How do enterprises retain talents?

It is clear that talents are the main body of enterprises, and respecting and trusting talents is the premise for enterprises to retain talents, and it is also the premise for enterprises to retain talents from an emotional perspective. There is such a business operator, whose appearance is unobtrusive, but not outstanding, but with unusual attraction. He never needs a high salary, nor does he take the initiative to poach other people's foundation, but he can take the best top talents in the industry under his command, and let them work hard in their respective posts and continuously achieve better results. Asked about the secret, the operator smiled and said, "Actually, I don't have any secrets at all. If I have to say anything, it is that I am willing to sincerely cheer for my employees. " It turns out that this operator is always the first to cheer for his subordinates when their grades are good. The applause is completely heartfelt, without affectation and hypocrisy. No wonder the best talents in the industry are willing to work under them and work so hard. In human nature, there is a desire to be recognized and affirmed by others Recognizing and affirming the status and role of talents is an understanding and respect for them, and it is also the best encouragement and spur for them.

Rational use of talents

Kōnosuke Matsushita said: "Enterprises are people. How to rationally use talents, give play to everyone's potential, win the professionalism of employees, retain talents, and achieve long-term stable development of enterprises is an important part of enterprise construction. " In order to make rational use of talents, enterprises should first identify talents, create conditions for talent competition, abandon bad habits such as "conformity", "a good tree in the forest will be destroyed by the wind" and "people are afraid of famous pigs and strong ones", care for, encourage, guide and support top talents, and make talents stand out through competition and encouragement. The ancients said, "A good horse can take risks, and ploughing is not as good as cattle." Therefore, in addition to "Bole knows a thousand Mary", enterprises must make the best use of talents, put them in the most suitable places, and make the best use of talents. In order to identify and retain talents, a state-owned enterprise has implemented the "horse racing" system among its employees, so that every employee has the motivation and pressure to work, and in the process of "horse racing", they can increase their talents and undergo exercise. On the basis of full investigation and study, the 15 "horse racing" rule is formulated as the main basis for examiners, users and rewards. Because of the clear "horse racing" rules, the fair competition mechanism has been established and improved, and top talents are naturally retained. On the contrary, a senior engineer in an enterprise, his job is to deal with some daily affairs of the unit, which makes him no different from ordinary clerks, overqualified and mediocre.

Provide space for the development of talents

Enterprises provide space for the growth and development of outstanding talents and ensure their continuous improvement, which can help talents give full play to their potential, realize their own value to a greater extent and improve their job satisfaction; At the same time, they will be optimistic about their personal career development prospects, thus enhancing their sense of belonging and responsibility to the enterprise, consciously staying in the enterprise and trying their best to serve the enterprise. This is that enterprises rely on their careers to retain people. Bode, executive vice president and personnel director of Siemens, said: "Siemens does not only rely on high salaries to retain talents. For employees, development opportunities are the most important. The company will provide employees with as many development opportunities as possible to help employees achieve their career goals. " He also said: "Siemens will give employees more consideration to their long-term planning, which will give them many opportunities and development space, and hope that employees will grow together with the company. In Siemens, the proportion of employees leaving voluntarily is far below the market level. " Enterprises create an environment for talents, so that they can play their roles more effectively and serve enterprises better.

Establish an incentive mechanism for economic interests

Although "money is not everything", "no money is absolutely impossible". Material demand is always the first demand of human beings, the basic condition of human existence and the fundamental driving force of all social activities. Society also usually uses salary to measure the value of individuals to enterprises, especially to evaluate individuals' ability, status, performance and even development prospects. Economic interest incentive is the main way of incentive, and it is also a very common incentive method used by enterprises in China at present, which is reflected in the income distribution gap. The labor cost of enterprise talents is sometimes several times, dozens or even hundreds times higher than that of ordinary people, and the income should be higher than that of ordinary people. A large number of successful practices show that enterprises must have a reasonable distribution mechanism to ensure the retention of talents, and the distribution of wealth should be equal to the contribution of talents, so that talents can truly have the right to obtain the largest share of wealth. This is that enterprises rely on treatment to retain people. The economic interest incentive mechanism mainly has the following forms:

1. Salary incentive. As a basic economic source, salary can effectively affect the behavior of employees, so enterprises can retain talents with high salaries. The so-called high salary means that outside the enterprise, the salary of employees is higher than or roughly equivalent to the average level of the same industry; Within the enterprise, appropriately widen the salary gap. For example, Sanjiu Group also embodies the principle of high quality and good price in internal distribution. The difference between the minimum wage and the maximum wage of the same work series is 1: 18, which attracts and retains a large number of outstanding talents.

2. Bonus incentives. As an auxiliary means of wage incentive, bonus mainly includes monthly bonus, year-end bonus and invention bonus of enterprises. Take Changhong Group as an example. In addition to rewarding outstanding talents at the end of the year, the company has also formulated a series of incentive measures, such as invention and creation, technological innovation and rationalization suggestions, and actively recommended awards to higher authorities and government departments. So far, many people have been rated as model workers or advanced workers in provinces and cities, enjoying special allowances or top-notch talent bonuses from the state, ministries and commissions and provincial and municipal governments respectively.

