What do excellent enterprises rely on to retain talents? Extension of portable document format file (abbreviation of portable document format)

First, employees with high loyalty should be selected during the recruitment period.

In the process of recruitment and selection, enterprises often only pay attention to the investigation of job seekers' working ability, but careful examination and analysis of job seekers' application materials can also obtain other useful information, such as: which companies the job seekers have worked in, average working hours, reasons for leaving, and so on. Through this information, we can exclude those job seekers who have a greater tendency to change jobs in advance. In the recruitment process, enterprises should not only look at the job-related skills of job seekers, but also understand the personal qualities, values, differences from corporate values and the difficulty of transformation of job seekers, and take them as important considerations. In order to ensure the loyalty of employees, some companies even prefer to give up hiring experienced job seekers whose values are deeply influenced by other companies, and hire fresh college graduates who are inexperienced but have strong plasticity in values.

Second, develop a sound salary system.

If you want to retain talents, you must first rely on a solid material foundation. High salary is the most basic, not necessarily the highest requirement, but at least it should not be lower than the average level of similar companies.

Various welfare measures, superior working environment is better. After all, material conditions are people's basic needs. Therefore, we should be more cautious when formulating the salary system, and we must consider it comprehensively. One of the most important principles should be that an individual's salary must be in direct proportion to his performance and contribution to the company. As Mr. Kuang Dejia, director of human resources of Motorola (China) Electronics Co., Ltd. said: A successful salary scheme is not how much money is spent, but how to distribute it. The integrity and fairness of the salary system are very important.

Third, respect and treat employees well, and let employees regard their dedication as the foundation of their survival.

In the current changing environment, any enterprise eager for success must have employees with strong dedication to work. Management lies in income, and corporate culture lies in accepting heart. Increase in income

After that, people gathered together and the success of the enterprise was close at hand. Any form of management must focus on the improvement of enterprise income and the protection of employees' interests; The cultivation of any kind of corporate culture must take "accepting the heart" as the main line, and respect and treat employees well; Moreover, respect and kindness to employees must run through every link of the enterprise from recruitment to assessment, from a conversation to bonus distribution. Put employees in the real "first" position, and think of employees' feelings and interests when formulating any policies and systems, and strive to make employees work in a happy mood forever. Only happy employees can bring happy service, happy customers and happy profits.

Respecting people is one of the basic qualities that managers need most. Without this quality, it is difficult to succeed in employing people. Many employees don't really want to leave when they leave the company.

The company wants to replace his leader. Real leaders are produced in the minds of subordinates, not in the appointment of superiors; An arrogant person can't be a de facto leader. For enterprises, it is best for managers not to have the psychology of ordering employees to serve themselves, and not to treat employees as consumers, but customers, which is an investment of enterprises; Try to make employees feel happy at work, and then let employees take work as their own responsibility, which will stimulate their enterprising spirit. With a strong enterprising employee, the success of the enterprise naturally comes naturally. Retaining talents basically depends on respecting talents. This aspect is at least reflected in the following six aspects:

(1) Acknowledge the value of everyone;

(2) Respect everyone's rights;

(3) Put the right person in the right position;

(4) Satisfy the desire of talent promotion;

(5) Create an orderly and relaxed environment for talent development;

(6) Give opportunities for full mobility of talents and respect employees' choice of staying or staying.

Fourth, design a complete career development ladder for employees

An excellent talent attaches great importance to his long-term development in an enterprise. If he can't see the development and promotion of his position and responsibility, then the possibility of his staying in this enterprise is not very high.

(1) Put the right people in the right positions. There are great differences in personality, temperament, interest and major. Some people may be suitable for office work, while others may be suitable for sales promotion. Putting the right person in the right position is obviously beneficial to the development of the enterprise. On the contrary, it will not be able to achieve the established goals of the enterprise, and it will also cause dissatisfaction among employees. There is Bole on the left and Zaofu on the right. The former can choose horses, while the latter can choose people. Some enterprises always think that "foreign monks can recite scriptures", but they don't pay attention to giving full play to the enthusiasm and initiative of employees and discovering outstanding talents around them. This practice will seriously dampen the enthusiasm and initiative of their employees and waste a lot of time and financial resources. Only by putting the right person in the right position can every employee of the enterprise give full play to his talents. For those who are particularly capable, we should give them a broad space and stage, so that outstanding talents will not be lost because they don't feel that they have exerted their talents.

