How to manage core employees well

Introduction: Although the number of core employees in an enterprise is small, its role cannot be underestimated. In people's traditional ideas, managers in an enterprise are often regarded as the core employees of the enterprise. In fact, this is not the case. The core employees of the enterprise are more in line with the development needs of the enterprise and the development law of the enterprise. However, in enterprises, we must strengthen the management of core employees, realize the value of core employees and reflect their status. How to manage core employees well

1. Importance of core employees

Generally speaking, core employees refer to those who are scarce in the human capital market, have high value, master core technology, engage in core business, or are in key positions, have rich industry experience, have superb professional technology and management skills, and can make special contributions to enterprise development.

core employees have professional expertise and high ability and quality, and they are the main creators of enterprise value and play a decisive role in the rapid growth and sustainable development of enterprises. At the same time, they are the main targets of talent market competition because of their strong challenge and autonomy in their work and high liquidity will and goal.

the negative impact of the loss of core employees on enterprises is enormous. First of all, because the key resources affecting the development of enterprises are in the hands of core employees, once they leave their jobs, enterprises must recruit and train new employees again, which will inevitably lead to an increase in the cost of human resources. However, it is uncertain whether the recruited new employees are competent for the job and can be integrated into the enterprise. If the enterprise cannot find the corresponding replacement in time, the key resources will not be supplemented, which will affect the normal operation of the enterprise. If the core employees are lost to their peers or competitors, it will also bring the loss of core technology and business secrets, which is even more fatal to the enterprise.

Secondly, the loss of core employees in enterprises is mostly accompanied by the collective job-hopping of their subordinate employees, which is particularly prominent in the resignation of enterprise executives. This kind of collective loss of key employees is fatal to the enterprise, which may cause the enterprise to be completely paralyzed.

moreover, what kind of core employee turnover has? Demonstration? The effect will also make employees' mentality unstable, morale low and work efficiency decline. Thirdly, many of the core employees who flowed out of the enterprise left because of their dissatisfaction with the enterprise. After the core employees leave the enterprise, if they reveal their opinions on the original enterprise on some occasions, the image of the enterprise will be damaged to a certain extent.

2. Analysis of the reasons for the loss of core employees in enterprises

Without core employees, an enterprise is like having no leading role on the stage. There are many reasons for the loss of core employees, including individual employees and internal and external environment of the organization.

2.1 core employees' own factors

Recently, a health survey was conducted on 1,576 senior managers by Beijing Ipsos Enterprise Consulting Service Center in conjunction with the Chinese version of Fortune. The results show that nearly 7% of senior managers feel that they are under great pressure at present, and 21% of them think that they are under great pressure.

The core employees are faced with not only the unpredictable business environment in the 21st century, but also the increasing market competition and the continuous compression of profit space. At the same time, they also have to bear the pressure from their superiors, the challenges from their colleagues and the changes in the company's business strategy. If these pressures are not handled in time, they may also induce job-hopping events. In addition, with the passage of time and the satisfaction of basic living conditions, core employees want to be respected and expect higher returns. As the needs of core employees have changed, they will feel more and more that organizations can't meet their own development. If external? Gravity? If there are more opportunities for development, it is inevitable to leave.

2.2 internal factors of the enterprise

The organization is the carrier on which the core employees live. Once some factors in the organization are inappropriate, it will easily lead to the resignation of the core employees. From the organizational point of view, the fundamental reason leading to the departure of core employees in enterprises lies in enterprise management. The company does not attach importance to talents, the quality of managers is not high, and the employee incentive mechanism is not perfect, which are all factors leading to the loss of core employees. In addition, enterprises can't provide reasonable and competitive salary, which is usually the direct cause of the brain drain. Salary represents the enterprise's evaluation of the value of core employees and is an important indicator to reflect the value of employees. According to a survey, among all job-hoppers, 52.5% people quit because of the low salary of the original unit.

2.3 External environmental restrictions

Limited by external factors such as geographical location and resources. Peacock flies southeast? The phenomenon of talents flowing to the coast still exists, and leaders in the central and western regions often lament that it is difficult to attract talents and it is even more difficult to stay. In addition, with the multinational enterprises camping in China, the competition for talents is becoming increasingly fierce, and the core employees of enterprises are getting more and more attention as scarce resources. The higher the scarcity of talents, the greater the pull of personnel outflow. Many enterprises do not hesitate to hunt for the core employees who attract competitors with excellent conditions such as high salary, high vocational education, high welfare and training abroad, which is also an important reason for the company's core employees to leave.

3. Discussion on the strategy of retaining core employees in enterprises

In recent years, due to the active domestic talent market and the change of talent concept, the problem of brain drain in enterprises has become increasingly serious, and the loss of core employees will have a great impact on enterprises. Enterprises will not only suffer tangible costs such as recruitment, training and business, but also lose intangible assets such as corporate reputation and morale. Therefore, enterprises should attach great importance to the problem of the loss of core employees and actively build an effective retention mechanism. The mechanism should not only conform to the basic theory of the enterprise, but also conform to the characteristics of the enterprise, which can fully reflect the special requirements of the enterprise for the core employees and is conducive to giving full play to their talents and potential.

3.1 Providing a reasonable salary level and retaining the salary

Formulating a reasonable salary policy is an important means to attract and retain core employees. Enterprises must provide competitive salaries for core employees and establish a set of? Is it fair internally and competitive externally? Pay system, and should go with the market, constantly improve and adjust in the process of enterprise and market development. Enterprises can design the salary model of core employees as annual salary system, flexible salary system, special reward system and self-service system. No matter what kind of salary model, its incentive focus is the same, that is, while enjoying the salary, the core employees of the enterprise can feel that their own value is recognized and their efforts are rewarded, and they have become the masters of the enterprise.

3.2 caring for human nature, keeping people emotionally

People are emotional animals, and emotion is an intangible asset that is better than money. Psychologists say that emotion is a need? Pyramid? The highest level of demand, biologists put forward? Feelings can be eaten? Said, the emotion to the realm of resisting hunger. If you only give money and things blindly, but neglect to respect employees and not communicate with core employees emotionally, then money and things will depreciate and core employees will be with you? Strange bedfellows? , even fly away, another habitat good branches, even if take? Card? Way, also can only be to stay, people can't stay.

If an enterprise wants to keep people emotionally, it must treat its employees sincerely, respect them, pay close attention to them and maintain equal, fair and open communication. In Siemens, the company has a very systematic dialogue with its subordinates at least once a year. This borderless cultural atmosphere and smooth communication channels provide every employee with? Talk and participate? The opportunity. In addition, enterprises should be employee-oriented, think about what employees think and worry about what employees are anxious about.

adopt a series of measures to facilitate and benefit the people, and improve the quality of life of employees. For example, enterprises can provide convenient measures for commuting, company housing, free working meals, free physical examinations, paid vacations, birthday celebrations, travel incentives, etc., and help employees solve family problems through child care, preferential treatment for children to go to school, hospitalization of old employees, and guarantee loans for employees to buy houses.

3.3 Help employees grow and keep their careers

kazuo inamori, a famous entrepreneur who successfully founded two companies among the world's top 5 companies, once said: Leaders and managers should first satisfy employees' happiness in both material and mental aspects. Only when I think of them can they join me in farmland. ? In today's era of fierce competition for talents, enterprises must create opportunities for talents to succeed and provide conditions for them to become talents.