How to control the turnover rate of employees

The first step is to understand the reasons for leaving.

■ Collect four kinds of data

Knowing the reason is the first step to solve the problem. When the turnover rate of employees is high, the first thing the company should do is to systematically collect relevant information and understand the main reasons why the company can't keep employees. The ways for the company to collect information include interviews with former employees and questionnaires for existing employees or former employees. There are four kinds of information that companies generally need to collect: first, what kind of employees leave and the reasons for leaving; Second, the company's policies are related to the future of employees; Third, the average turnover rate of employees in the industry; Fourth, the employees who stay in the company, the reasons why they stay in the company.

■ Pay attention to the existing employees.

Many companies focus on collecting information about employees who have left their jobs, hoping to improve their shortcomings. In fact, understanding the reasons why employees choose to stay in the company can give full play to the company's existing advantages and help the company. Therefore, don't neglect to collect information from existing employees.

■ The exit interview has little impact.

According to the survey, 88% companies rely on employee exit interviews to understand the reasons for employees leaving. However, many studies have pointed out that the effect of employee resignation interview is not good, because even if the company is sincere and careful to understand, resigned employees usually avoid telling the real reasons for leaving. Employees have to leave the company and express their dissatisfaction with the company, which does more harm than good. Many people will find any reason (such as family or health factors) to make the resignation process easier. Therefore, the information collected in employee exit interviews is often not correct enough.

In order to avoid this situation, the company can entrust an enterprise management consulting company to follow up and investigate employees after they leave their jobs for a period of time. The reason why the information collected in this way is more correct is that the resigned employees are more likely to honestly tell the neutral third party the reasons for leaving.

■ Supplementing external peer information

In addition to internal information, companies should also collect additional supplementary information from outside. For example, the relevant research on the reasons for employees' resignation, the actual practice of retaining employees in the industry, etc. Compare the company's situation with that of other companies, so as to better grasp the company's situation and help the company better hit the core of the problem.

The second step is to explain the definition of data.

With sufficient and correct information, the company needs to sort out and interpret these materials and make clear the problems the company is currently facing. For example, the company found that the turnover rate of employees in a certain department is particularly high, which may be because the director of the department did not give employees autonomy and flexibility, which led to employees' dissatisfaction with their jobs. For another example, the company's recruitment procedures are not good enough to effectively screen job seekers who are not suitable for the company or like to change jobs, resulting in employees not being able to stay in the company for a long time.

■ The staff turnover rate is not as low as possible.

Many companies mistakenly believe that the lower the employee turnover rate, the better. In fact, only the employees with good performance can stay, which is good for the company. Resignation of employees with poor performance is good for the company. When analyzing employee turnover, companies should classify employees according to their work performance. What matters is not the numbers, but the impact on the company.

■ Partial resignation is inevitable.

Companies must also understand that the resignation of some employees is inevitable, not the company's problem. For example, employees cannot continue to work because of personal factors. Some employees' resignation is even good for the company, for example, the company can bring new blood. Companies must clearly understand the true meaning of numbers and determine the acceptable turnover rate of employees.

The third step is to find a solution to the problem.

After finding out the problems, the company will find out the solutions to each problem.

■ Good intentions may do bad things.

Training and Development (T+D) magazine reported a concrete example the other day. Skandia Financial Group in Sweden is the tenth largest insurance company in the world. The company attaches great importance to the training and development of employees, including setting up enterprise universities in the company and subsidizing the tuition fees of employees for further study. These practices should have been a great advantage for the company to retain talents, but they have become an accomplice for employees to leave. Many employees who left the company said that they had to sacrifice their private lives and continue their studies while working in order to realize the company's goal of constantly enriching themselves. The pressure overwhelmed them and they had to choose to leave for a long time.

The company's good intentions have achieved the opposite effect. Later, in order to balance the work, study and private life of employees, the company set up new employee benefits. The company sets up a savings account for each employee, and employees can draw part of their salary into the account. Employees deposit money into their accounts, and the company will deposit the same amount.

If employees feel stressed or have other needs, they can take a leave of absence for a period of time, but still receive full salary. During the employee's vacation, the company will withdraw money from his savings account, outsource or hire temporary employees to temporarily take over the employee's position. This reduces the problem of employee turnover.

Research shows that the turnover rate of male and female employees is similar, but the reasons for leaving are quite different. For example, female employees leave their jobs more frequently than male employees because of family factors, poor promotion opportunities and sexual harassment in the office. In addition, research shows that employees with poor performance are most likely to leave their jobs. Employees with average performance are the least likely to leave. One of the main reasons why employees with poor performance want to change jobs is poor job performance evaluation, smaller salary increase than colleagues, and less opportunities for promotion and development.

The fourth step is to formulate the company strategy.

Finally, the company needs to formulate relevant strategies. First of all, we must set a strategic goal. For example, within five years, the overall turnover rate of the company's marketing department will drop by 4%. The strategic goal can be the whole company or a certain department. The so-called success strategy is that employees who want to leave the company leave for the company.

Secondly, we must decide what to do. There are usually more than one reason why employees decide to stay, and the main reason that affects employees' stay is not necessarily the same reason. For example, an employee thought about leaving his job because of the high salary of other companies, but later he decided to stay, not because the company raised his salary, but because he liked his colleagues in the company very much.

■ It is easier to keep people than to "dig people"

Research shows that if the conditions of the existing job are similar to other job opportunities, the average person will tend to stay in the original company and choose to stay in the familiar environment instead of experiencing changes. Therefore, the company wants to retain employees, which has greater advantages than other companies trying to poach employees. What the company needs to do is to add value to the work and let employees stay or leave. Among the many reasons, the overall attraction can be greater than the thrust, and the company can successfully retain employees.