(2) Material incentives and spiritual incentives are equally important. In today's human nature, we can't ignore the characteristics of "people with interests". The essence of market economy exchange is interest exchange. In Taylor's

In the era of scientific management, people's understanding is that people's motivation is economic incentives, and the purpose is to obtain the greatest economic benefits; Economic incentives are under the control of organizations, so people often work passively under the control, incentive and domination of organizations; People always act in a rational and cautious way, trying to get the most satisfactory return with the least investment; People's emotions are irrational, which will interfere with people's reasonable pursuit of economic interests. Organizations must try to control personal emotions. According to this concept, enterprises must implement strict external supervision on employees and strengthen their enthusiasm with material incentives. Therefore, enterprises should provide perfect welfare and incentive system for employees.

(3) Pay attention to the training of employees and create more opportunities for employees to realize self-appreciation. Through training, employees' innovation ability and team cooperation ability can be improved, so as to improve their individual ability and the overall ability of the team. The improvement of employees' personal ability is the realization of self-worth, and it also increases employees' sense of belonging, security and identity. Any enterprise that wants to be strong must pay a lot of training fees for its employees. This is the only way to enhance enterprise value. Through training, on the one hand, the skills of employees are improved, on the other hand, the corporate culture is instilled, so that employees can know more about the intentions and information of the enterprise, understand the behavior of the enterprise, and reach an agreement with the enterprise, which is conducive to future actions. More importantly, through training, employees are deeply branded as enterprises, and their future code of conduct and mode of thinking are laid, so that their growth is closely linked with enterprises. The employees' ability is improved, their own value is realized, and they have a sense of identity with the enterprise, which will fundamentally increase the value of the enterprise. Never forget a rule.

Every excellent company, the talents it trains are only suitable for its soil, not everywhere. Those enterprises that are worried about employees' job-hopping, refuse to provide employees with training and further education opportunities, or drastically cut training funds will only accelerate employee turnover.

(4) Provide employees with a good career. Let everyone have a suitable post, comprehensive training, systematic study and overall care, give him goals, give him promotion, give him opportunities and give him the road to success. Achieving a career for talented people is the best way to retain talents. Because for a person, a sense of professional accomplishment may sometimes be more important than life. Therefore, to give a person a career is to give him a ladder to success, and most people will stay at this time with peace of mind. This is why the brain drain rate of P&G and Microsoft is less than 5%.

(5) Provide a platform for talents. Give a platform for career development. Companies that recruit and retain employees are well aware that all elite employees are constantly pursuing opportunities for growth and progress, whether they are seeking a promotion ladder or being content with their original posts and making silent contributions. Undoubtedly, internal promotion is very encouraging, and you can get more development opportunities (for example, internship, job exchange to gain more skills, etc.). People know how to get professional development in organizations and industries. Wise consultants, continuous training and career planning will help employees further develop. Gillette company attaches great importance to providing employees with opportunities for career growth and learning, and regards it as a magic weapon to retain employees. Deborah Perry, the company's comprehensive resource manager, said: "People join an organization first for opportunities, and they always take personal and professional development into account. They need a good understanding of the company's internal culture to decide whether they can integrate into it. " Give a platform to participate in social division of labor and cooperation. Many enterprises have a misunderstanding in retaining people, that is, employees are required to become accessories of enterprises, and they cannot go on forever. This kind of thinking does not actually regard people as a resource. But man is an active resource, not a thing. Personal ability is also multifaceted. As a member of society, he should be allowed to participate in social division of labor and cooperation when he has the ability. As long as we abide by professional ethics, we should allow people to display their talents in the wider world. After all, people are not the exclusive property of an enterprise. Business leaders are the key to providing these platforms. In order to retain outstanding talents, the ability of enterprise leaders is very important. Retaining people depends on the environment and more on good leaders. If leaders can make good use of ergonomics, they can retain good talents.

