexperienced but whose values ??are highly malleable.

3. Communicate truthfully and maintain integrity

During the recruitment and selection process, some companies, especially small and medium-sized enterprises that are in urgent need of talents, often recruit qualified talents as soon as possible. When communicating with job seekers, they exaggerate the company's performance and development prospects, and give job seekers excessive promises (such as salary, housing, training, etc.). When job seekers arrive at the company only to find that the original promises cannot be fulfilled, the company is likely to lose the trust of employees, leading to a decrease in loyalty.

2. Cultivating employee loyalty during the stable period

The employee stable period refers to the period from when employees officially enter the company to when they begin to show a tendency to leave. This period is a critical stage in the overall management of employee loyalty and is responsible for cultivating employee loyalty.

Whether employees are satisfied with the company directly affects their loyalty to the company. It is difficult to imagine that an employee who is dissatisfied with the company will be loyal to the company. Therefore, cultivating employee loyalty must first improve employee satisfaction. This requires providing employees with challenging work and a comfortable working environment, establishing a reasonable salary system and a fair and transparent promotion system, and implementing humanized management.

However, high satisfaction does not necessarily mean high loyalty. To establish high loyalty, you must also cultivate employees' sense of belonging and make employees feel that they are indispensable to the company (although in fact this may not be the case) Only in this way can employees be loyal to the company and regard the company as a part of their lives. Here are a few effective ways to build a sense of belonging: 1. Information sharing

No one likes to be kept in the dark. The amount of information available to employees and its importance not only directly affects their work performance, but also affects their evaluation of their status and importance in the enterprise. If the company can strengthen internal communication and achieve maximum information sharing, it can create a "family" atmosphere of frankness and mutual trust, giving employees a strong sense of belonging, and employees will naturally be loyal to the company.

2. Employee participation

The wider the scope and the greater the degree of employee participation in corporate decision-making, the higher the employees' evaluation of their status and importance in the company, and their sense of belonging. If employees want to participate but you don't give them this opportunity, they will alienate the management and the entire organization, and the company will be just a "temporary place" for them, of course. There is no such thing as being loyal to the company.

3. Teamwork

Employees have to go to work every day, and the people they interact with most are their teams, not the huge enterprise as a whole. Compared with the entire enterprise, the skills of employees within a team are more complementary, and the completion of tasks requires closer cooperation between each other. Therefore, the importance of employees within the team is more obvious, and their team awareness is stronger; Likewise, the importance of teams to an enterprise is more obvious than that of individuals. Therefore, by using the intermediary role of the team, companies can more effectively cultivate employees' sense of belonging.

3. Saving loyalty during the latent period of resignation

With the development of enterprises and the improvement of employee quality (such as work ability and demand level), as well as environmental factors (such as family, economic cycle and the temptation of high salaries in other companies), the conditions for maintaining employee loyalty will often change accordingly. If the company cannot detect these changes in time and make targeted adjustments that satisfy employees, employee loyalty is likely to decline enough to make employees have thoughts of leaving, and employees will enter the latent period of resignation, which begins with employees. The period from the time when the resignation tendency appears (such as the number of absences, late arrivals, and early departures is significantly increased, and the work is often absent-minded and unconcentrated) to the time when the resignation report is submitted.

The resignation incubation period is the last "gate" for employees to leave the company, so we must try our best to take effective measures to save the loyalty of employees, especially key employees, and prevent brain drain. The success of retention is also a test of employee loyalty. important criterion for management effectiveness.

To save employee loyalty, we must first find out the real reasons for employee resignation, and classify the discovered reasons for resignation according to their reasonableness.

Then, employees also need to be classified. Peter Cappelli, a professor at Harvard Business School in the United States, believes that the employees of any company can be divided into three categories: 1. Employees that the company hopes to retain for a long time, such as engineering and technical personnel with high IQs and very creative products Designers, etc.; 2. Employees that the company hopes to retain for a period of time, such as employees with certain skills that are currently in short supply, members of the new product development project team; 3. Employees that the company does not have to try hard to retain, such as employees who are easily retained by the company. Recruiting, employees who do not require much training, employees who are currently in oversupply, etc. Enterprises should mainly retain the first two categories of employees.