3. Welfare incentives. Commonly used in enterprise welfare, the welfare with remarkable incentive effect mainly includes employee's ship security, housing treatment, social insurance and so on. It is understood that Shanghai Three Guns Group has established a talent health care system with superior conditions. In the Three Guns Group, outstanding talents with outstanding contributions can enjoy special medical care and medical services with the approval of the workers' congress and the grading committee. Changhong Group Company adopted the system of retaining talents with high standard housing treatment, which also played a good incentive role in retaining outstanding talents. The company has expert residential building awards, high-grade and mid-grade residential building awards, and determines the level and grade of residential building awards according to the contribution of talents.

Develop an appropriate restraint system

On the one hand, it must be supported by the high cost and high benefit of enterprises, which will undoubtedly bear a heavy economic burden for most enterprises; On the other hand, it may induce the short-term behavior of some talents, which is not conducive to the long-term development of enterprises. Therefore, in addition to the monthly salary, enterprises can also implement the system of combining cash payment and deferred cash payment for annual awards, that is, the incentive option system, so as to establish a restraint mechanism for talents. Specifically, one is to pay part of the reward in cash immediately and transfer the rest to personal account for future payment. The other is that outstanding talents can give priority to buying and fighting for shares of enterprises in the form of shares. The incentive option system can reduce or even eliminate the cash expenditure of enterprises, which not only reduces the pressure of cash expenditure of enterprises, but also helps to expand the reproduction of enterprises, and also helps to form a close relationship between talents and enterprises and stimulate their professionalism; It not only ensures the realistic incentive function for talents, but also has a long-term incentive and restraint function, which makes these talents pay more attention to the long-term development of enterprises and prevent them from jumping ship in the short term. For example, the deferred annual salary system implemented by Shandong Hisense Group has played a very good role in condensing talents. Hisense Group stipulates that the annual salary of managers of subsidiaries and branches shall be determined according to their scale and responsibility. The manager's annual salary can only be 30% of that year's cash, and the remaining 70% will be postponed to five years later. If someone leaves after a year or two, his deferred salary can't be taken away. In addition, the form of signing long-term contracts can also be used to restrain and retain talents. When an enterprise signs a labor contract with outstanding talents, it can clearly stipulate a certain long-term performance time.

Seek the development of the enterprise itself

Whether it is the generous material treatment or spiritual enjoyment of talents, it must be based on the development and growth of enterprises themselves. Enterprises with strong competitiveness, good efficiency and great social influence will naturally attract and retain talents. I would like to ask, among many well-known enterprises at home and abroad, which one is not full of talents? At present, enterprises should seize the great opportunity of reform and development, enhance their competitiveness, and rely on the development of enterprises to retain talents in order to fundamentally retain talents for a long time. Typically, enterprises should set clear development strategic goals, and let employees, especially outstanding talents, feel that their work is closely related to the realization of enterprise development goals and meaningful, so that they will not easily jump ship. Since the establishment of 1980, Inner Mongolia Erdos Cashmere Group has made some important reforms every year. Every time we reform a company, we should make a correct enterprise development strategy to motivate employees to work hard. While promoting reform and development, enterprises have also attracted and retained outstanding talents in many industries.

According to the analysis, after an employee leaves the company, the replacement cost is as high as 65438+ 0.5 ~ 2.5 times of the salary of the employee who left the company, and the talent replacement cost is even greater. In addition, enterprises may have to bear the loss of technology and information leakage caused by brain drain. If the talents of enterprises flow to competitors, it will undoubtedly be a fatal blow to enterprises. Brain drain will make enterprises lose huge profits in a short time, and what is more serious is that the long-term development of enterprises will inevitably be affected. Therefore, enterprises must make good use of the art of human resource management, deepen their understanding of the role of talents, build a reasonable and scientific talent management mechanism, strive to retain more talents, give full play to the role of talents and ensure the rapid development of enterprises.

Emotional maintenance

It is the most difficult task for managers to retain people with emotion, but it is also the most effective way to retain talents. Therefore, managers should study psychology deeply, master the different psychological states of various people, and be good at solving various psychological problems of employees in a targeted manner, especially for employees with different specialties, strong self-esteem, keen perception of problems and sometimes paranoia, and should take the initiative to approach them and establish emotional ties, especially those with expertise. Don't eat hard, eat soft. This kind of work of cultivating feelings takes time to accumulate. Managers should be willing to make efforts to open locked hearts and build emotional bridges.

Keep people with good deeds.

Managers should be strict with self-discipline, strengthen professional ethics, govern impartially in their work, take the right path in their work style, do not sacrifice collective interests for their own selfish interests, do not be afraid of justice because of balance, do not engage in "those who are close to me kiss me, those who are far away from me are sparse", do not engage in factionalism, politics and deliberately trick people. Establishing small groups will only attract some people, but it will cause greater resistance on the whole and produce centrifugal effect. After all, there is a talent crisis. It takes courage and tolerance to keep people with virtue. Of course, tolerance is not unprincipled accommodation, nor tolerance for bad styles, but it is not jealousy, unbiased, good at uniting people and listening to harsh suggestions.