Very natural. First of all, leaders should have personality charm, form unity and integrate into teamwork, so as to form the cohesion of enterprises and let employees really form a team psychologically. Secondly, leaders should activate the development potential and personal potential of each employee, so that innovation will appear. Third, leaders should cultivate themselves to help others, and help others to retain people. It is necessary to understand each employee and adopt different countermeasures to solve their specific difficulties and problems according to different situations. For those with edges and corners, individuality and characteristics, we must give full play to our strengths; For those who are brave, resourceful and have special skills, we should respect each other and be kind to each other; For selfish people, be careful, use their talents but guard against their traitors, and don't be stingy when necessary, lest a stinky fish stir up a pot of fish and tell them to leave.

5. Have a good corporate culture.

Cultural power is competitiveness, cultural power is the combination of cohesion, environmental power and quality power, and cultural power can form an environment that binds people's hearts. Enterprises must have their own corporate culture,

Corporate culture itself must give people unlimited imagination space and opportunities to realize it. While serving the enterprise, talents pay more attention to the pursuit of self-development and self-improvement, so that they have the opportunity to be recreated and appreciated within the enterprise. If an enterprise has no culture or blindly pursues profits and ignores the spiritual needs of employees, it is to give talents a raise, which can only be used to retain talents for a while, not for life.

Organically combine human resource management with corporate culture. From absorbing, recruiting, training and motivating talents, we should pay attention to the integration of human resources development and corporate culture everywhere, strengthen the understanding and recognition of corporate culture by corporate talents, stimulate the professionalism of employees, and finally achieve the goal of retaining talents. To retain talents, it is necessary to strictly control the entrance of talents and try to recruit talents that truly meet the needs of enterprises when attracting talents. In addition, the link of retaining talents contains two meanings: keeping excellent talents in the enterprise and eliminating unqualified employees. Although companies still have different views on eliminating employees, if employees are really incompetent, general companies will take elimination measures. Brain drain will take away the business secrets and customer base of enterprises, reduce the morale of employees and cause the instability of enterprise development. Similarly, if it can't be eliminated, it will also cause employees' complaints and make the enterprise unable to develop healthily.

Talent is the foundation of an enterprise. Enterprises should provide employees with the conditions to meet the needs and realize the value as much as possible, so that employees can accept the enterprise from the heart, be grateful to the enterprise, and have great loyalty and gratitude to the enterprise in order to retain talents for a long time. In practical work, I have experienced a small private enterprise. The boss of this enterprise was born in the countryside and has obvious consciousness of peasant entrepreneurship. All the management of the company is carried out at will according to the boss's own wishes. The company has never had its own corporate culture and human resource management, let alone training. Often take advantage of the low salary during the probation period to constantly change employees, do not provide any social security and welfare for employees, never attach importance to team building, and even do not want to provide employees with basic office supplies. The boss has a bad temper, and often criticizes employees at will and doesn't respect their self-esteem. Therefore, employees are full of complaints and resentment towards their bosses. Employees feel that they can't realize their self-worth and find their own career plans here. Often excellent employees will leave after working for a period of time, leaving only those who want to fish in troubled waters and perfunctory things to stay here for the time being. Therefore, since its establishment 10 years ago, the enterprise has maintained the scale of family workshops and cannot develop.

In short, with the improvement of macroeconomic environment, enterprises are facing a new round of great development opportunities. At the same time, with the improvement of economic openness, the competition faced by enterprises has also intensified rapidly. Talents have also become the key for enterprises to establish competitive advantages and seize development opportunities. In practice, the management standards of enterprises are constantly adjusted, and the dynamic tracking record management system is implemented for personnel in knowledge, skills and work attitude, which provides a systematic and effective basis for the evaluation mechanism of enterprises. Only in this way can the management of personnel in enterprises gradually enter a standardized and systematic virtuous cycle operation mode, talents will play their due role for enterprises, and enterprises will be invincible in the increasingly fierce market competition.