Finally, comprehensively consider factors such as the rationality of the reasons for leaving the company, the type of employees, and the strength of the company, and formulate specific measures to retain employees.

4. Improvement of loyalty management during the resignation period

If retention fails, the employee will enter the resignation period, which is the period from when the employee submits his resignation report to when he officially leaves the company. During this period, companies need to do two things: one is to re-recruit qualified employees to fill vacant positions; the other is to conduct exit interviews. The latter is often ignored by companies.

Exit interview refers to arranging for a neutral person (usually a professional consulting company to conduct it) to conduct face-to-face communication with employees who are about to leave the company. Its main purpose is to understand the real reasons for resignation of resigned employees (which can be compared with the previous analysis results to confirm the accuracy of the analysis), as well as their opinions and views on various aspects of the company, so as to discover the current situation in employee loyalty management and Defects in other aspects provide a basis for improving employee loyalty management in the future.

The premise for achieving the above purpose is that employees who are about to leave the company will be more objective and fair. Researchers found that 38% of departing employees blamed pay and benefits and only 4% blamed supervisors, but 18 months later 24% blamed supervisors and only 12% blamed pay and benefits.

Therefore, further efforts may be needed to find real problems in the exit interview, such as selecting a suitable exit communicator, controlling the interview time, choosing an appropriate location, designing a scientific and reasonable interview questionnaire, and paying attention to the resigning employees' comments during the conversation. Tone and body language during the process, etc.

5. Extension of loyalty after resignation

Employees leaving the company does not necessarily mean betrayal of the company. Employees after resignation can still become important resources of the company, such as becoming An advocate, customer or business partner of a business. Therefore, companies should extend the scope of loyalty management to employees after they leave, continue to keep in touch with them, and make full use of this low-cost resource.

To summarize, we must make full use of the 12 methods to improve employee loyalty:

Method 1: Cultivate the company’s loyalty to its employees

Loyalty is the relationship between the company and its employees A two-way behavior that requires both parties to share responsibilities and obligations. The premise for companies to require employees to be loyal is that companies should first respond to employee loyalty.

Enterprises can be loyal to employees through the following ways: ① Establish a "people-oriented" idea, set up humane employee codes of conduct, and establish a communication mechanism of mutual trust with employees; ② Design positions according to people and people according to positions Combining it to achieve personnel and job matching; ③Establish a scientific and reasonable performance evaluation mechanism and provide reasonable remuneration; ④Establish a common vision and integrate it into the corporate philosophy; ⑤Create a good cultural environment, interpersonal environment and organizational environment; ⑥Help employees Carry out career planning and improve employees' sustainable development capabilities; ⑦ Build a high-integrity leadership team; ⑧ Correctly identify employees' pseudo-loyalty (it is undeniable that some employees just regard the company as a "nursing home". Change the main business It has become a side business, and the side business is regarded as the main business, thereby achieving the purpose of "advancing to attack, retreating to defend").

Method 2: Never lay off employees unless absolutely necessary

Laying off employees will not only damage the company's reputation in the talent market, but also reduce employees' loyalty to the company. Whether they are laid off employees or retained employees, they will be under tremendous psychological pressure. The laid-off workers will be dissatisfied with the company, while the remaining workers will be anxious and uncertain about the future. If layoffs are truly unavoidable, maintain adequate communication with employees before and after the layoffs. Whether it is active layoffs or passive layoffs, laid off employees must be treated well. For example, HP's laid-off employees still have three weeks to look for jobs within the company or choose to leave the company after receiving the notice. Resigning employees will receive 4 to 12 months of salary compensation based on their length of service. In addition, HP also provides three months of unemployment benefit support for laid-off employees.

Method 3: Implement an employee reward system based on customer satisfaction

The setting of the reward system should be based on consumer satisfaction, not on subordinates’ self-ratings or superiors’ assessments, but on Not a token rating among colleagues.

