Reasons for employee turnover

Employee turnover is inevitable, and enterprises should bear the main responsibility for employee turnover. Below, I have sorted out the reasons and solutions for employees to leave their jobs. Welcome to read the reference!

Enterprises should bear the main responsibility for the loss of employees. Most people don't like changes, so most employees, after working in the enterprise for a period of time, generally don't consider changing jobs without special reasons, so there is always a reason for employee turnover. Although there are many reasons for employees' resignation, both the current social and cultural background and the personal moral quality of employees, as the main body of enterprises, they have more responsibilities for employees' resignation.

1. The salary distribution model is backward. It should be said that this is a very important reason for brain drain. Obviously, salary is the primary factor for employees to consider when deciding whether to leave. A high salary can offset many other shortcomings due to various reasons.

2. Lack of good corporate culture and atmosphere. A good corporate culture and atmosphere can provide employees with a pleasant and comfortable working environment, build a harmonious interpersonal relationship, and then make employees feel nostalgic about this environment. On the other hand, if the interpersonal relationship within the company is tense and the company as a whole lacks a positive atmosphere, it will also affect the employees' mental state and ideal pursuit, and then produce the idea of leaving the company.

3. Improper talent selection. One is cronyism, not meritocracy. This is the most common phenomenon in private enterprises. Private enterprises are often family businesses and often hand over important positions to family members. This kind of choice caused by blood relationship often means inefficiency and redundancy, which will make talented people disappointed with the enterprise and choose to leave. The second is the mistake of selecting talents and appointing people. When hiring and selecting talents, it is also one of the reasons why employees leave the company in the future that the most suitable talents are not hired or the selected talents have poor professional ethics (or moral character).

4. Do not pay attention to the development and training of employees. A self-motivated employee, while working hard, often examines the development prospects of his work. If the enterprise can't provide good development prospects for employees, employees will consider making new choices.

5. Lack of long-term planning. A company lacks long-term planning, or it can be said that the company boss lacks the ability to draw a blueprint for the future for employees. When he can't see the company's future hope and can't think of what the company will look like in the future, employees can only find another job. For any company, it must be clear about its strategic direction, understand what it will do in the future, and transmit and share this information to employees in time. Anyone, a person, always needs motivation, so the problem of demand is always a big problem.

6. Lack of management. Why would someone leave a boss with a strong personality? Essentially, this is a problem of lack of management in the company. Or the management of the company has become the management of the boss alone, and the boss's personality charm has replaced the system, which is bound to easily form a flattering corporate culture, leading some excellent employees to leave for better development. Ma Yun of Alibaba is also a charismatic leader, but it is always its strict management system that ensures Alibaba's development. Any boss, especially an entrepreneur, must not confuse the relationship between management system and leadership charm. System is always the first element.

Solutions to employee turnover 1. Create a core corporate culture and create a good cultural atmosphere.

Excellent corporate culture cannot be built in a day or two. It needs to gather the strength of many families and develop from it over time, so that the established corporate culture can stand the test and be valuable. However, it is hard for employees to see this, and they don't care how you build corporate culture. They just want to work in a harmonious, relaxed, just, fair, enterprising and United team. Therefore, managers should try their best to create such a cultural atmosphere. With this cultural atmosphere, the team will be cohesive, and a cohesive team will probably have to lay off employees by force.

2. Give employees a space for development, a platform for promotion and a bigger space for development.

If you can't see the prospect of the enterprise, you can't mobilize the enthusiasm of employees anyway. Such a company can't let employees stay in the company with peace of mind. In order to provide employees with greater development space and promotion platform, we can start from the following aspects:

(1) Establish and improve the competition mechanism and encourage employees to work through fair competition. Many enterprises, when there is a vacancy in the company, the first thing that comes to mind is to recruit people from outside, rather than considering promotion from inside; Some enterprises think of promoting from within first, but because they have not established a competitive mechanism, or because they are too familiar with internal employees, they always see the shortcomings of employees and fail to see many advantages of employees. Eventually, they will consider recruiting from outside. In their eyes, they always thought that "foreign monks like to recite scriptures." In fact, this is a great blow to employees. When employees feel that the company lacks development space, they also lack positive motivation, which is not conducive to motivating employees and creating a competitive atmosphere in the team.

(2) For employees who have performed well in this position and their abilities have exceeded the requirements of this position, but there are no vacancies at a higher level for the time being, they may wish to rotate their positions, use new positions, new jobs and new challenges to arouse their enthusiasm for work, and at the same time let employees learn more knowledge and skills, effectively improve their comprehensive quality and lay the foundation for their competence at a higher level.

