What is the reason for the high turnover rate? How to solve it?

In the production and operation of enterprises, normal employee flow is conducive to avoiding the rigidity of enterprise management, bringing new management concepts and fresh blood to enterprises, and helping employees to play their initiative and creativity. However, if the staff turnover rate is too high, it will not be conducive to the stability and development of enterprises. Excessive staff turnover rate will also make enterprises pay high costs. The costs here include not only direct costs, but also indirect costs. Direct costs mainly refer to the expenses incurred in recruiting and training new employees, while indirect costs mainly refer to the idle resources of enterprises for a period of time after employees leave their jobs.

For enterprises, grass-roots employees are the direct creators of profits. However, the turnover rate of grass-roots employees is still high. Sometimes, employees recruited at the beginning of the month will be few at the end of the month. So how to effectively solve the problem of high employee turnover rate? Reasons for employees' resignation:

1, the existing system makes employees have no sense of belonging.

Most enterprises in China are private enterprises, and most of them are family-owned enterprises. A typical feature of family-owned enterprises is that there is no reasonable separation of ownership and management rights. Shareholders and board members often serve as general managers and department managers, and professional managers are in the minority. In this context, it is often difficult for professional managers to integrate into the company. They often feel that they are outsiders and wage earners, influenced and controlled by those shareholders everywhere, and their potential cannot be brought into play. Over time, they chose to give up and find another way out.

2. The existing salary system makes employees feel unfair.

Employees will compare their income with that of other employees. When they pay more than others, but their income is less than or equal to others, they will feel obviously unfair. In addition, he will compare his present income and pay with his past income and pay. When the ratio of his present income and pay is less than that of his past income and pay, he will feel obviously unfair. The direct result of these two kinds of unfairness is that employees demand to increase their income or automatically reduce their contribution to the company. When the company can't meet his requirements, it will have the idea of leaving. Fairness in the modern sense includes not only internal fairness, but also external fairness. Internal fairness means that the salary should reflect the value of the post, that is, the salary of different posts varies according to the quality and ability requirements of the post. External fairness means that wages cannot be in a very low position in the same industry, otherwise employees will feel obviously unfair. If the company does not take necessary measures to eliminate employees' sense of injustice, after a long time, "Maxima" will reluctantly leave and find a new employer.

3. Lack of reasonable incentive mechanism

There are two kinds of incentives here, one is material incentives and the other is spiritual incentives. Material incentives mainly refer to the company's salary and welfare, while spiritual incentives are mainly reflected in verbal praise and opportunities for training and promotion. If the company's salary is lower than the industry average, it will affect the enthusiasm of employees to a certain extent, thus affecting their performance. In the long run, the staff turnover rate will increase. People are economic people, social people and self-actualized people. If the company has been using external recruitment to fill vacant positions, the existing employees of the company will feel that their contributions have not been recognized by the company, and in the long run, they will resign.

4. Lack of scientific management system.

With the development of enterprises, enterprises have higher and higher requirements for scientific and standardized management, and unscientific management has become a bottleneck restricting the development of most private enterprises in China. For example, overtime, the two-shift system piloted by Delixi Group, the market leader in the electrical appliance industry, effectively solved this problem, not only avoiding the long-term fatigue of employees, but also retaining employees. More importantly, a reasonable competition mechanism is introduced among employees in different shifts, which effectively improves the work efficiency of employees.

5. Lack of necessary career planning.

This phenomenon exists in most private enterprises. Grassroots employees have no chance of promotion at all. They can only carry out basic operations forever, but they can't take up the position of managers. Some middle managers are minority shareholders of the company and are deep-rooted "elders". Although it is unlikely to climb up, its position is unshakable. The other part is professional managers, and a considerable part is "airborne troops". They have no shares, but the top management is occupied by major shareholders, so there is no chance of promotion. "Soldiers who don't want to be generals are not good soldiers." Although not every soldier can eventually become a general, no soldier wants to be a soldier all his life. Employees can't see the hope of promotion, their enthusiasm will be lower and lower, and finally they choose to leave.