The specific methods for implementing an employee reward system based on customer satisfaction include: ① Investigate the consumption satisfaction of current consumers and previous customers, thereby improving the accuracy of customer satisfaction measurement; ② Through Customer satisfaction can be measured indirectly through customer complaints, customer expectations, customer repeat purchase behavior, etc.; ③ Providing products or services must be combined with the company's value objectives to avoid over-pleasing customers and neglecting corporate benefits; ④ Entrusting a neutral agency to assist in the investigation to ensure Customer satisfaction surveys should be objective and fair; ⑤ senior executives should attach great importance to it and form a corporate culture and institutional system that focuses on customer satisfaction; ⑥ strengthen employee training and improve service awareness and quality.

Method 4: Implementing comprehensive compensation

Comprehensive compensation must not only transcend the narrow compensation concept of traditional salary, bonus, and benefits, but also include care for employees that will extend from inside the enterprise to outside the enterprise. The concept of total compensation includes not only material but also spiritual aspects. For example: salary higher than the industry average; humane working environment; inspiring leadership style; caring not only for individual employees, but also for their families... For example, Xinhualian (000620, Stock Bar) Group rewards those who have won various honors At the same time as the employees, their families were also invited to share the honor and happiness of the award-winning employees.

Before the Spring Festival every year, the company will send a red letter to the family members of the winners, informing them of the good news that the employees have won awards in the group, and sending a warm gift with the letter.

Method 5: Manage knowledge employees well

The main loyalty management measures for knowledge employees include: ①Change the concept. Loyalty does not mean not leaving the company. Enterprises must not only manage people, but also their hearts; ② Change the traditional employment concept, trust is the foundation, supervision is the premise, and the system is the guarantee; ③ Strengthen the use of laws and agreements to restrain knowledge employees; ④ Due to financial factors, knowledge employees It is not the most important, so we should pay attention to the sense of accomplishment that knowledge employees gain from work, respect their value orientation, and meet their self-realization needs; ⑤ Implement broadband salary so that salary is mainly linked to ability rather than qualifications; ⑥ Based on knowledge Based on the characteristics of employees, the human resources development technology system is systematically introduced to enhance the attractiveness and cohesion of the company and fundamentally enhance employee loyalty.

Method 6: Classify employees

For different types of employees, different loyalty management strategies should be adopted. For employees born in the 1980s, they value the quality of employment more than the employment itself. 41% of the post-80s generation said they are most eager to receive professional knowledge training, while 28% and 25% of the respondents respectively believed that management knowledge and foreign language training were most needed. For employees over 40 years old, those over 80 prefer to retain stable jobs and salary. The proportion of female employees who list salary as one of the reasons for staying in the company is much smaller than that of male employees. They value job security and relationships with colleagues more. Management employees are more loyal to the company than non-management employees, and employees of foreign companies are more loyal to the company than employees of domestic companies. Managerial employees are more satisfied with their pay than non-managerial employees, and older employees are more satisfied with their pay than younger employees. For marginal employees, their material needs are much lower than those of core employees, but their need for respect is not lower than that of core employees. Even their inferiority in their hearts makes their needs in this regard stronger.

Method 7: Manage employees in stages

Management of employee loyalty is a whole process that starts before an employee is hired and continues after the employee retires or resigns. Generally, this process can be divided into five stages according to time: recruitment period, employee stabilization period, resignation latent period, resignation period and post-resignation period.

During the recruitment period: ① Try to exclude job seekers who are prone to job hopping, and pay attention to the degree of matching between the job seeker's values ??and the company's values; ② Communicate with the job seeker truthfully and maintain integrity with the job seeker during the recruitment stage ; ③ Through on-site visits, realistic job reviews (RealisticJobPreview) and other technologies, job seekers can form a more accurate and realistic understanding of the work they will do; ④ Make good use of the employee recommendation system, because recommended employees can betray the company, but it is difficult betray his social network.

In the stable period of employees, the main ways to improve employee satisfaction and sense of belonging are: information sharing, enhancing employee participation in decision-making, and cultivating cooperation in the teams where employees work.

During the latent period of resignation (that is, the period from when an employee shows a tendency to leave to when he or she submits a resignation letter), try to retain employees, especially key employees, to prevent the loss of talent. Comprehensively consider the rationality of employees’ reasons for leaving (the reasons in resignation letters are often not the real reasons), employee categories, company strength and other factors, and formulate specific measures to retain employees (research has found that the cost of employee resignation accounts for 10% of the company’s pre-tax income 17. Therefore, it is best not to leave your job).