(3) Provide sufficient training opportunities for employees. Zhang Ruimin of Haier once said to his manager: It's not your fault that the quality of employees who just joined the company is not high, but after a period of time, the quality of employees is still not high, and that must be your fault. Obviously, how important it is to train employees. Some enterprises have not thought about training their employees, but have to invest in training because they are unwilling to invest and do not provide training opportunities for their employees. What is not worth the loss is that Panasonic attaches great importance to employee training, because Kōnosuke Matsushita knows that money invested in brains can earn more than money invested in machines, and training methods can be varied. As long as you are good at thinking, you will find that training can be everywhere, anytime and anywhere.

3. Business leaders shape their own personality charm and improve their management level.

There is no doubt that the management level of leaders affects the development of the company to a great extent. Similarly, the charisma and management style of leaders also affect the enthusiasm of employees and the stability of the team to a great extent.

(1) If the manager has doubts, the doubts will be passed on layer by layer. For example, if the boss doesn't trust the vice president, then the vice president won't trust the department manager and the department manager won't trust the supervisor, so employees will definitely feel comfortable working in a team without trust. Therefore, the principle of employing people is: firmly trust him.

(2) Especially don't talk about employees' faults behind their backs. Employees hate leaders criticizing themselves behind their backs, even if they are well-intentioned. In fact, criticizing another employee in front of the employee will be counterproductive.

(3) Don't promise easily. Once you say yes, you will never change. Many leaders made some promises in order to win people's hearts, but for various reasons, some promises could not be fulfilled, and our leaders ignored them. They don't think so, but our employees will think that the leader has broken his word and won't trust you easily. It is even more difficult for leaders to change their image in the minds of employees. Employees have difficulties.

(4) Dare to take responsibility and be responsible for employees. In order to establish their prestige in the eyes of superiors or employees or to save face, many employees' direct leaders often blame their mistakes on employees, let alone be responsible for them. The consequence of this is that their temporary prestige or face may be preserved, but over time, what they lose in the minds of employees may not be as simple as prestige or face, and what they lose will be the long-term respect of employees.

(5) Remember that employees are right. It's not that employees are not excellent, but that they don't give enough support. There are no unqualified employees, only unqualified management. Maybe this sentence sounds ridiculous, but in fact, employees are not doing well. Leaders can always find reasons from themselves and give employees more support and help. Employees will certainly be grateful to the leaders from the heart and work harder as long as they really invest.

(6) Don't treat him with special respect and treat him as a thief. In some enterprises, employees are expected to do more work when they are on the job, which involves more work. Once employees leave their jobs, they will take strict precautions against them for fear that they will take away the important information of the company. Some factories also invite other employees to monitor, but they ignore it. Today you let employee A monitor employee B, and tomorrow you may let employee C monitor employee B.. This may have a greater psychological impact on employee B and other on-the-job employees than employee A, and if employees can really take away the important information of the company, you can only blame your usual confidentiality measures. Therefore, don't show special respect to the departing employees, otherwise, you will lose not only the trust of employee A, but also the trust of the employees in the whole company.

4. Provide competitive salary, accommodation and welfare.

(1) First, we should investigate the salary level and welfare benefits of the same industry. If it is a property company, we must make clear the salary level and welfare benefits of the property industry. If it is a real estate company, we must find out the salary level and welfare benefits of the real estate industry. If it is a manufacturing industry, we must find out the salary level and welfare benefits of the manufacturing industry. Only in this way can you formulate a competitive salary level and welfare benefits; In addition, for positions with * * * in different industries, we should also understand the social post level, such as the position of human resources manager/supervisor in a property company. In addition to understanding the salary level of this position in the property industry, we should also know the salary level of this position in other industries as much as possible, because the hot position itself is not limited by many industries. If the salary level of the position you give is too low, even if it is competitive in the same industry, it is not big enough for the employees in this position. (2) For key employees and employees in important positions, be willing to pay a high salary, even if it is higher than other positions. It doesn't matter if you are higher than other positions. Only in this way can they retain core employees and the loss of ordinary employees can be found at any time. However, once the important core employees are lost, they will work harder in the future because they know that as long as they pay, they will be rewarded.

5. Strengthen the management of employees after leaving.

(1) treat employees who leave the company as a kind of wealth and a kind of resource. Many enterprises turn a blind eye to the departing employees. In fact, employees who leave the company are another kind of wealth and a potential resource of the company. If used well, it will have a great effect on the company. For example, his promotion of the company is better than the company's own promotion, and at the same time they should maintain their feelings. If employees are promoted outside, it will have a great effect.

(2) Urge employees to call frequently after work. Welcome to go home and have a look. It may only take you a few minutes to make a phone call, but you can not only touch the departing employees, but most importantly, you can touch the existing employees with your practical actions and influence the potential departing employees.

(3) Don't say that a good horse never returns to the grass. Gone are the days when a good horse never returns to the grass. Excellent employees are willing to return to the company, which is their recognition of the enterprise and corporate culture. If they return to the company, they will not only come back alone, but also have a "halo effect", which will have an infinite psychological shock to the employees.

;