Of course, in addition to the reasons at the company level, there are also reasons at the industry level and the personal level of employees, such as the low profit rate of the industry and the physical condition of employees, but the latter two reasons are uncontrollable, while the reasons at the company level are controllable.

So, how to avoid brain drain to the greatest extent?

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 only want to work in a harmonious, relaxed, just, fair, married and United team. 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:

Establish and improve the competition mechanism and encourage employees to take up their posts through fair competition. In many enterprises, once there is a vacancy in the company, their first thought is to recruit people from outside, without 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.

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, it is advisable to carry out job rotation, use new positions, new jobs and new challenges to arouse employees' enthusiasm for work, and at the same time let employees learn more knowledge and skills, effectively improve their comprehensive quality and lay a foundation for their competence at a higher level.

Providing enough 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 employee training is, some enterprises have not thought about training employees, but training needs investment, because they are unwilling to invest and do not provide training opportunities for employees, so it will not be worth the candle. Panasonic attaches great importance to the training of employees, because Kōnosuke Matsushita understands that the money invested in the brain is much more than the money invested in the machine, and there are various ways of training. 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.

If the manager is suspicious, then this suspicion will be passed down 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 the supervisor won't trust the employees. If he works in a team without trust, the employee will definitely feel comfortable. So the principle of employing people is: trust him firmly.

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.

Don't promise easily. Once you say yes, you will never change. Many leaders will make some promises in order to win people's hearts, but for various reasons, some promises can't be fulfilled. Our leaders don't care and feel indifferent, but our employees don't think so. They will think that the leader has broken his word and will not trust you easily again. It is even more difficult for leaders to change their image in the minds of employees. Employees have difficulties and ideas.

Dare to take responsibility, but also dare to 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 take responsibility for them. The consequence of this is that their temporary prestige or face may be preserved, but over time, what they lose in the eyes of employees may not be as simple as prestige or face, but the long-term respect and trust of employees.

Remember that the employees are right. Employees are not doing well, not because they are not excellent, but because they are not given enough support. There are no unqualified employees, only unqualified management. Maybe this sentence sounds ridiculous, but in fact, if employees do not do well, leaders can always find reasons from themselves and give employees more support and help. Employees will be grateful to the leaders from the heart and work harder. As long as employees are really committed, they believe in all difficulties.

Don't show special respect to the employee who is about to leave, and treat him as a thief. In some enterprises, employees are expected to do more work and participate in the work when they are on the job. Once employees leave their jobs, they will take strict precautions for fear that employees will take away important company information. Some factories also invite other employees to monitor, but they all ignore it. Today, you ask employee A to monitor employee B, and tomorrow you may ask employee C to monitor employee B, which 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 important company information, you can only blame you for not doing the 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.

First of all, we should investigate the salary level and welfare benefits of the same industry. If it is a property management company, we must find out 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 work out a competitive salary level and welfare treatment; 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. For key employees and employees in important positions, they should be willing to pay high salaries, even if they are higher than other positions. It doesn't matter if you are higher than other positions. Only in this way can they keep their attitude. Ordinary employees can be found at any time, but once important core employees are lost, employees 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.

After leaving the company, employees are regarded as a kind of wealth and resource. Many enterprises turn a blind eye to employees after they leave their jobs. In fact, employees who leave their jobs 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 make great progress outside, they can dig back into the company in the future.

The staff urged him to call often after work and welcome him home. It may only take a few minutes to make a phone call, but you can not only touch the employees who have left the company, but most importantly, you can touch the employees on the job with your own practical actions and influence the potential employees who have left the company.

Don't say that the time when a good horse never returns to the grass is gone forever. Excellent employees are willing to return to the company, which is their recognition of the company 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.