During the resignation period (that is, the period from when an employee submits a resignation letter to officially leaving the company), the company should arrange for personnel to conduct face-to-face communication with the employee who is about to leave the company to verify and verify the company's relevant measures. Complete. Generally speaking, employees who are about to leave will point out the shortcomings of the company fairly and objectively.

Companies should also try to maintain contact with departing employees after they leave. Because these employees do not necessarily harbor ill intentions towards the company, the interpersonal network they form still plays a great role in the development of the company.

Method 8: Try to match employees with jobs

American psychologist John? The personality-job adaptability theory proposed by John Holland points out that employee satisfaction with work largely depends on the degree of matching between the employee's personality and the job and position. When employees' personalities are consistent with their chosen jobs and positions, they will have enough abilities and positive emotions to engage in work and achieve success, which will increase job satisfaction. Therefore, when arranging employees' jobs and positions, enterprises should consider employees' temperament, personality, abilities, interests, hobbies and other personal characteristics, and strive to achieve an organic match between personnel and jobs and positions, so that employees can gain intrinsic satisfaction from their work.

Method 9: Explore employees’ deep interests

The eight deep interests closely related to employee turnover are: technology application, quantitative analysis, theoretical research and conceptual thinking, creative production, and consulting Coaching, people and relationship management, corporate control, using words and ideas to influence others. Deep interests that manifest in different ways at different times drive career changes at the bottom of employees' psychology. When the jobs provided by the company are inconsistent with employees' deep interests, employees may be dissatisfied with their jobs or unable to devote themselves wholeheartedly. Long-term accumulation of unhappiness can lead to decreased satisfaction and turnover.

Deep ambition does not determine what people are good at, but it determines what kind of career can allow people to obtain and maintain long-term passion and satisfaction, which can be transformed into full-time devotion to work. Enterprises can use daily work behavior determination (supervisors pay attention to employees' preferences for different jobs in daily work; let employees recall factors that are truly interesting in work) and behavioral incident interview methods (let employees talk about work that is truly fulfilling, through The method of exploring deep interests of employees is a combination of expert questioning and exploring deep interests. The key points to build employee loyalty based on deep interests include: planning careers based on deep interests; redesigning work based on deep interests.

Method 10: Implement comprehensive values ??management

Guide employees’ values ??through comprehensive values ??management so that they can identify with the enterprise and generate psychological commitment. Comprehensive values ??management refers to forming an effective system of various activities that guide employees' values ??within the enterprise, so as to fully utilize the efficiency of employees to achieve corporate goals. Specifically, it includes the following seven points: ① Establish corporate values; ② Recruitment and training must be based on values; ③ Performance and compensation systems must reflect values; ④ Guide through corporate culture; ⑤ Managers must lead by example; ⑥ Use the external environment to brand values ;⑦Continuous evaluation and improvement of values ??management.

Method 11: Job Enrichment

The degree of job enrichment is strongly positively related to employee loyalty. Job enrichment is an effective management tool to enhance employee loyalty. In the process of implementing job enrichment, the following six principles should be followed: ① Reasonably increase the responsibility and difficulty of work and give employees more responsibilities; ② Give employees autonomy; ③ Feedback relevant work performance to employees in a timely manner; ④ Give employees Carry out necessary training; ⑤ Grasp the scale of job enrichment and do not give employees too many tasks to cause them to be overloaded.

Method 12: Enhance employee employability

Enterprises’ commitment to improving employee employability is conducive to improving the flexibility of corporate strategic adjustments, attracting and retaining talents, and strengthening market competitiveness and establishing a socially responsible image. Specific methods include: ① Create a corporate philosophy that supports employability. Absolute corporate loyalty should gradually give way to relative professional loyalty, professional loyalty and employability loyalty, and it is advocated that companies that can proactively provide employability training are good companies; ② Take measures to improve the employability of employees. Help employees with career planning and implement development projects to improve employees' employability, such as training, job rotation, dual career development channels, etc.; ③ Build a communication platform to enrich employees' social network.