An improved scheme to reduce the turnover rate

An improved scheme to reduce the turnover rate

I don't know if you have found an improvement plan to reduce the turnover rate. The staff turnover rate in many enterprises remains high. Many new colleagues became former colleagues in a few days. Maybe people struggle for heights, and water flows downwards, but there may be other reasons. Here are some improvement schemes to reduce the turnover rate.

The improvement plan to reduce the turnover rate 1 is best to stabilize employees.

When recruiting, enterprises must choose some stable employees. Considering the length of the applicant's stay in the last enterprise and the distance from the current enterprise, we can know whether the employee meets the stable demand.

Reasonable employment system

What employees are most afraid of in the enterprise is that the division of labor in the workplace is not clear, and things outside their abilities or positions often happen, which makes them very disgusted with employees. Only a clear employment system can make employees feel that the enterprise is formal.

Innovative reward and punishment system

For employees working in enterprises, some innovative reward and punishment systems can make employees feel that enterprises are making changes for future development, and an ingenious system will stabilize employees' hearts.

A generous welfare system

For employees, the most stable thing is not their future development, because they can't see it, but better welfare. The immediate benefits will also make them willing to invest more time in the enterprise.

Build a harmonious internal environment

Work is a boring thing, so a harmonious working environment will enable employees to improve themselves in a happy atmosphere and create more value in this environment.

For employees, what they can expect in the enterprise is nothing more than development and wealth. If these two points can't satisfy employees, it is bound to usher in a large number of turnover rates, which is also normal. Therefore, for enterprise personnel training, stable employees still need to start from the above five points.

Improvement scheme to reduce turnover rate II. Analysis on the factors of employee turnover

According to the understanding of the salary level of each position in Chengdu real estate market, it is estimated that the salary level currently implemented by our company is about 80 points of the overall salary level of the real estate industry. It can be seen that the phenomenon of high turnover rate has little to do with salary factors. According to this report, the main factors causing staff turnover are the following four aspects:

(A) poor communication between superiors and subordinates. From the interview results of some resigned employees, the lack of communication between employees and their immediate superiors is the main reason for employees' resignation. Mainly in two aspects,

First, the company's middle-level personnel still lack the awareness and skills to actively communicate with subordinates, especially in the guidance of work skills, so that employees can't get timely help from department leaders when they encounter difficulties and lack information in their work. The long-term existence of this situation will inevitably cause psychological dissatisfaction among employees.

Second, the communication channels are not smooth. Regarding the suggestions and complaints of the company's grassroots employees, our company has not yet set up a complete communication channel. Although the general manager mailbox system has been implemented, the implementation effect is obviously not good.

Third, the level of resignation management is lacking. In the process of employees' resignation or the company's initiative to persuade them to quit, the head of the department failed to fully interview the resignees, which increased the possibility of employees' resignation.

(2) Lack of career development space. With the continuous improvement of employees' working years and skills, clear career development space is an important way to retain employees. At present, the company has no complete assessment system, training system and personnel promotion system, especially in the way of employee promotion. This will inevitably lead to the emergence of some highly skilled and experienced resignees.

(3) The cohesion of the company is not strong. The construction of corporate culture is related to the stability of the company's talent team.

Fei Sen Company has experienced seven years of development, and the cohesion of employees has always been the shortcoming of corporate culture construction, which is mainly manifested in the unclear corporate culture concept, inadequate communication of the company's development strategy, and insufficient communication and coordination among departments.

(D) The reward and punishment system is unreasonable. The company has formulated a clear company reward and punishment system, but the implementation effect is not good, and some employees complain a lot, which is also an important reason for employees to leave. Mainly in two aspects,

First, there is no clear standard of rewards and punishments in the system, which leads to excessive arbitrariness of rewards and punishments.

Second, in the process of implementation, the punishment force is too large and the reward force is too low, which leads to the imbalance of rewards and punishments, and employees complain and are dissatisfied.

suggestion

Combined with the above analysis of the reasons for leaving the company and the current situation of the company's development, this part puts forward improvement suggestions from the following five aspects in an attempt to enhance the stability of the company's employees to some extent.

(1) Establish a talent promotion mechanism. A clear personnel promotion mechanism is not only conducive to broadening the career development space of employees, but also conducive to solving the shortage of company managers, especially for qualified project managers. Suggestions for improvement are as follows:

First, strengthen the management of the company's position system and clearly divide the position levels (such as general manager level, director level, manager level and supervisor level, etc.). ) and strictly distinguish between wages and salaries.

Secondly, clarify the job scope, conditions, promotion procedures and promotion assessment process of employees' promotion.

(B) clear the role of middle managers. The Human Resources Department of the Group shall formulate the job descriptions of the heads of various centers (departments) and strictly stipulate the division of responsibilities. In addition to business responsibilities, it is suggested to emphasize the following responsibilities:

First, managers, as "mentors", should shoulder the responsibility of guiding the professional work of employees in their own departments.

Second, upload and publish roles. Seriously convey the spirit of the company's strategic meeting, so that employees in this department can understand the company's major principles and policies (except confidential matters).

Third, create a harmonious working environment for the department. At the same time, the human resources management department should organize more training for middle managers to improve their management skills.

(3) Strengthen employee turnover management. Employee turnover management has always been a weak link in human resource management in our company. It is suggested to improve from the following three aspects.

First, the statistics of turnover data. The Human Resources Administration Department shall regularly make statistics on the employee turnover data within the group (including annual/quarterly employee turnover rate and interview records of resigned employees) so as to monitor the employee turnover within the company.

Second, the exit interview. For employees who voluntarily leave or are dismissed by the company, it should be systematically stipulated that the direct superior and the person in charge of the human resources administrative center should fully communicate with the employees who left, understand the real reasons for leaving, and retain excellent employees.

Third, the resignation procedure. The human resources administrative center should formulate clear procedures for employees' dismissal and resignation to avoid the arbitrariness of department heads in dismissing employees.

conclusion

Stabilizing the excellent talent team plays a vital role in the realization of the company's development strategy. Through this report, I hope that company leaders will attach great importance to employee turnover.

An improvement plan to reduce turnover rate. Start with recruitment.

In the recruitment operation, provide a realistic job preview for job seekers, so that job seekers can understand the actual information of the job and the company, which should include both positive and negative information of the company. When a job seeker is told bad information about his job or company, he can make a decision whether he is willing to accept such a job in such a company.

By frankly introducing the actual job preview, job seekers who are really interested, capable and in line with the company's career plan will be attracted, while those who just want to find a job will often be intimidated by this information.

Second, care about new employees.

Learn to stabilize employees' thoughts and understand their real thoughts, so as to care for them and give them support. Of course, at the same time, we should also strengthen the training of employees, so that they can master skills and skills, enhance their abilities, achieve their goals and let them see hope. So as to make achievements in this position.

Third, a good working environment.

Employees give a third of their lives to the company and want more than just 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 and cooking oil. As a result, employees not only didn't appreciate it, but said a lot of sarcastic words. This phenomenon is rare now. In the same way, the employee benefits of some units are "menu" and are welcomed by employees.

Fourth, good career development prospects.

Enterprises should do a good job in the career planning of employees. The values of enterprises should be as consistent as possible with those of employees. It is normal to have different views on the same issue. There is nothing wrong with employees' desire for power and participation. The key is guidance.

Fifth, formulate humanized salary and welfare policies.

Guided by humanized management, we provide employees with a variety of welfare combinations within the overall distribution framework of the company, realize the maximization of welfare utility, and finally realize the support and incentive function of salary management.